Agenda Document Pack - Moray Council - 21/01/2025
Moray Council · 21 January 2025
Back to Moray Council — 21 January 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Moray Council Tuesday, 21 January 2025 NOTICE IS HEREBY GIVEN that a Special Meeting of the Moray Council is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 21 January 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 11 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. Proposals for Revised Committee Reports Format and Processes Report by Interim Chief Executive 5 - 16 5. Short to Medium Term Financial Plan Report by the Depute Chief Executive (Economy, Environment and Finance) 17 - 36 6. 2025-28 Capital Plan and Indicative Capital Plan 2025 - 2035 Report by the Depute Chief Executive (Economy, Environment and Finance) 37 - 58 Page 1
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7. Authorisation Policy Review Report by Depute Chief Executive (Economy, Environment and Finance) 59 - 72 8. Elgin Business Improvement District - Ballot Renewal Report by the Depute Chief Executive (Economy, Environment and Finance) 73 - 274 9. Common Good Consultation - Roysale Park Report by Depute Chief Executive (Education, Communities and Organisational Development) 275 - 286 10. Moray Sport and Leisure Asset Review Update Report by Depute Chief Executive (Education, Communities and Organisational Development) 287 - 436 Item(s) which the Council may wish to consider with the Press and Public excluded 11. Application for Voluntary Early Retirement [Para 1 and 11] • 1. Information relating to staffing matters; • 11. Information relating to any consultations or negotiations in connection with any labour relations; 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 do so, please come to the High Street entrance door and a member of staff will be let into the building. Page 2
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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. Page 3
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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 4
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Report to: Moray Council Meeting Date: 21 January 2025 Report By: Interim Chief Executive Report No: CE001/25/JWM/JWM Author: John W Mundell OBE Contact: chief.executive@moray.gov.u k Subject: Proposals for Revised Committee Reports Format and Processes _______________________________________________________________________________ 1.0 PURPOSE For Decision For Information 1.1 The purpose of this report is to recommend the introduction of a revised reports format and a consistent more efficient and effective process for the timely submission to the Pre-Agenda meetings stage for formal Committees and Council Meetings. 1.2 This report is submitted to Moray Council in terms of paragraph III B (41) of the Council’s Scheme of Administration, Best Value being a cross-cutting issue that does not fall within the remit of a particular Committee. 2.0 SUMMARY 2.1 A review of the Council’s current Committee meeting processes has been conducted with the support of the Improvement Service. This involved interviewing a sample of Officers and Elected Members to identify what improvements, if any, are required. 2.2 The Council currently has an administrative process for the preparation of reports prior to issue at the Pre-Agenda stage for Committees and Council meetings. The process is considered to be onerous and challenging with an increase in the number of special meetings and the demand for greater pace can make it difficult to comply with in some cases because of resource capacity, workload planning pressures and competing priorities. 2.3 The administrative support process is currently provided by the Corporate Management Hub for Council and some Committees and by the Committees Services for others and this needs to be integrated into the one service area to ensure clarity and consistency. Item 4. Page 5
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2.4 In some cases, the process for involvement of the Committee Chair and Vice Chair with the report authors and relevant Chief Officers has not been as effective or consistent as it could be primarily because of the pressures and competing priorities described above. 2.5 The Council’s Best Value Action Plan 2024-27 includes specific actions to ensure the development of improved collaborative leadership. This report seeks to build on that requirement via more effective regular and timely meetings between Chairs, Vice Chairs, Chief Officers, and report authors to establish increased mutual understanding of contextual issues and the Administration’s political priorities and policy requirements. 2.6 A revised standard ‘house style’ for the format used in this report is recommended for adoption and use for all Committee and Council reports with effect from no later than the end of March 2025. 3.0 RECOMMENDATIONS 3.1. It is recommended that Council agrees: a) The revised process and timetable at 5.7 for the preparation, submission and approval of Council and Committee reports as described in this report be implemented. b) A revised format and style of reports be introduced and consistently adopted throughout the Council as described in this report. John W Mundell OBE Interim Chief Executive 4.0 BACKGROUND AND CONTEXT 4.1. The Council’s corporate Best Value Action Plan 2024-27 includes specific actions to ensure the development and implementation of collaborative leadership between officers and members across the Council to help facilitate more effective decision making. 4.2. Reports which are submitted to committee for consideration should form the foundation of a council’s decision-making process. It is essential that a council and its committees make decisions based on clear and informed choices within the reports submitted by officers. Wherever possible, it is also desirable that officers make clear recommendations within the reports to Council Committees. Page 6
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4.3. Following consideration of the current process and associated timescales for the preparation and consideration of reports by Moray Council, the Interim Chief Executive asked the Chief Executive of the Improvement Service for support in conducting a review to identify improvements. 4.4. In some cases, Elected Members have not been involved in report drafting until relatively late in the process and should be involved more effectively on a consistent basis when developing policy options. In some, but certainly not all cases, problems have previously arisen because of the limited interaction with the Chair/Vice Chair at an appropriate stage in advance, with some reports being tabled at Pre-Agenda meetings. 4.5. Adherence to the current process is considered to be onerous and challenging especially with an increasing trend in the number of special meetings and the demand for greater pace. This makes it challenging to manage and comply with in many cases because of resource capacity, workload planning pressures and competing priorities. It can also mean that some reports have not been the subject of sufficient, timely consultation with the necessary involvement of Chairs and Vice Chairs. 4.6. The timetable for the submission of prepared reports to Pre-Agendas for Council and on Committee meetings needs to be revised to ensure both Officers and Elected Members are involved at the optimum time and the process is as efficient and effective as possible. 4.7. In addition, not all Council or Committee Action sheets are available as background papers for awareness at every meeting and this inconsistency needs to be addresses to ensure appropriate accountability for formally agreed actions. 4.8. The administrative process is currently provided by the Corporate Management Hub for Council and some Committees and by the Committees Services for others and this needs to be integrated into the one service area to ensure clarity and consistency. PROPOSALS 5.0 PRE-AGENDA PROCESS 5.1 It would be beneficial if revisions to the current process are established, implemented, and adhered to by Officers and Elected Members for the review and development of policies and in turn the submission of reports to Council Committees for consideration and approval. The roles of Officers and Elected Members must be clear throughout the process of political engagement for policy development. 5.2 When reviewing existing policies and/or developing new policies, it is necessary for Officers to adopt a corporate and consultative approach early from the inception stage. Issues of operational impact on relevant teams will be the subject of review and consultation with relevant officers within each department. Page 7
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5.3 To ensure early engagement by Administration Members, issues which are identified as likely to result in a report to committee will be discussed at an early stage with the relevant Committee Chairs and Depute Chairs. The primary contact for items of policy direction will be between the Corporate Management Team (CMT), Chair and Vice-Chair and with such other Officers as may be determined by the Depute Chief Executives. Items of specific service impact should be discussed between the Depute Chief Executive and such other officers as may be determined with the Chair and Depute Chair. 5.4 Discussions at this stage will be treated as private and exploratory with an expectation of an open and transparent exchange of views by and from Members and Officers. Furthermore, the procurement of clear political comment or guidance via the regular scheduled meetings with the relevant Chair and Depute Chair to Officers is essential on the matter or issues being considered. 5.5 For reports which are likely to be politically controversial consideration should be given to consultation with cross party groups such as the Strategic Leadership forum, Budget Development Group or relevant working group. The timing of these consultations will vary depending on the topic and level of interaction required but wherever practicable, the outcome of the deliberations should be incorporated into the reports as part of the author’s final draft. 5.6 The relevant Depute Chief Executive in conjunction with the relevant Head of Service is responsible for ensuring a collegiate approach is adopted and that all proper consultation within the Council’s services has been undertaken and reports contain the necessary advice and information from the Proper Officers. 5.7 Only reports dealing with new or changes to policy, strategy, overall corporate performance, and politically sensitive issues should be considered by the CMT in accordance with the proposed committee timetable. 5.8 The proposed timetable with effect from the end of March 2025 for the committee process is shown below: Days Before Date of Committee Task Notes 35 Committee Services and CMT Meeting Report Submission The author’s final version of reports to be submitted to Committee Services (and corporate management support hub for reports to be included on CMT Meeting Agenda. 28 CMT Meeting To consider management’s final draft reports* prior to Pre agenda meeting. (*Policy, Strategic, politically sensitive, and corporate performance reports only). 23 Issue final Reports to Chair Incorporating any necessary Page 8
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Days Before Date of Committee Task Notes and Vice Chair CMT amendments. 16 Pre-Agenda meeting With Chair/Depute Chair for final review of final reports (only minor amendments anticipated) 12 Submit for publication Committee Services collate final reports for issue. 7 Issue/Publish Agenda and Reports 0 Council / Committee Date 5.9 Within 35 days of previous Council or committee meeting taking place, a draft agenda will be prepared by the committee clerk and circulated to CMT and ECMT Personal Assistants, including the draft reports likely to be included on the agenda for the next meeting of the relevant Council or committee. In truly exceptional circumstances, permission may be given by the CMT in consultation with the Chair and Depute Chair to depart from this timetable. This discretion will be exercised sparingly. 5.10 All amendments agreed at the Pre-Agenda will be recorded by the committee clerk and progressed by the officers in attendance within ample time for incorporation to the formal committee papers. The relevant report author is accountable for ensuring that all necessary changes are made within the timescale. All committee papers will be issued to Elected Members at least seven full days in advance of the Council Meeting or Committee in accordance with current practise, except where the meeting has been called at short notice. 5.11 This process does not in any way detrimentally affect or curtail the rights of opposition Members. Indeed, it is designed to protect and enhance the opportunity of all members of the Council with respect to providing information and the opportunity to discuss items of policy with relevant Officers on a timely basis. Chief Officers will ensure that opposition Members can question and discuss reports if requested prior to the date of committee consideration. 5.12 Full Council, ad hoc Special Councils and Service Committees are managed by the corporate management support Hub and not by the Committee Services who, for example, deal with Planning and Regulatory Services, MIJB, Police and Fire. It is not clear why the management of all Council and committee meetings was previously changed to be managed by more than one service area. 5.13 Nevertheless, it is appropriate to integrate the current process, and it is proposed that with effect from no later than the end of March 2025, all aspects of the management of every Council and committee meeting will be managed by the Committee Clerks, in Committee Services. It is planned to use the CMIS system in Page 9
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lieu of SharePoint as soon as practicable subject to a successful trial and associated training. 5.14 The 8-week cycle for Council and Committees is seldom adhered to with many special meetings organised throughout the year for time sensitive business. This dramatically reduces preparation time for Officers and predicates against appropriate collaboration of report content. Therefore, to assist with efficiency, it is proposed to introduce an annual programme of reports for review every 6 months to ensure more effective planning and in turn, potentially reduce the need for as many special meetings. It would be beneficial for Officers to review the Committee calendar as a whole to help facilitate the most efficient and effective timing for the submission of reports. 5.15 There is an inconsistent approach to reporting progress with formally agreed actions from the Council and Committees. It is evident that many historical actions have not been progressed appropriately and CMT have been conducting a cleansing process to address current outstanding actions. An action tracker for the Education, Children’s and Leisure Services (ECLS) committee is currently included as a background paper, and it is recommended that this is extended to Council and all other Committees with effect from no later than March 2025 to ensure Elected Members have the opportunity to review progress. The updating of Committee Actions sheets will be the responsibility of Committee Services using the information provided by the relevant officers allocated the respective actions. 6.0 FORMAT AND STYLE OF COMMITTEE REPORTS 6.1 The guiding principle in writing a committee report should be that a clear explanation be given of the background to the proposal. Full details of its implications, including appropriate details of the responses to any consultation conducted should be included. It is also important to identify alternative options where appropriate that might achieve the Council’s objective whilst making risks and benefits clear. The report should be written in plain English and be as brief as possible while ensuring that the pertinent facts are included. 6.2 Subject to approval of the recommendations in this report, an improved standard Moray Council report pro forma will be prepared for a revised consistent ‘house style’ and should be used without modification on all occasions for reports to any Council Committee meeting. The new ‘house style’ requires the use of text type face Aptos 12pt. which will be consistent with anticipated Council branding changes to comply with Microsoft default settings. Paragraphs should be numbered and text left justified in the format shown within this report. The numbering of sub paragraphs (e.g. 3.2.1; 3.2.2 etc.) must not be used. Sub paragraphs may be identified using letters (e.g. a), b), c) etc). Bulleted lists may also be used where appropriate as shown in this report. 6.3 The pro forma is available in electronic format and incorporates the Council logo. In addition, the headings at the top of the Committee report pro forma include: Agenda Item No. Report To: Date: Report By: Page 10
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Report No: Author: Contact: (generic service email address) Subject: 6.4 The reports should always be written in the name of the respective member of the Corporate Management Team, but the factual author of the report should be shown on the front page proforma with their contact email address. Wherever possible the report should be presented and introduced by the report author. 6.5 Every Committee report must use a unique alpha/numeric identifier (e.g. CE005/25/JWM/AMcL) followed by the initials of the report author and the person who typed it. A sequential list will be issued and held centrally for each department within Committee Services at the start of every calendar year and all officers compiling reports will obtain the next sequential number from the list at which time the report subject and the destination committee recorded on the directorate report database. 6.6 The current process with the use of different report templates for open and confidential items with reference to the reasons for confidentiality will continue but with revised report templates. This will continue to be checked in every case for appropriateness by the Head of Governance, Strategy and Performance (Monitoring Officer) or designated legal representative prior to publication. 6.7 The headings to be used within a committee report are as follows: Purpose (and reason for confidentiality if required) Summary Recommendations Background and Context Proposals (sub sections may be necessary) Implications Consultations Conclusions (optional) List of Background Papers 6.8 Sentences and paragraphs should be short and concise. The use of technical terms, jargon and acronyms should be avoided where possible. If acronyms are unavoidable, they should be detailed in full when first used in the report. 6.9 The section on the Purpose of the report must describe the background and give a clear indication as to why the issue requires committee approval. 6.10 A new compulsory summary section has been added to help officers and in particular busy Elected Members identify briefly, which reports are the most important and require most attention. For the same reason, the Recommendations section remains at the front section of the report and now requires the name and post of the actual author of the report. 6.11 The Proposal section may require to be sub divided as shown in this report to address several proposals on the same subject matter. The implications of these Page 11
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proposals must also be shown by report writers in the report and where appropriate should also identify which aims of the Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan (LOIP)) the report addresses consistent with the current process. 6.12 For presentation purposes and more effective access of reports and associated appendices, it is proposed that they will continue to be prepared in Microsoft Word and published and shown on the Council’s website as one integrated PDF document. Limited exceptions will be considered only where large pdf documents have been produced by external parties or for example, in the case of Council produced pdf documents such as the proposed ‘glossy’ version of the Corporate Plan due for final approval and subsequent publication. Where possible, hyperlinks to relevant background will be provided. 6.13 Corporate guidance already exists for the Implications Section of reports and currently must include Corporate Plan, Policy and Legal, Financial, Risk, Staffing, Property, Equalities/Social Economic, Climate Change and Biodiversity. 6.14 In addition, other implications should also be considered including Best Value and Transformation, Social Inclusion, Information Communications Technology/Digital and Sustainability. The current requirement for Integrated Impact Assessments will continue for all new strategies and policies. All implications must be considered proactively and corporately in advance with relevant Officers from respective departments and recorded within the report showing the assessed affect. If there are no implications, then this must also be recorded. Guidance will be updated for report authors. 6.15 With respect to financial implications it is imperative that report writers clearly and specifically identify the source of any funding attached to the proposals being considered. All affected service areas should be identified with details of budget requirements and virements etc., being shown. The tables shown below in the implications section 7.4 of this report should be used in every report with financial implications. 6.16 Timely consultation as a last step prior to submission of reports to Pre-Agenda meetings is compulsory for Legal, Finance, Committee Services, Equalities, and HR for all Committee and Council reports. 6.17 Revised corporate guidance will be issued and training provided for Officers preparing Committee and Council reports and will include a separate section for consultation as shown later in this report. 7.0 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 Page 12
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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, Biodiversity and Sustainability 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 legal duty to deliver Best Value and to delivery of recommendations arising from any Best Value Assurance Reports and the recommendations in this report are designed to improve the governance, deliver more effective decision making and help improve scrutiny. 7.4 Financial There are no additional financial implications resulting from the contents of this report and the changes will be implemented within existing budgets. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Committee Services n/a n/a n/a n/a No additional one off costs Annually Recurring Costs: Service Budget With Annual Virement Other Page 13
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Area Effect From Net Impact From (if applicable ) Comment s Committee Services Staff - £161,000 March 2025 Nil n/a Contained within existing budget 7.5 Risk The proposals in this report are designed to help improve collegiate working for Officers and Elected Members in the context of delivering Best Value. 7.6 Staffing This work should be accommodated within existing staff resources. However, all staff involved in the preparation of reports will need familiarisation training to ensure they are conversant with the revised format and processes to ensure consistency of approach. 7.6 Best Value and Transformation The proposals in this report are designed to improve the efficiency and effectiveness of the Council’s committee processes and optimise the use of associated business systems and processes. 7.7 Property None 7.8 Information Communications Technology/Digital The CMIS system is being considered for use for one committee initially on a trial basis and may be used in lieu of SharePoint in the future. Testing will be required and therefore these specific changes are not planned to be fully implemented at this stage but will be planned as soon as practicable if suitable. The change in the software is to streamline the process for report authors and the Committee Services staff. For example, the CMIS system will be configured to create automatic prompts and updates for report authors to assist with committee deadlines and provide less laborious and more efficient report editing. 7.9 Equalities, Social Inclusion and Economic Impact There are no implications for equalities, social inclusion and economic impact contained in this report. 7.10 Climate Change, Biodiversity and Sustainability There are no implications for environmental, climate change, biodiversity or sustainability arising from this report. 8.0 CONSULTATION 8.1 This report has been prepared in consultation with the Corporate Management Team and extended Corporate Management Team. 9.0 BACKGROUND PAPERS Page 14
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9.1 Moray Council 04 December 2024 Collaborative Leadership Development Work Update 9.2 Corporate Committee 27 August 2024 Best Value Action Plan Progress Report / Appendix 1 Page 15
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REPORT TO: MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: SHORT TO MEDIUM TERM FINANCIAL PLANNING BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To update the Council’s projected financial position for 2025/26 and 2026/27 following the local government settlement announced in December 2024. 1.2 This report is submitted to the Council in terms of the Council's Administrative Scheme section (III) (A) (2) relating to considering Capital and Revenue budgets and long term financial plans. 2. RECOMMENDATION 2.1 It is recommended that the Council considers and notes: (i) the financial update summarised APPENDIX 1; (ii) the results of community engagement carried out via a survey and summarised in APPENDIX 2; (iii) that the options for progress for the libraries review will developed following consideration of the consultation responses and will be the subject of a separate report; and (iv) the current options for closing the budget gap as set out in APPENDIX 3. 3. BACKGROUND 3.1 The Council’s revenue and capital budgets for 2024/25 were approved at a meeting of Moray Council on 28 February 2024 (paragraph 7 of the Minute refers). A budget shortfall in 2024/25 of £10.2 million was planned to be funded from reserves and a savings target of £14 million for 2025/26 projected. At the time this budget was set, this level of use of reserves was recognised as a high- risk strategy. 3.2 Amendments to the budget were reported to Council on 26 June 2024 (paragraphs 11 and 14 of the Minute refers). The net result of those Item 5. Page 17
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amendments is that the projected use of reserves to balance the budget in 2024/25 is £8.1 million and the savings required to balance the budget in 2025/26 and 2026/27 total £12.7 million, with savings of £1.1 million already approved and an indicative allowance for savings from Transformation projects of £0.4 million. The Council’s Short to Medium Term Financial Strategy was approved by Council on 26 June 2024 (paragraph 11 of the Minute refers) and following that Strategy a Savings Delivery Plan showing how the residual budget gap is planned to be bridged was approved by Council on 25 September 2024 (paragraph 11 of the Minute refers). 3.3 Further savings of £0.3 million were approved by Council on 25 September 2024 (paragraph 11 of the Minute refers). The Council returns detail of its Council Tax base on an annual basis and this return is used to update the assumptions used in the budget. In October 2024 the result of this is additional budgeted income of £0.4 million as a result of buoyancy of Band D equivalents. Further savings totalling £0.5 million for 2025/26 were also approved by Council on 22 October 2024 and a further tranche of savings totalling £1.3 million were approved by Council on 4 December 2024. 2024/25 update 3.4 Scottish government issued Finance Circular 10/2024 on 12 December 2024. This includes an update on funding for 2024/25. Total revenue funding (net of specific grant) for Moray Council in 2024/25 is now confirmed at £225.308 million, compared to £215.396 million when the budget for 2024/25 was set. The additional funding of £9.912 million comprises: Description Status Amount £ million No-one Left Behind Directed 0.065 Additional funding Free 1.038 Children’s Services (pay) Directed 0.296 Climate Intelligence 0.002 Building Standards Hub N/A (0.022) SNCT pay offer Directed 0.515 Education Psychology Refund of previous deduction 0.006 Teachers’ pension (above previous estimate) Directed 0.115 Scottish Welfare Fund Directed 0.248 SJC pay award Directed 1.283 Teacher numbers Free for 2024/25 2.440 School milk Free 0.019 Ukraine 0.053 Teacher Induction 1.011 Temp accommodation 0.015 Pass through funding for social care Directed 4.104 Page 18
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Description Status Amount £ million Funding assumed to be distributed, as yet still undistributed (1.276) Total 9.912 As previously reported the Council has benefited by just over £1 million additional funding announced after the budget for 2024/25 was set. Largely speaking other additional funding is committed by virtue of conditions on its use. However, as funding dependent on teacher numbers had not been assumed when the budget was set – as initially there was no clarity about how targets were to be set and thereafter when the target was set it was clear that Moray would not meet its target, as it included supernumerary probationer teachers (ie more than required by roll numbers) and Moray had been allocated less probationary teachers than in the base year for teacher numbers – the release of this funding is a clear in-year benefit to the Council. However, the £145 million held back in 2024/25 remains undistributed for 2025/26 in finance circular 10/2024, and is increased to £186.5 million. Funding 2025/26 3.5 Finance Circular 10/2024 also sets out the funding from the draft local government settlement for 2025/26 at local authority level. Funding for Moray from General Revenue Grant and Non Domestic Rates Income (ie excluding specific grants) totals £228.114 million. This includes directed funding totalling £4.91 million for teachers’ pension contributions; pay awards; uplifts for Early Learning and Childcare, children’s social work and adult social care providers; expansion of free school meals, and community mental health. The draft settlement has been confirmed by Scottish Government as omitting some of the funding streams agreed for pay awards as recurring funding and Scottish Government intend that this will be rectified when the final settlement letters are issued in February / March. Some elements of the funding package are undistributed at this stage, as is usual – funding for probationer teachers, Discretionary Housing Payments; some new elements are undistributed as the distribution method is yet to be agreed e.g. additional funding for support for learning, and the increased amount of funding tied to meeting targets for teacher numbers referred to in paragraph 3.4 also remains undistributed. 3.6 In addition to the funding in the local government settlement, UK government have issued early estimates of direct grant funding to all local authorities relating to extended Producer Responsibility for Packaging. In a parallel fashion to calculations for Grant Aided Expenditure, the level of grant funding has been calculated on a statistical basis. These early drafts are being reviewed and amounts may change but the provisional figure is sufficiently significant to include at this stage, albeit with the caveats that (a) it remains a provisional figure for 2025/26 at this stage and (b) there may be budget pressures associated with the funding as time elapses. The provisional figure notified to the Council is £3.438 million for 2025/26. Page 19
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3.7 Loans charges for 2025/26 have been reviewed in the light of the current projected out-turn of the capital plan for 2024/25. A provision for increased loans charges is still required but this is reduced by £0.77 million from the previous estimate of £1.5 million to £0.73 million. 3.8 Budget pressures and savings have been reviewed to match the current forecast timings reported to Council on 4 December 2024. The net impact of this and the changes in paragraphs 3.5 to 3.7 above is a reduction in the anticipated budget gap for 2025/26 from £11.05 million (with savings of £7.797 million to be identified to balance the budget) to an anticipated budget gap of £8.908 million (with savings of £4.816 million to be identified to balance the budget). Options to bridge to budget gap 3.9 Currently identified options to bridge the residual budget gap are set out in summary in APPENDIX 3, looking across 2025/26 and 2026/27 as agreed in the Savings Delivery Plan approve by Council on 25 September 2024 (paragraph 16 of the Minute refers). 3.10 The Partnership approach: Moray Integration Joint Board (MIJB) have approved a £8 million recovery package. MIJB recognise that this will not be delivered within the two year framework. An estimate is included and the estimate for 2025/26 coheres with the estimate for 2024/25 reported to MIJB following the estimated actual process. The Council would look to base any reduction in the central contingency for MIJB overspend on the out-turn for 2024/25. 3.11 Income generation: the base budget includes an assumption of a 7% increase in Council Tax, following the Council’s approve Income Strategy this is the minimum increase and there is an option to increase further. The option of 10% is shown. APPENDIX 2 indicates that those taking part in the Council’s budget survey were on average willing to accept a 9% increase to protect services. An estimate of additional income from chares from services is included, again based on the Council’s Income Strategy. 3.12 Efficiency savings: an approach to a programme of activities to reduce carbon emissions and make financial savings has been agreed and details are being developed. Potential savings based on the outline business case have been included. 3.13 Service reviews: high level assumptions of potential savings from the Leisure review and the Learning Estate review were previously developed and these will be refined as the results of the reviews are reported. Pending decisions on those reports these reviews are noted as potentially delivering savings but no estimate of the level of savings is included in APPENDIX 3. 3.14 For the sake of completion savings from proposals which have not been agreed to be taken forward are included. 3.15 The other potential for contributing towards bridging the budget gap arises from a stream of funding which remains undistributed in the finance circular which accompanied the local government settlement. As in this and the previous financial year the distribution of this funding is predicated on teacher number Page 20
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targets. It is a reasonable working assumption to assume at least a modest level of funding to arise from this and £1 million is included as an illustrative assumption. 3.16 A combination of a number of these factors would be sufficient to bridge the budget gap. 3.17 There are other potential areas which could generate savings and these are listed in APPENDIX 3 but no savings are quantified even at a high level. Emerging budget pressures 3.18 An estimated of the impact of the increase in employers National Insurance Contributions is included as an additional budget pressure in APPENDIX 1 and APPENDIX 3. This will also increase costs for our partner providers. COSLA are lobbying UK Government for increased funding for the public sector direct workforce and also for increased costs arising for outsourced service provision. At this stage there is no indication of any increased funding being made available. A very high level estimate of the likely increase in cost is included in APPENDIX 3 and this will be refined as the position becomes clearer. However, current estimates are additional costs of £1.4 million across all Council services, including those delivered under direction from MIJB, with the bulk relating to health and social care services and a total of £1million new budget pressure estimated for MIJB. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)), Financial Planning is integral to the Council’s overall planning processes and allows the Council to direct resources to its agreed priorities which include financial sustainability. (b) Policy and Legal The Council is required by statute to set its Council Tax prior to 11 March for the following year. This requires the Council to balance its income against planned expenditure and is commonly referred to as setting a balanced budget. The requirement is set out in the Local Government Finance Act 1992 (section 93). Every local authority is required to make arrangements for the proper administration of its financial affairs (s95 of the Local Government (Scotland) Act 1973). Every local authority must make arrangements to ensure Best Value (s1 Local Government in Scotland Act 2003). This includes sound financial stewardship. (c) Financial implications The Council has been working to bridge an estimated budget gap of £12.7 million across 2025/26 and 2026/27. A residual budget gap of £5.87 million remains and a further £4.37 million has been identified as potentially arising from approved measures, further reducing that gap. Page 21
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Further measure are required to fully bridge the gap, which is expected to increase due to the impact of employers’ National Insurance Contribution increases on commissioned services provided by the voluntary and private sector. (d) Risk Implications The forecast budget gap represents a significant risk to the Council. There is also a risk that the gap is understated. The main areas of risk are: Regarding the levels of savings – these represent a high proportion of the Council’s budget and not all budgeted spend is under the Council’s control. Regarding the projected levels of deficit - Funding for 2025/25 and onwards is unknown at present and both UK and Scottish Governments are warning of significant pressure on their budgets. The pay award for 2024/25 has not been accepted by Unison. Future pay awards are unknown. Staff pay is the largest component of the budget. The impact of inflation on procured goods and services may be greater than forecast. Interest rates may not reduce as anticipated. Approved savings might not achieve target. There may be emerging budget pressures from changing circumstances not captured in the current projections. (e) Staffing Implications There are no staffing implications arising directly from this report. (f) Property There are no property implications arising directly from this report. (g) Equalities/Socio Economic Impact Nothing arising directly from this report. (h) Climate Change and Biodiversity Impacts There are no implications for climate change or biodiversity arising directly from this report. (i) Consultations CMT and Heads of Service have been fully involved in the preparation of proposed savings and in regular planning meetings to discuss the budget, including budget review sessions with elected members and a series of briefings / workshops. The Council on 25 September 2025 also agreed an engagement strategy to enable community engagement and influence in budget setting. Appendix 2 summarises the results of the public survey based on the approach set out in the engagement strategy. Page 22
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The outcome of the public budget engagement is provided to the council to inform future decision making on financial planning and any proposed savings along with the response to workforce consultation where that has also been indicated as required. In terms of public survey, the survey focused on two elements and headlines are summarised below – a) Increasing Revenue Participants choices averaged the increase to Council Tax at 9.0% Council Tax increase tolerances range – 7% 46% of respondents 8-10% 37% of respondents 11-15% 17% of respondents b) Reduce spending – Reducing the standard / level of service delivery Indication of an appetite for small-moderate increases in charges for Leisure & Sports (66%) and Secondary School Meals (56%) Nearly half (42%) of respondents wanted to see ‘no change’ to the cost of Household Garden Waste Permits Using ranking, respondents rated Roads Maintenance and Environmental Protection, Primary & Secondary Education, Community Care Services, Adult Social Work Services as the four most important Council services Using ranking, respondents rated Housing and Property Services, Community Learning & Development, Learning Estate Programme/Business Support Administration, Early Years Service as the four least important Council services The workforce consultation is ongoing therefore an update will be included in the next report. 6. CONCLUSION 6.1 There are considerable uncertainties regarding the Council’s budgetary position in 2025/26 and beyond, with a working budget gap of £12.7 million reduced to £10.39 million and £7.74 million identified to date to reduce the residual gap. 6.2 A range of other proposals to eliminate the budget gap are at various stages of readiness and will be brought to members for a decision as to which options will be exercised in order that the Council approves a balanced budget for 2025/26. Author of Report: Lorraine Paisey, Chief Financial Officer Background Papers: Budget Saving Templates Integrated Impact Assessment Covering Workforce Impact Assessment Ref: SPMAN-1293228629-1223/ Page 23
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APPENDIX 1 BUDGET OVERVIEW AS AT 16 DECEMBER 2024 2024/25 2025/26 2026/27 Revenue Expenditure £000s £000s £000s Service allocations (assuming prior year savings are achieved) 272,015 283,429 287,397 Adjustments to brought forward figure: (288) (2,273) - Opening budget 271,727 281,156 287,397 Pay and price increases 4,530 6,000 6,410 Increase in Loan Charges per budget 800 730 3,210 New Burdens 2,922 3,553 0 Budget pressures: - Approved or noted for future years when budget set 4,271 418 256 - Approved since budget set 0 0 0 Emerging 4,893 4,448 (420) MIJB core overspend 5,000 Service developments: - Approved 466 0 0 - Proposed 0 0 0 294,609 296,305 296,583 Revenue Funding General Revenue Grant / NDRI 222,386 224,561 229,461 New burdens funding not included in grant above 2,922 3,553 0 UKG funding for pERP 3,438 3,438 Council Tax 51,804 55,756 59,562 Funding from General Reserves: Funded from Ear-marked reserves: Transformation 761 89 Council priorities 0 0 0 MGD cash flow 0 0 0 Working reserve 5,557 0 Service concession retrospection 3,000 283,429 287,397 295,461 Item 5. Page 25
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SAVINGS REQUIRED 11,179 8,908 1,122 Savings Summary Savings Approved: Approved when budget set 8,113 1,826 25 Temporary savings 112 0 0 Further savings approved 2,179 1,804 43 Indicative Savings from I&M Programme 474 432 0 Other savings proposed 301 30 0 Savings to be identified 4,816 1,054 11,179 8,908 1,122 Projected year end position: Free Balance on General Reserves 6,000 6,000 6,000 Estimated Balance on Working Reserve 3,129 3,129 3,129 Estimated Balance on Transformation Reserve 5,391 5,303 5,303 Estimated balance on Council priorities / Workforce 3,134 3,134 3,134 Estimated balance on MGD cash flow reserve 4,000 4,000 4,000 Estimated balance from retrospective service concession saving 7,526 7,526 4,526 Page 26
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APPENDIX 2 Moray Council Budget Engagement 2025-26 – Brief Summary Overview The survey opened on Thursday 17 October and closed on Sunday 24 November 2024. It was analysed by the following groupings - 1. Overall (All participants who gave a response to individual questions) 2. Sex (Male, Female & Prefer not to say) 3. Geographical area (Buckie, Elgin, Forres, Keith, Lossiemouth, Milne’s, Speyside, live outwith Moray) 4. Age groups 5. Council/Non-Council Employee 6. Overall ‘Equivalised’ (weighting applied to male / female cohort to show a more representative result based upon overall population demographics The survey consisted of two elements: 1. Increasing Revenue Participants were asked to select what they thought was a reasonable increase in Council Tax, between the range of 7% and 15%. Three further questions were asked regarding the increasing of service charges for leisure & sports services, Secondary School meals and garden waste permits. Participants were asked to select their willingness, using a five-point scale between 0 (No change) and 4 (Significant increase). 2. Reduce spending - Reducing the standard / level of service delivery Fourteen questions regarding areas of Council service provision. Participants were asked to rank the importance, using a five-point scale between 1 (Not important) and 5 (Extremely Important). Analysis and source tables are held as backing papers to this summary, highlighting key points. Where percentages/proportions are used to express data, these proportions are based on the number of respondents answering each individual question. Demographics A total of 718 opened the survey and 552 completed all compulsory closed questions. 249 males took part by opening the survey; 204 (81.9%) completed all survey questions. 422 females took part by opening the survey; 313 (74.2%) completed all survey questions. 47 who preferred not to say took part by opening the survey; 74.5% completed all survey questions. The Elgin area had the highest proportion of participants completing at least one question (31.1%), higher than Elgin population demographics (29%). The Speyside area had the lowest proportion of participants (4.9%), significantly lower than area population demographics (8.2%). Table 1 of reference tables provides details of all area demographics. The 55-64 age group had the highest proportion of participants completing at least one question (26%), followed closely by the 45-54 age group (24.4%), both significantly higher that general population demographics (15.3% & 13.1% respectively). Uptake by the 0-16, 16-24 and 75+ age groups was limited, with a total of 25 completing the survey (4.5% of all completed responses), therefore results should be treated with caution due to low cohorts where small number changes can impact with large proportional changes. Table 2 of Reference tables provides details for all age group demographics. Item 5. Page 27
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220 survey participants (31.0%) identified as being Moray Council employees. The completion rate for Council employees (77.7%) was higher than non-Council employees (75.6%). Key Findings – Increasing Revenue Participants were asked to indicate how much they would be ‘Willing’ to see Council Tax rise, the choice they could make was between 7% and 15% in 1% increments. When participants choices were averaged the increase to Council Tax was 9.0%. Showing tolerance ranges, respondents were willing to see Council Tax increases of – 7% 46% 8-10% 37% 11-15% 17% Participants were asked to indicate their willingness to increase Leisure & Sports Services, Secondary School meals and Household Garden Waste Permits charges, the choices they could make were from a five-point scale (0-4, No Change – Significant Increase). Respondents indicated an appetite for small-moderate increases in charges for Leisure & Sports (66%) and Secondary School Meals (56%), by choosing a score of 1-3. Nearly half (42%) of respondents wanted to see ‘No Change’ to the cost of Household Garden Waste Permits. Key Findings – Reducing the standard / level of service delivery Participants were asked to rank the ‘Importance’ of 14 Council Services, the choices they could make were from a five-point scale (1-5, Not Important- Extremely Important). Analysis is provided by exception; commentary is provided for the four service areas respondents indicated to be most and least important, as detailed in Figure 1. (Red being the most important and green being least important). Details of the level of tolerance to changes in service standard/delivery for all service areas is provided in reference Table 3. Figure 1 The four service areas ranked least important 1.Housing & Property Services Page 28
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31.4% of all respondents indicated this service to be ‘Not Important’, with only 12.3% believing it to be ‘Extremely Important’. Average Importance ranking of 2.48/5 2.Community Learning & Development 29.8% of all respondents indicated this service to be ‘Not Important’, with only 13.2% believing it to be ‘Extremely Important’. Average Importance ranking of 2.53/5 3.Learning Estate Programme / Business Support Administration 29.6% of respondents indicated this service to be ‘Not Important’, with only 14.6% believing in to be ‘Extremely Important’. Average Importance ranking 2.63/5 4.Early Years Service 28.6% of respondents indicated this service to be ‘Not Important’, with 21.9% believing in to be ‘Extremely Important’. Average Importance ranking 2.83/5 The four service areas ranked most important 1. Roads Maintenance and Environmental Protection 45% of respondents indicated that this service area was ’Extremely Important’, whereas 3.3% stated it was ‘Not Important’. Average Importance ranking 3.98/5 2. Primary & Secondary Education 43% of respondents indicated that this service area was ‘Extremely Important’, whereas 17.1% stated it was ‘Not Important’. Average Importance ranking 3.55/5 3.Community Care Services 28.3% of respondents indicated that this service area was ‘Extremely Important’, whereas 13.7% stated it was ‘Not Important’. Average Importance ranking 3.26/5 4.Adult Social Work Services 27.1% of respondents indicated that this service area was ‘Extremely Important’, whereas 16% stated it was ‘Not Important’. Average Importance ranking 3.25/5 Key Findings – areas of significant Male vs Female differences Perhaps worth noting were the more significant nuances in how males / females ranked the importance of services - Page 29
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1. Economic Growth & Development - Males placed a greater value on this service ranking it at 10/14 for tolerance of change, where 1 indicates the highest tolerance of change. Females ranked it at 4/14. (Females more tolerant of change) 2. Adult Social Work Services – Females placed a greater value on this service ranking it at 12/14, whereas males ranked it as 8/14. (Males more tolerant of change) 3. Sports & Culture – Males placed a greater value on this service ranking it at 11/14 in comparison to 8/14 for females. (Females more tolerant of change) 4. Additional Support Needs – Females placed a greater value on this service ranking it at 9/14, whereas males placed it at 5/14. (Males more tolerant of change) Budget Comments and Suggestions As part of the survey one open-ended question asked participants for any comments and suggestions that may help Moray Council make savings or increase income. 235 of respondents chose to leave a comment and/or suggestion. From these responses 245 suggestions regarding possible savings and 99 about increasing income were made. Generalised themes emerging from these responses are provided below. Savings 47 suggestions were around reviewing current work practices, becoming more efficient and reducing staff levels as a result. 31 were similar but focused on reviewing and reducing management. Figure 2 shows a breakdown of the most commonly occurring themes. Figure 2 Increased Income 19 suggestions covered increasing either current charges or introducing new charges for services. This included, school transport, recycling centres, library events, day services, housing repairs, public toilets and leisure. Increasing council tax was the second highest suggestion with several responses stating they would rather pay more than lose or face cuts to frontline services. Figure 3 shows a breakdown of the most commonly occurring themes. Page 30
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Figure 3 Other Comments 53 responses provided ‘Other Comments’. The most common (15 responses) encouraged longer term spend to save approach, highlighting a preference for investment in libraries, ASN and leisure services. Six responses referenced these services supporting the whole community and further cuts could have a detrimental impact in the years ahead. Although increasing council tax was the second most common suggestion for increasing income, 4 responses commented the survey question was unfair to start any rise at 7%. Page 31
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Reference tables Table 1 GEOGRAPHIC DEMOGRAPHIC - PARTICIPANTS vs POPULATION Population (Mid 2022) Survey Participants Number % Number % Buckie Area 14,022 14.9% 142 19.8% Elgin Area 27,325 29.0% 223 31.1% Forres Area 16,886 17.9% 84 11.7% Keith Area 7,520 8.0% 53 7.4% Lossiemouth Area 12,992 13.8% 93 13.0% Milne's Area 7,822 8.3% 74 10.3% Speyside Area 7,733 8.2% 35 4.9% I don’t live in Moray 14 1.9% Total Population 94,300 718 Figure 5 31.1% Buckie Area Elgin Area Forres Area Keith Area Lossiemouth Area Milne's Area Speyside Area I don’t live in Moray 35% 30% 25% 20% 15% 10% 5% 0% GEOGRAPHIC DEMOGRAPHIC - PARTICIPANTS vs POPULATIONPopulation (Mid 2023)% GEOGRAPHIC DEMOGRAPHIC - PARTICIPANTS vs POPULATIONSurvey Participants% Geographic Demographic - Participants vs Population Table 1 shows the geographic demographic of survey participants in comparison with Morays general population. The figures in ‘Red’ and ‘Green’ highlighted text show geography areas either significantly higher (Red) or lower (Green) than general population demographics. The Keith and Lossiemouth areas are the only areas that closely match general population data. In Figure 4, where the line is above the column shows geographic areas overrepresented within the survey. Figure 4 Page 32
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Table 2 AGE GROUP DEMOGRAPHIC - PARTICIPANTS vs POPULATION Population (Mid 2023) Survey Participants Age Group Number % Number % Under 16 15,471 16.3% 2 0.3% 16-24 8,650 9.1% 17 2.4% 25-34 10,675 11.3% 78 10.9% 35-44 11,076 11.7% 150 20.9% 45-54 12,401 13.1% 175 24.4% 55-64 14,455 15.3% 187 26.0% 65-74 11,718 12.4% 80 11.1% 75+ 10,224 10.8% 18 2.5% PNTA* 11 1.5% TOTAL 94,670 718 *PTNA - Prefer not to answer Table 2 shows the age demographic of survey participants in comparison with Morays general population. The figures in ‘Red’ and ‘Green’ highlighted text show age groups either significantly higher (Red) or lower (Green) than general population demographics. The 25-34 and 65-74 age groups are the only groups that closely match general population data. In Figure 5, where the line is above the column shows age groups overrepresented within the survey. 26.0% Under 16 16-24 25-34 35-44 45-54 55-64 65-74 75+ PNTA* 30% 25% 20% 15% 10% 5% 0% AGE GROUP DEMOGRAPHIC - PARTICIPANTS vs POPULATIONPopulation (Mid 2023)% AGE GROUP DEMOGRAPHIC - PARTICIPANTS vs POPULATIONSurvey Participants% Age Demographic - Participants vs Population Figure 5 Page 33
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Table 3 None Small Small- Moderate Moderate - Significant Leisure & Sports (Fitlife, Swimming Pools) Secondary School Meals Household garden waste permits Not Small Small - Somewhat Somewhat - Extremely Extremely Children and Families and Placement Services Justice and Youth Justice Services Adult Social Work services Community Care Services Early Years Service Primary and Secondary Education Additional Support Needs services Community Learning and Development Sports and Culture Learning Estate Programme / Business Support Administration Economic Growth and Development Housing and Property services Roads Maintenance and Environmental Protection Transportation and Roads Consultancy REDUCE SPENDING - REDUCING THE STANDARD / LEVEL OF SERVICE DELIVERY INCREASING CHARGES OVERALL - APPETITE FOR INCREASING CHARGES OVERALL - SERVICE IMPORTANCE INCREASING CHARGES – The ticks in the boxes are representative of the average amount respondents are willing to increase charges. SERVICE IMPORTANCE – The ticks in the boxes are representative of how respondents viewed service importance Page 34
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APPENDIX 3 BUDGET ON A PAGE 2025/26 2026/27 £000s £000s Starting position (June 2024) Revenue expenditure 283,851 280,152 Revenue funding 271,630 279,664 Savings required 12,215 488 12,703 This is the Budget Gap Adjustments to base Additional income: UK government (pERP) (3,348) SG additional funding (non- directed) (1,398) Council Tax base (429) Capital / loan charges review (770) Budget pressures: Council staff Employers NIC estimated to be unfunded 2,000 Other new budget pressures (Note 1) 2,052 (420) Impact on savings gap (1,893) (420) (2,313) Budget gap reduced to £10.39m Savings approved Approved by Council (4,062) (68) ELC Change Management (300) (310) MIJB estimate (2,000) (1,000) £8m package approved Total savings approved (6,362) (1,378) (7,740) £7.74m contribution towards budget gap Emerging proposals Energy Efficiency projects (140) (140) Annual review of charges for services (240) (240) Total (380) (380) (760) Potential £0.76 contribution towards budget gap Item 5. Page 35
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2025/26 2026/27 £000s £000s Residual budget gap if all savings taken and achieved 3,580 (1,690) 1,890 Other emerging options: SG funding conditional on teacher number target (2,800) Council Tax increase above base budget assumption (1,500) Leisure Review Learning Estate Review Review of terms and conditions Management restructure Out-turn review Also identified: Libraries review (250) Balance of proposals from workshops 2024 (2,490) (92) Balance of proposals from 2023/24 not brought back already (1,238) (183) Emerging budget pressures: Employers NIC – contracted out services Moray Council 400 High level estimate Employers NIC – contracted out services MIJB 1,000 High level estimate pERP – continuation of funding is assumed but if that is the case some conditionality is likely and a budget pressure would thereby arise Note 1 – mainly £1.7m for 2024/25 pay award: pressure now recognised. Additional recurring funding anticipated to part offset but amount not yet confirmed. Page 36
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REPORT TO: SPECIAL MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: 2025/26 – 2027/28 CAPITAL PLAN AND INDICATIVE CAPITAL PLAN 2025 – 2035 BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To ask Council to agree the Council’s three year capital budget for 2024/25 – 2027/28 and to consider the Council’s indicative ten year Capital Plan for 2025 to 2035. 1.2 This report is submitted to the Council in terms of the Council's Administrative Scheme section (II) (22) and (23) relating to the approval of the annual estimates of capital and revenue expenditure for all services. 2. RECOMMENDATION 2.1 It is recommended that the Council approves: (i) The introduction of a three year capital plan to better facilitate the forward planning of capital spend; (ii) Prioritisation of named projects as set out in paragraph 3.16; and (iii) Capital expenditure of £212.464m for the three year period 2024/2025 to 2027/28 as set out in APPENDIX 1. 2.2 It is recommended that the Council considers and notes: (i) the indicative ten year capital plan inclusive of cap set out in APPENDIX 3; (ii) the application of the cap methodology to years 1 to 3 of the plan as set out in APPENDIX 2 and the reduction in planned cap on capital vs the anticipated slippage from the previous iteration of the ten year capital plan as set out in APPENDIX 4; and (iii) the risk and impact associated with a reduction in the capital plan, alongside the underlying need to reduce the Council’s asset base. Item 6. Page 37
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3. BACKGROUND 3.1 The Council approves its capital expenditure in a two step process: firstly the overall capital plan, generally for the year ahead, at a high level is approved by Full Council and thereafter the detailed projects to be carried out with that budget allocation are approved by services committees. This report forms the first stage in the process for 2025/26 and thereafter. 3.2 Prior to 2024, the Council considered its capital budget alongside its revenue budget for the coming year. As decisions on capital expenditure have an impact on revenue spend it has been considered good practice to view both capital and revenue together. However, by the nature of capital planning, including longer term focus and considerable lead-in time for projects, considering the capital plan as a standalone item is not without merit, particularly as discussions around affordability continue to take place. Considering the plan as a standalone item also facilitates a fuller discussion of the Council’s capital plan. 3.3 The Council is required to establish the affordability of its Capital Plan in accordance with the CIPFA Prudential Code. Under the code, the sustainability of borrowing costs need to be considered against revenue budget. The Council has also established an internal Key Performance Indicator, setting an affordability ceiling of 10%. This is measured as a ratio of financing costs to net revenue stream. Financing costs are principal and interest loan charges, which also includes charges associated with the PPP and DBFM school leases. Net revenue stream is defined as Scottish Government Revenue Grant, Council Tax income and NDR income. This clearly defined limitation of the amount of revenue which can be influenced by capital expenditure facilitates a full and separate discussion on capital expenditure whilst retaining consideration of the impact of capital decisions on revenue requirements. 3.4 Increasing interest rates are resulting in increased costs of borrowing for the capital plan and in the context of the requirement for the Council to make savings, this inevitably brings the capital plan into focus for a reduction in planned expenditure. Uncertainty around future funding settlements further challenges when looking to forecast for future years. Table 1 shows the base rate against gilt yields, with gilt yields being the basis for interest rates charged by the Public Works Loans Board (PWLB). This shows the trend of increasing rates, but also the distinction that whilst the base rate has reduced in recent quarters gilt yields have tended to increase. Page 38
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Table 1. Bank of England Base Rate and Gilt Yields for 2014 to 2024 Q2 2014 Q3 2014 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 6 5 4 3 2 1 0 Base Rate (%) Gilt Yeilds BoE Base Rate and Gilt Yield History (%) 3.5 Capital planning requires a longer term focus than revenue planning generally requires as there is frequently a considerable lead-in time for projects. For this reason as well as to highlight long-term asset management implications the Council prepares an indicative ten year plan. An updated indicative 10 year Capital Plan was presented to the Council on 24 January 2024 (paragraph 11 of the Minute refers) with the inclusion of a slippage factor as a precursor to a more formalised cap on capital spending to ensure affordability of the capital plan, which is recognised as unaffordable as it stands. 3.6 The 10 year capital plan is reviewed annually, and the latest review was carried out between September and December of last year. The prime cost driver for the Capital Plan is asset management and so the focus for reviewing the ten year plan was asset management based. As part of that process budget managers were asked for the potential to: Reduce the asset base Reduce the asset standard Lengthen the period over which capital is spent (effectively increasing the asset life) 3.7 The outcome of that exercise resulted in a decrease in recommended spend of £86m over the ten year period. The decrease was driven by a significantly reduced spend profile for the Learning Estate and minor reduction in Fleet and Plant, offset by increased spend profiles for all other asset classes. Even with that decrease the draft capital Plan remained affordable and so the approved methodology for applying a cap to capital expenditure requires to be deployed. Table 3. Comparison of Capital Plan 2024 – 2034 vs 2025 - 2035 £m Capital Plan 2024 – 2034* 546.142 Capital Plan 2025 – 2035* 460.614 Movement 85.526 Page 39
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*Excluding funded spend e.g. Moray Growth Deal, Levelling Up Fund and before any slippage factor or cap has been applied Application of cap on capital 3.8 The 10 year indicative plan for 2024-2034 included a slippage factor of £195m over the same period. The slippage factor was an indicator of likely reduction in spend based on historic carry forward amounts. Even with the inclusion of the slippage factor the plan remained unaffordable. The cap on capital is a more definitive reduction to what is required to meet affordability. Based on the latest spend profile the required reduction now sits at £106m. This equates to 23% of the initial budget request. 3.9 Council on 22 October 2024 (paragraph 9 of the Minute refers) approved the mechanism for applying the cap on capital, which will be applied to both core programme or named project expenditure. Fully funded and spend-to-save expenditure will not be subject to capping. The cap is pro-rated based on named project and core programme expenditure, with a prioritisation methodology applied to named projects. Details of the prioritisation of named projects are detailed below: 1. Contributes towards achieving a corporate priority in the Corporate Plan 2. Fulfils a legislative requirement e.g. health and safety requirements following inspection 3. Impact on connectivity between communities and facilities 4. Community priority 3.10 When the cap cannot be fully applied to named project expenditure i.e. because the element of contractual commitment means the target cap cannot be reached then the balance of that cap will be absorbed by core programme, and allocated pro-rata based on total core programme expenditure. If all named projects are considered to be of equal priority a refinement of the prioritisation process will be required. Introduction of a three year plan 3.11 With the longer term focus on capital expenditure and projects often spanning multiple years, feedback from Budget Managers has been that a single year capital plan is often too restrictive. This has created a reluctance to commit to preliminary spend prior to the year and instead a culture where projects are profiled to be completed in a single year, often resulting in underspends and the need for carry forwards due to optimism from budget managers. 3.12 By providing more certainty to budget managers in terms of multi-year funding, it is anticipated budget managers will be more realistic in terms of spend profiles. It should also encourage budget managers to lengthen the period over which capital is spent. Underspend on the capital programme has been a focus of Best Value work and improvement in this area will contribute towards the Best Value Action Plan .Annual revisions to the capital programme will still be carried out to reflect any additional funding or other changes to the capital programme. Page 40
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Calculation of cap for the three year programme 3.13 The baseline level of Scottish Government capital grant has been steadily declining over the last five years. Whilst certain years have shown an increase over the previous the trend is showing a steady decline. In forecasting future years, an optimism bias has been applied and a lower expected capital grant has been used, with a slight growth for inflationary increase. Table 2. General Capital Grant for previous six years. 2020/21 £m 2021/22 £m 2022/23 £m 2023/24 £m 2024/25 £m 2025/26 £m General Capital Grant 12.412 7.190 8.213 11.864 7.341 9.088 3.14 The affordability indicator of 10% will be maintained in each of the three years. 3.15 When producing the three year capital plan initial calculations showed that 2025/26 was within affordability limits with only 2026/27 to 2029/30 requiring a cap. However, given the considerable size of the cap required in year 3, it is recommended that the cap is spread over the period to make it more manageable, effectively smoothing out the cap. Table 4. Cap Profile – Original vs Smooth Cap Profile 2025/26 £m 2026/27 £m 2027/28 £m TOTAL £m Original - 9.933 50.893 60.826 Affordability PI 8.88% 10.00% 10.00% Smooth 15.000 14.933 30.893 60.826 Affordability PI 8.50% 9.49% 10.00% 3.16 Under the cap methodology explained in paragraph 3.8, the cap is split into a cap on named project expenditure and a cap on core programme expenditure, pro rata to the total pre-capped proposed spend on the named project and core programme expenditure. The table below shows split between named project and core programme expenditure. Table 5. Cap Profile – Cap Required – Named vs Core pro-rata. Cap Required 2025/26 £m 2026/27 £m 2027/28 £m TOTAL £m Split by: Named 7.590 10.444 22.245 40.529 Core 7.481 4.488 8.399 20.297 TOTAL 15.000 14.933 30.893 60.826 3.17 The following table shows a list of named project expenditure and their recommended prioritisation Page 41
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Table 6. Prioritisation of named project expenditure. Prioritisation Project 2025/26 £m 2026/27 £m 2027/28 £m Fully Committed Future Forres Academy 6.911 34.542 36.153 Legislative requirement Dallachy Landfill 1.000 - - Batchen Lane Car Park 0.531 - - Cemetery Provision – Elgin 2.116 - - Cemetery Provision – Other - 0.200 1.000 Connectivity Timber Traffic 0.250 0.250 0.250 B9106 Landslip Repair 0.065 0.735 - C1H Landslip Repair 0.375 - - Buckie North High Street Bridge Wall 0.150 0.150 - B9103 Arthur’s Bridge 0.500 4.000 2.500 Community Priority Leisure Estate Projects Under Development 5.005 1.205 1.205 Cloddach Bridge 4.237 - - Learning Estate Projects Under Development 0.699 5.482 28.798 TOTAL NAMED PROJECT EXPENDITURE 21.809 46.564 69.906 3.18 Year 1. Reductions of 7.590m are required from named project expenditure. Total named project expenditure for 2025/26 is £21.809m The report recommends that the full £7.590m is removed. The approach is to remove named projects in reverse order of priority (ie from the lowest priority upwards) unless otherwise stated. Named projects recommended for removal are Learning Estate Projects (£0.669m), Cloddach Bridge (£4.237m), Leisure Estate Projects (£1.934m), Arthur’s Bridge (£0.500m) and Timber Traffic (£0.250m). Further detail is provided below. 3.19 The Council on 27 March 2024 agreed to funding of £2.637m towards the cost of replacing Cloddach Bridge, subject to confirmation of funding from UK government (para 6 of the minute refers). The full amount, grossed up by £1.5m for expected UKG funding, is included in the draft capital plan for 2025/26. It should be noted that this project was initially agreed to be included in the capital plan by the Council on 28 June 2023, following a conditional offering of grant funding from UKG (para 10 of the minute refers). Confirmation of grant funding is still awaited with the latest position being that the Council should expect to be informed early in 2025. It is more than 6 months since Council decided to approve the current contribution towards this project and this coupled with continued uncertainty over funding mean it is appropriate to consider this project as part of the prioritisation process at this juncture. 3.20 A budget of £0.250m was included in the draft capital plan as match funding for timber traffic grant applications. The service has subsequently advised the projects envisaged are unlikely to meet the grant criteria in 2025/26 and consequently recommends this budget is withdrawn, contributing to the cap. Page 42
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3.21 Arthur’s Bridge is recommended for deferral on the basis that further investigation is required to establish an accurate record of the bridges current condition. Subject to the results of the principal inspection it may be required to bring this forward or risk closure of the bridge for a brief period. 3.22 A balancing figure of £1.934m is being recommended for removal from the Leisure Estate and £0.699m from the Learning Estate on the grounds of affordability in order to meet the full allocation of the cap from named expenditure. These budget allocations have yet to be allocate to specific projects. Allocation of these budgets will be dependent on reports to Education, Children’s and Leisure Services Committee 3.23 Years 2 & 3. Reductions of £10.444m and £22.495m are required from named projects expenditure in 2026/27 and 2027/28 respectively. At present, it is recommended the full amount is removed from the named projects with the amounts provisionally coming from the removal of Learning Estate Projects Under Development (£25.227m), Arthur’s Bridge (£7.500m), Leisure Estate Projects Under Development (£0.712m) and the Timber Traffic monies (£0.250m). Further cost information is expected in the coming months on these projects. Detail will be confirmed in light of further information becoming available and recommendations will be refined accordingly. 3.24 Application of the cap results in approved capital expenditure being below the level recommended by budget managers . Budget manager’s estimated capital expenditure of £79.045m, £88.531m and £105.714m was needed over the period of 2025 to 2028. Following the application of the cap the draft capital programme now includes £64.045m, £73.598m and £74.821m against the same period. However, this is still higher than historic spend on capital. The risks associated with reducing the budget are considered in section 4 and 5 of this report. Recognising historic underspend, it is better practice to approve an achievable level of spend on a principled basis and plan towards this than to approve an overinflated programme, with in-year fortuitous reductions in spend rather than planned reduction approved in advance by members. 3.25 The following table shows that historically, the capital budget has been underspent by approximately 30%. The level of expenditure achieved is still considerably below the capped level of expenditure included in the capital plan for 2025/26 to 2027/28. Table 7 – Historic underspend against agreed capital plan. 2021/22 £m 2022/23 £m 2023/24 £m Agreed Budget 44.409 43.417 42.936 Final Spend 31.019 28.365 30.429 Underspend % 30.15% 34.67% 29.13% Management of the Capital Plan 3.26 The Council has traditionally set its Capital Plan on assets classes but as part of the cap methodology agreed by Council on 22 October 2024 it was agreed the Capital Plan would be set using groups of assets to facilitate the application of the cap, by providing an element of flexibility for budget management. Asset Page 43
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groups, for the most part, fall naturally into current governance structures. The approved asset groups and the assets classes they comprise are set out below: Group Asset Class Fleet and Plant Fleet and Plant Waste Management Waste Management Corporate Buildings and Equipment Depots Property Estate Management Industrial Estate Bridges Car Parks Roads Improvements Street Lighting Roads, Bridges and Street Lighting Traffic and Road Safety Open Spaces Parks and Open Spaces Flood Risk ManagementFlood Risk Management and Coastal Protection Coastal Protection Harbours Harbours Libraries and Leisure Libraries and Leisure Learning Estate Learning Estate ICT ICT 3.27 The table below shows the expected cost of capital across the three years. The cost of capital being a revenue expense. Any increase in the capital must be funded by the revenue savings from council services. Had the cap not been applied, then an approximate saving of £4.2m on revenue would need to be found or Council Tax increased by over 8% to accommodate the additional cost. Table 8. Cost of Capital Cost of Capital 2025/26 £m 2026/27 £m 2027/28 £m Affordability PI 8.50% 9.49% 10.00% Cost 23.100 26.532 28.532 4. CAPITAL BUDGET 2025/2028 4.1 The Council’s Financial Regulations require approval of detailed capital spend by Service Committees. Accordingly the draft three year plan at APPENDIX 1 (with calculations shown at APPENDIX 2) and indicative 10 year plan at APPENDIX 3 are at a summary level for each asset group. This section of the report indicates what is envisaged to be encompassed by the summary budget for 2025/26 to 2027/28, any specific considerations in developing the budget, and the amount of cap applied to each asset group (at aggregate level of named projects and core programme). 4.2 Fleet and Plant. The £6.908m allocation for fleet and plant is based on an asset management plan which considers the average optimum replacement timeline of different vehicle types. Actual conditions of vehicles are then taken Page 44
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into account when the replacement programme is agreed with service departments. The programme is based on a like-for-like replacement with an element of climate change transition. A reduction of £2.913m has been applied. This accounts to 30% of the requested budget. A reduced budget will prolong the replacement programme, resulting in an ageing fleet. An older fleet will be at higher risk of increased repair and maintenance costs, alongside increased external hire costs as a result of vehicle down time, all of which will create a revenue budget pressure. 4.3 Flood risk management and coastal protection. The £0.320m allocation is for coastal protection. This is fully funded spend and no cap has been applied. 4.4 Harbours. The £1.638m allocation for harbours is split between pontoon upgrades and replacement of life expired elements and upgrades. A reduction of £0.772m has been applied. This accounts to 32% of the requested budget. The reduced budget will mean extending the asset life with the potential for higher repair and maintenance costs as well as increased risk of failure which would pose a health and safety risk. There is also a risk of reduced income as assets become less appealing and/or safe (i.e. pontoons). Below water assets pose significant challenges in monitoring their condition. 4.5 ICT. The £1.662m allocation for ICT is based on a planned programme of hardware and software upgrades. A reduction of £0.700m has been applied. This accounts to 30% of the requested budget. Aging and obsolete ICT infrastructure is at higher risk of cyber attacks as it becomes unsupported by vendors. Major attacks on other government and local authority agencies such as University of the West of Scotland (2025), NHS Dumfries and Galloway (2024), Western Isles (2023) and SEPA (2020) have shown the severe impact cyber attacks can have on organisations, with impacts often being felt long after the initial attack. In common with other public sector organisations the council is experiencing significantly increased numbers of cyber attacks every day. The performance of equipment will also diminish over time, particularly if software requirements become more demanding. The reliance on ICT across every service in the Council should be noted. 4.6 Property Estate Management. The £5.432m allocation for Property Estate Management is for depots, industrial estate and corporate buildings. There is minimal expenditure expected in years one and two, with the bulk of this budget assigned to works anticipated following the completion of the stores and depot review, alongside industrial estate upgrades in year three. A reduction of £2.476m has been applied. This accounts for 31% of the requested budget. The main risk in lack of investment is reduced industrial portfolio income, however increased repair and maintenance costs across the corporate property estate should also be expected. 4.7 Learning Estate. At £102.359m the proposed allocation amounts to 48% of the total proposed three year capital plan (70% when excluding fully funded projects). The spend covers the major rebuild and refurbishment programme, a reduced BB upgrade programme and compliance works. A small allowance is available for government funded initiatives including Universal Free School Meals. Moray has the one of the worst learning estates in Scotland for condition following years of under investment. A reduction of £32.319m has Page 45
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been applied. This equates to 24% of the requested budget. The school estate (excluding recent new build) continues to deteriorate with now 31 out of the 53 schools reported as C (Poor) condition and a further 2 as D (Bad) condition. The impact of a reduced budget will likely result in the BB programme being extended further than the previously extended 15-year deadline, which may then increase the risk of asset failure and possible school closures. The major refurbishment and rebuild programme may also need to be phased out over a longer period or revised to a more consolidated position. Both these programmes will likely be susceptible to inflationary cost risk which will impact on the cost of capital whilst also increasing likely repairs and maintenance costs which will have an impact on revenue budgets. 4.8 Libraries and Leisure. The £5.725m allocation for Libraries and Leisure is for the refurbishment and upgrade of pools and other leisure facilities including Moray Leisure Centre and refurbishment of libraries. Following a period of community engagement on potential plans for leisure and libraries across Moray, development of the leisure and libraries strategy is underway, taking account of community feedback and there will be further reports with one being presented at this meeting. The current proposed budget incorporates the most recent cost estimates for the high level scope of works prior to the full review. A reduction of £3.132m has been applied. This accounts for 35% of the requested budget. Similar to the Learning Estate, the Leisure Estate requires significant investment for all current facilities to be brought up to a reasonable standard. The prolonged leisure review has created a period of minimal capital investment. Facility failure and subsequent closure is a high risk for this asset group, alongside reduced income. 4.9 Open Spaces. The allocation of £4.134m includes expenditure on a replacement cemetery in Elgin and early development costs for other cemeteries in Moray. It also includes play park refurbishment which will be funded from Scottish Government grant. A reduction of £0.371m has been applied. This accounts for 8% of the requested budget. Health and safety risk is the key concern of a reduced budget, particularly around aging cemetery infrastructure and headstones. 4.10 Road, Bridges and Street Lighting. The £16.318m allocation is for Roads Improvements, Street Lighting, Bridges, Car Parks and Traffic. A reduction of £18.018m has been applied. This accounts for 52% of the requested budget, but does include the two major bridge projects as noted in paragraphs 3.19 and 3.21. The deterioration of assets will be the highest risk element, which could have a subsequent impact on health and safety risk if assets fail. Connectivity risk should also be highlighted. 4.11 Waste Management. The £1.296m allocation for waste management is primarily made up of a budget allocation for the final capping of Dallachy landfill (included in named projects) with the remaining core budget covering recycling centre upgrades and replacement bins and containers. A reduction of £0.125m has been applied. This accounts for 30% of the requested budget. Asset deterioration is the main risk, which may result in reduced operational capacity of household waste recycling centres. Page 46
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4.12 Moray Growth Deal. The £43.787m allocation for the Moray Growth Deal is based on proposed spend across the suite of projects. Construction works on the Cultural Quarter, EY STEM and Housing Mix Delivery will make the lion’s share of spend. No cap has been applied to Moray Growth Deal as this is largely a funded project with the Council’s contribution agreed as part of the overall Tripartite agreement with Scottish and UK Governments. 4.13 Levelling up Fund / Town Centre. The £18.285m allocation for the Levelling Up Fund. Three projects will be delivered with this funding - Reimagining Cooper Park, Transforming the Sawmill and a Vibrant Centre. A further £4.600m has been allocated from the £20.000m Elgin Town Board Long Term Investment Plan. No cap has been applied to these projects as they are fully funded projects. This expenditure will be accounted for as capital expenditure where carried out on Moray Council assets, but elements of the programme will be done on assets not belonging to Moray Council and therefore will need to be processed as revenue. To avoid the splitting of expenditure for committee reporting purposes all spend will be reported through the capital plan, on the same basis as the capital element of Moray Growth Deal funding. 5. RISKS 5.1 The following areas are considered to represent risks to the Council’s budget in regard to the capital plan for 2025/26 to 2027/28 and future years: Increasing inflation rates and interest rates Future settlements and level of effective ring-fencing of funds The condition and suitability of the Learning Estate The condition of the Libraries and Leisure Estate De-carbonisation requirements 5.2 Mitigations to these risks are: Monitoring inflation and interest rates with the assistance of our treasury advisors and amending forecasts accordingly Collective lobbying through COSLA Continued development and management of the Learning Estate Strategy Delivery Programme and Libraries and Leisure Review Seeking funding opportunities, monitoring developments in technology. 5.3 Further risks associated with the capital plan that may have an impact on the revenue budget are increased repairs due to ageing assets. Repairs, for the most part, cannot be capitalised in the same way that asset replacement can. By asking budget managers to increase the lifespan of the assets, the need for repairs may increase creating additional budget pressures. In addition, consideration for income generating assets needs to be noted, as older assets may be less appealing to customers. 5.4 By increasing the life span of assets the risk of asset failure is increased – particularly for property and infrastructure assets. Budget managers have been asked to build an element of contingency within their budgets, or where Page 47
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necessary build specific contingency line items. As an example of this the 10 year plan includes contingency for future landslips from 2028/29. 5.5 If the capital plan is not contained within affordable limits then there is a severe risk to the revenue budget, as increased levels of financing costs would create further revenue budget pressures and the need for even more savings to be found. 5.6 The above noted risks illustrate the further need for a reduced asset base. The application of the cap on capital shows that for the Council to fulfil all of it’s spending wants is unaffordable. The application of the cap has looked at a fair and reasonable prioritisation methodology for named projects and has been equitable in spreading the cap across programmes of spend, however it should be noted that the capital plan reported today will mean a reduction in spend across areas that in actuality require additional investment, not less. 6. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Financial Planning is integral to the Council’s overall planning processes and allows the Council to direct resources to its agreed priorities. (b) Policy and Legal The Local Government (Scotland) Act 2003 (section 35) places a duty on local authorities to manage their capital expenditure. It also provides for Scottish Government to issue regulations for the governance of capital expenditure. In practice this means that compliance with the CIPFA Prudential Code is in effect a statutory duty. (c) Financial implications The Council has a funding gap for 2025/26 and a projected funding gap for 2026/27. Capital expenditure in 2025/26 will have revenue consequences in 2026/27. It is prudent to consider these in early course and minimise the impact of capital expenditure on the funding gap, thus avoiding creating additional revenue pressures and consequent need for further savings. (d) Risk Implications Unforeseen circumstances can give rise to unplanned capital expenditure. These can range from asset element failures through the impact of extreme weather events to sudden emergence of health and safety issues or accidental damage to one of the Council’s assets by a third party. (e) Staffing Implications Staffing implications arise indirectly from this report as much of the capital plan is dependent on Council staff, and competing priorities, revenue and capital, can impact on the ability to deliver planned capital works. Page 48
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(f) Property There are no property implications arising directly from this report. Any property implications arising from the capital plan will be reported to the appropriate service committee as detailed capital spend plans are reported for consideration. (g) Equalities/Socio Economic Impact The equality duty Under the equality duty (set out in the Equality Act 2010) the Council must have ‘due regard’ to the need to eliminate unlawful discrimination , harassment and victimisation as well as well as to advance equality of opportunity and foster good relations between people who are in a protected group and those who are not. Groups protected by the Act are age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex and sexual orientation. There are no proposals in this report which directly impact on the equality duty, however the bulk of the capital plan involves spend on schools and this clearly has most impact on younger people. Socio-Economic Impact The proposals do not impact on the socio-economic duty. (h) Climate Change and Biodiversity Impacts There are no implications for climate change and biodiversity arising directly from this report. There has been no direct funding attached to the latest iteration of the capital plan, instead budget managers will be responsible for allocating part of their allocation to climate change measures. However, the ability to meet statutory mitigation targets to reduce carbon emissions in Council fleet and buildings poses a financial challenge for the Council over the next 20 years. The capital investment required to improve council buildings and schools will be substantial and will require additional external funding. The impacts of climate change and attempts to adapt to them will also influence future Capital Plans. This will be particularly relevant to capital investment in infrastructure, flood risk and emergency planning. (i) Consultations CMT, Heads of Service, Budget Managers and Asset Management Working Group and the Democratic Services Manager have been consulted in the preparation of this report. 7. CONCLUSION 7.1 The cap on capital, whilst a reduction in comparison to the previous slippage factor, illustrates the continued need to reduce the Council’s Page 49
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asset base in order to reduce risks highlighted in section 4 and 5 of the report. 7.2 The introduction of a three year capital plan is hoped to provide more certainty to budget managers around spending plans and encourage the spreading of spend over more realistic timelines, reducing the likelihood of slippage. Author of Report: Jamie Fraser, Finance Manager Background Papers: Ref: SPMAN-1293228629-1227 Page 50
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3 year capital plan Group 2025/26 £000s 2026/27 £000s 2027/28 £000s TOTAL £000s Fleet and Plant 2,228 2,679 2,001 6,908 Waste Management 1,088 109 99 1,296 Property Estate Management 516 608 4,308 5,432 Roads, Bridges and Street Lighting 5,058 6,244 5,016 16,318 Open Spaces 2,520 421 1,193 4,134 Flood Risk Management and Coastal Protection 170 150 - 320 Harbours 756 271 610 1,638 Libraries and Leisure 3,841 571 1,314 5,725 ICT 512 642 508 1,662 Learning Estate 12,166 40,115 50,079 102,359 Moray Growth Deal 16,705 19,589 7,493 43,787 Levelling Up Fund / Town Centre Board 18,485 2,200 2,200 22,885 TOTAL SPEND 64,045 73,598 74,821 212,464 Funded by: General Capital Grant 9,088 7,500 7,650 24,238 Interest income on PFI/PPP savings - 3,000 5,000 8,000 Moray Growth Deal 15,904 16,795 7,051 39,750 Levelling Up Fund / Town Centre Board 18,485 2,200 2,200 22,885 Contributions 1,031 - - 1,031 Receipts 100 100 100 300 Borrowing 19,437 44,003 52,820 116,260 TOTAL FUNDING 64,045 73,598 74,821 212,464 APPENDIX 1 Item 6. Page 51
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Capital Plan 2024/25 - 2027/28 Group 2024/25 £000s 2025/26 £000s 2026/27 £000s 2025/26 £000s 2026/27 £000s 2027/28 £000s 2025/26 £000s 2026/27 £000s 2027/28 £000s 2025/26 £000s 2026/27 £000s 2027/28 £000s Fleet and Plant Core 3,418 3,453 2,950 - - - 1,190 774 949 2,228 2,679 2,001 Named - - - - - - - - - - - - Waste Management Core 135 140 146 - - - 47 31 47 88 109 99 Named 1,000 - - - - - - - - 1,000 - - Property Estate Management Core 768 765 6,330 - - - 267 172 2,037 501 593 4,293 Named - - - - - - - - - - - - Spend to Save 15 15 15 - - - - - - 15 15 15 Roads, Bridges and Street Lighting Core 6,038 6,909 7,396 - - - 2,101 1,550 2,380 3,937 5,359 5,016 Named 6,108 5,135 2,750 4,987 4,250 2,750 - - - 1,121 885 - Open Spaces Core 619 285 285 - - - 215 64 92 404 221 193 Named 2,116 200 1,000 - - - - - - 2,116 200 1,000 Flood Risk Management and Coastal Protection Core - - - - - - - - - - - - Named - - - - - - - - - - - - Funded 170 150 - - - - - - - 170 150 - Harbours Core 1,160 350 900 - - - 404 79 290 756 271 610 Named - - - - - - - - - - - - Libraries and Leisure Core 1,182 100 160 - - - 411 22 51 771 78 109 Named 5,005 1,205 1,205 1,934 712 - - - - 3,071 493 1,205 ICT Core 786 827 749 - - - 274 185 241 512 642 508 Named - - - - - - - - - - - - Learning Estate Core 7,184 7,184 7,184 - - - 2,500 1,611 2,312 4,684 5,573 4,872 Named 7,580 40,024 64,951 669 5,482 19,745 - - - 6,911 34,542 45,206 Funded 571 - - - - - - - - 571 - - Moray Growth Deal Funded 15,904 16,795 7,051 - - - - - - 15,904 16,795 7,051 Funded - MC Cont 801 2,794 442 - - - - - - 801 2,794 442 Levelling Up / Town Centre Board Funded 18,485 2,200 2,200 - - - - - - 18,485 2,200 2,200 TOTAL 79,045 88,531 105,714 7,590 10,444 22,495 7,410 4,489 8,399 64,045 73,598 74,821 APPENDIX 2 APPLICATION OF NAMED CAP APPLICATION OF CORE CAPBEFORE CAP AVAILABLE FINAL BUDGET Item 6. Page 53
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10 year indicitive capital plan Group 2025/26 £000s 2026/27 £000s 2027/28 £000s 2028/29 £000s 2029/30 £000s 2030/31 £000s 2031/32 £000s 2032/33 £000s 2033/34 £000s 2034/35 £000s Total £000 Fleet and Plant 2,228 2,679 2,001 1,391 2,303 2,950 2,950 4,244 2,950 2,950 26,645 Waste Management 1,088 109 99 67 110 164 170 177 184 192 2,360 Property Estate Management 516 608 4,308 3,248 1,456 3,195 1,845 245 565 215 16,201 Roads, Bridges and Street Lighting 5,058 6,244 5,016 3,750 4,669 6,761 9,076 6,616 7,876 6,476 61,543 Open Spaces 2,520 421 1,193 127 199 285 3,285 285 285 285 8,885 Flood Risk Management and Coastal Protection 170 150 - 134 985 4,400 - - 250 - 6,089 Harbours 756 271 610 134 210 900 300 300 650 650 4,782 Libraries and Leisure 3,841 571 1,314 789 400 560 60 160 60 60 7,814 ICT 512 642 508 282 351 562 502 502 502 502 4,865 Learning Estate 12,166 40,115 50,079 17,395 15,954 10,184 10,184 10,184 10,184 10,184 186,629 Moray Growth Deal 16,705 19,589 7,493 7465 6,068 12,004 716 - - - 70,040 Levelling Up Fund / Town Centre Board 18,485 2,200 2,200 2200 2,200 2,200 2,200 2,200 2,200 2,200 38,285 TOTAL SPEND 64,045 73,598 74,821 36,982 34,906 44,165 31,288 24,913 25,706 23,714 434,138 Funded by: General Capital Grant 9,088 7,500 7,650 7,803 7,959 8,118 8,281 8,449 8,615 8,873 82,336 Interest income on PFI/PPP savings - 3,000 5,000 3,200 - - - - - - 11,200 Offset LEIP Funding - - - 2,551 2,551 2,551 2,551 2,551 2,551 2,551 17,857 Moray Growth Deal 15,904 16,795 7,051 7,140 5,926 11,813 663 - - - 65,292 Specific Grant 18,485 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 38,285 Levelling Up Fund / Town Centre Board - - - - - - - - - - - Contributions 1,031 - - - - - - - - - 1,031 Receipts 100 100 100 100 100 100 100 100 100 100 1,000 Borrowing 19,437 44,003 52,820 13,988 16,170 19,383 17,493 11,613 12,240 9,990 217,137 TOTAL FUNDING 64,045 73,598 74,821 36,982 34,906 44,165 31,288 24,913 25,706 23,714 434,138 APPENDIX 3 Item 6. Page 55
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Slippage vs Cap 2024/25 £000 2025/26 £000s 2026/27 £000s 2027/28 £000s 2028/29 £000s 2029/30 £000s 2030/31 £000s 2031/32 £000s 2032/33 £000s 2033/34 £000s 2034/35 £000s Total Slippage 9,000 15,000 35,000 40,000 30,000 15,000 25,000 10,000 10,000 6,000 - 195,000 Cap - 15,000 14,933 30,893 33,954 11,421 - - - - - 106,201 Difference -9,000 0 -20,067 -9,107 3,954 -3,579 -25,000 -10,000 -10,000 -6,000 0 -88,799 APPENDIX 4 Item 6. Page 57
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REPORT TO: SPECIAL MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: AUTHORISATION POLICY REVIEW BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To invite Council to approve changes to the Council’s Authorisation Policy. 1.2 This report is submitted to Council in terms of Section II (16) of the Council's Scheme of Administration relating to the formulation, review and amendment of the Council’s Constitutional Documents 2. RECOMMENDATION 2.1 It is recommended that Council approve the revised Authorisation Policy set out in APPENDIX 1. 3. BACKGROUND 3.1 The Authorisation Policy is one of the documents governing the Council’s financial procedures. It was last reviewed in September 2023. 3.2 The Authorisation Policy has been amended to reflect an Internal Audit recommendation, the introduction of an electronic Accounts Payable form and a new requirement that scanned documentation is provided for every Purchasing Card transaction. 3.3 In paragraph 2.1, the definition of an In Absence Authoriser has been qualified with the requirement that In Absence Authorisers should not authorise invoices when the Budget Manager is at work but only when the Budget Manager is on leave. This is a recommendation from Internal Audit. 3.4 In paragraph 3.2 reference to the Council’s recently introduced electronic Accounts Payable data entry system is made. This system has been developed to streamline the Accounts Payable process and has enabled an efficiency saving within Financial Services. 3.5 In paragraph 4.3, a requirement that all purchasing card transactions must be accompanied by scanned back-up documentation has been added. This is a Item 7. Page 59
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new requirement aimed at maximising the recovery of input VAT on purchasing card purchases. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective governance arrangements are key to the development and delivery of the Council’s stated priorities and plans. (b) Policy and Legal There are no policy and legal implications arising directly from this report. (c) Financial implications There are no financial implications arising directly from this report. (d) Risk Implications The Authorisation Policy is a document which provides guidance and clear parameters to budget mangers and thus regulates the risk to the Council of poor financial management. (e) Staffing Implications No staffing implications arise directly from this report (f) Property No property implications arise directly from this report. (g) Equalities/Socio Economic Impact There are no equalities implications or socio-economic impact arising from this report. (h) Climate Change and Biodiversity Impacts There are no direct climate change or biodiversity implications arising from this report. (i) Consultations The Internal Audit and Risk Manager and Democratic Services Manager has been consulted on the contents of this report. 5. CONCLUSION 5.1 The updated Authorisation Policy is attached for approval. Author of Report: Lorraine Paisey, Chief Financial Officer LP/LJC Background Papers: Ref: SPMAN-1293228629-1226 Page 60
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Owner of Policy Chief Financial Officer Author Lorraine Paisey Date of Review December 2024 Date of previous version 27 September 2023 Policy Approved Next Review Date December 2027 MORAY COUNCIL AUTHORISATION POLICY Item 7. Page 61
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INDEX Item Subject Pages 1. Authorisation - The Financial Regulations 1 2. Levels of Responsibility 2 - 4 3. Principles of the Authorisation Policy 5 - 6 4. Practices and Procedures of the Authorisation Policy 6 - 7 5. Processing of Pre-Authorised Payments 7 - 8 6. Monitoring 8 Page 62
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1 1. AUTHORISATION - THE FINANCIAL REGULATIONS 1.1 The Authorisation Policy needs to be read in the context of the Council’s Financial Regulations. 1.2 There are a number of important principles to understand for any member of staff involved in committing expenditure on behalf of the Council. Councillors set the Revenue Budget and the Capital Plan for the year ahead at a high level. The appropriate Chief Officer is authorised to incur expenditure under the budgets for which they are responsible in the year concerned, subject to: the Council’s Governance documents including the Scheme of Delegation, Scheme of Administration, Standing Orders and Financial Regulations, any prior reporting requirements of the appropriate Committee. The Chief Financial Officer is responsible for ensuring that the Chief Officers are aware of the Revenue and Capital Budgets approved by the Council for which they are responsible. Heads of Service are responsible for budget monitoring reports to the appropriate service committee. They are also responsible for reporting projected overspends and any other additional budgetary requirements arising during the year. Heads of Service are responsible for ensuring that individual Officers identified as Budget Managers are advised of the Revenue and Capital Budgets for which they are responsible. The Chief Financial Officer and the Chief Financial Officer of the Moray Integrated Joint Board (MIJB) will maintain a list of named individuals of NHS Grampian employees who are appointed as officers of the Council for the specifically described purpose of delivering integrated services. Any breach or non-compliance may result in the individual being removed from the appointment as officer of the Council and may result in a disciplinary action in line with the policies of NHS Grampian. Authorisation arrangements must guard against mismanagement and confusion and key aspects of such arrangements are: no more than one person is responsible for a single budget; each person responsible for a budget understands their responsibilities for that budget. all budget managers shall be required to confirm their awareness of and adherence to this Policy, the Financial Regulations, Grant Policy and Procurement Procedures by certification of a declaration to that effect, either at three yearly intervals or, for newly appointed managers, on completion of their budget manager training. Page 63
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2 If any budget manager is unsure of their responsibilities, they should contact the Accountancy Section for clarification and if needed, request refresher training. Deliberate failure to observe the Financial Regulations may lead to disciplinary action being taken against the Officer responsible up to and including dismissal. 2. LEVELS OF RESPONSIBILITY 2.1 To implement this policy, levels of responsibility have been defined as follows: Corporate Management Team This is the top tier of management within the Council, which is responsible for the strategic management and direction of the Council’s resources. Chief Officers This comprises the Chief Executive, Depute Chief Executives and any other senior official of the Council (and includes the Chief Officer and Chief Finance Officer of the Moray Integration Joint Board) as identified in Appendix 1 of the Financial Regulations, which mainly relate to Heads of Service. Reference Documents Section 95 Officer The Chief Financial Officer has been designated as the section 95 officer and is responsible for advising the Council on financial matters. It is the duty of the Chief Financial Officer to ensure that Chief Officers maintain adequate financial and accounting arrangements. Chief Officers must comply with all guidance on accounting and related matters issued by the Chief Financial Officer and no accounting arrangements shall be introduced, discontinued or amended without the prior agreement of the Chief Financial Officer. Budget Holder This level can be a second or third tier officer who has been delegated the responsibility for one or a number of areas within their service. This person is responsible for overseeing the budgets identified to them and is able to authorise expenditure against these budgets. The Budget Holder would not normally actively manage the budget on a day to day basis. Budget Manager This level is the frontline Service Manager, who is assigned the direct operational responsibility for actively managing the service on a day to day basis. Page 64
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3 In Absence Authoriser Arrangements must be made to allow a service to function effectively in the absence of the Budget Manager. An In Absence Authoriser is required for this purpose. This would normally be a depute or assistant; a peer familiar with a service area, or the line manager of the Budget Manager. It is important that In Absence Authorisers do not exercise this function when the Budget Manager is at work. They should only do so if the Budget Manager is on leave. This is an Internal Audit stipulation and will be monitored by Financial Services. Location Signatory In some services, the day to day operation can be undertaken at a physical location far removed from the Budget Manager. In these circumstances it may be necessary to implement procedures to allow staff to authorise expenditure within pre-defined areas. To ensure the principles of the Authorisation Policy are adhered too, any arrangements of this nature will only be implemented with the express agreement and written authority of the Chief Financial Officer. Procurement Levels of Responsibility Heads of Service will determine the officers who will be involved with procurement for their services and the appropriate level of responsibility for these individuals. The Procurement team deliver differing levels of training to educate these officers about procurement according to requirements (see below). Only officers trained and identified to levels 3 or 4 will be allowed to procure on behalf of the Council, without appropriate support and authorisation. For high risk and above limit procurements (for current levels see para 2.4.1 & 2.5.1 of the procurement procedures), officers will need to request support and advice from the Procurement team. The level of support that the Procurement team provide will be determined by the risk, value, and experience of the officer and will be agreed at the start of the process. The Procurement Team can be contacted via procurement@moray.gov.uk and a request for support form submitted to the team via this email address. The Moray Council Procurement procedures can be found here. Different Levels Level 1 – Procurement Admin This training is for officers responsible for processing and receipting goods and services, or who require a greater understanding of procurement and are more involved in the process - particularly administration of the Public Contract Scotland portal for advertising contract opportunities. Level 2 – Competent Page 65
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4 This level is not supported by the current procurement training programme. It was previously used to train qualified and authorised officers. Level 3 – Qualified This is a five-module training course for officers who will procure/contract manage on behalf of the Council but are not Budget Managers. They can approve the work of a Competent Procurer (level 2) and may assume the role of Lead Officer where appropriate. Level 4 – Authorised This course is for officers who will procure/contract manage on behalf of the Council and are Budget Managers with responsibility for a defined service area. As for level 3, they can approve the work of a non- qualified officer and will assume the role of Lead Officer where appropriate. In addition level 4 officers can sign and commit the council to contracts. In Scots Law, contracts have been defined as an agreement between two or more parties having the capacity to make it, in the form demanded by law, to perform on one side or both, acts which are not trifling, indeterminate, impossible or illegal. The Procurement Procedures and para 2.4.1, gives specific detail of the minimum requirements to be followed for transactions over the limits stated within the Financial Regulations. Level 5 – Heads of Service Responsible for the management of the procurement function for their defined service. Level 6 – CMT As the senior tier of management with corporate responsibility, CMT ensure that the procurement function is effectively managed across all Council departments. Lead Officer Certain officers will assume the role of “Lead Officer” where they represent and assume responsibility on behalf of the Council in the matters pertaining to an assigned commodity. They will lead procurement projects for their commodity and are responsible for service delivery i.e. specification, evaluation, contract award and management. They will work with the Procurement Team to provide management information to support individual procurement strategies. They will lead the marketing and implementation of any awarded contracts and support the development of national and sectoral contracts (Scotland Excel and Scottish Procurement). Page 66
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5 2.2 Chief Officers and Budget Holders can charge expenditure against a Budget Manager’s budget but, in accordance with good working practice, must notify the Budget Manager. Similar communication is also essential between In Absence Authorisers, Location Signatories and the Budget Manager to ensure effective management of budgets. 2.3 Staff should not be allowed to take on any authorisation responsibility without appropriate training being provided and understanding the Council’s Financial Regulations and Procurement Procedures. 3. PRINCIPLES OF THE AUTHORISATION POLICY 3.1 Structure The Authorisation Structure reflects the Organisational Structure of Moray Council and adopts some basic principles of financial control as follows. 3.2 Authorisation “Authorisation” is the authority to effect a transaction which results in expenditure on behalf of the Council. If a payment is being authorised it must be from a specific budget and therefore only the person responsible for that budget should authorise the payment (under exception as in paragraph 2.2 above). If this principle is ignored, there is a much higher risk of a budget being exceeded. Wherever possible authorisation should be completed electronically, either on the AP data entry system or via the defined authorisation structure held within the Council’s Financial Management system (FMS). However it is recognised that, at present, this is not always possible for all transactions, refunds, store system transactions etc. To pass an item for payment outwith the FMS system or enter into any financial commitment, a full signature is required to give a clear demonstration of the authority of the signatory. Initialisation photocopies are not an acceptable level of proof. When signing an item as authorisation for payment, managers should also annotate with their FMS User number, to assist Payments staff in checking authorisation levels. As an alternative to a full signature, an e-mail from the person who is authorising is also acceptable. The e-mail must be from the authorisers Council e-mail address and must be from that person and not a Personal Assistant. 3.3 Areas of Expenditure The Authorisation Policy applies to all controllable areas of expenditure within a Budget Manager’s budget, which comprises all costs except Capital Financing Charges, Central Support Service charges, Shared Accommodation and any other costs which are allocated as part of accounting practice from a central budget. The policy includes authorisation of staffing commitments: the Page 67
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6 appointment of staff, the authorisation of additional hours worked and also staff expenses. Page 68
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7 3.4 Financial Commitment This Policy applies to all methods by which the Council commits expenditure: Orders via the Payments section (requisition) Orders via stores systems/works orders/kitchen orders Orders or immediate purchase via Purchasing Cards Contracts Staffing via notification of appointment forms/ timesheets Travel and Subsistence via employee claim forms Each of these methods involves a variety of administrative processes and officers, including ordering from internal suppliers, e.g. Ashgrove stores, print room etc. Regardless of the process used, a Budget Manager must ensure that they are authorising the ordering etc at the point in time where a financial commitment is entered into. A Budget Manager does not have to collate, record, estimate and prepare e.g. an order for stationery from a supplier – these tasks can be undertaken by other staff. The Budget Manager must ensure that the Admin and Clerical staff are aware of any changes to Financial Regulations and Procurement Procedures or authorise through the FMS system. 4. PRACTICES AND PROCEDURES OF THE AUTHORISATION POLICY 4.1 Record of Responsibilities In order to maintain appropriate and accurate records of authorisation responsibilities, the Accountancy Section will maintain a database of all staff affected by this Policy. This information will be collected from staff by completing a “Financial User Application Form”. This form will collate all the information necessary pertaining to each individual user, whether they are an authoriser or simply a financial system user. It is essential that this information is kept up to date. Accordingly this form will be issued to all relevant New Starts and Terminations in consultation with the Line Manager. All services are required to notify the Accountancy Section immediately that there is any change in responsibilities, in order to keep the system up to date. Any delays in this notification will affect the Budget Manager’s ability to order goods and services as this information has to be replicated in the FMS System where on-line authorisation takes place and also in iTrent and the Employee Portal. 4.2 Review of Documentation Only approved forms (available from the Finance pages of the Council interchange) should be used. All financial forms will be reviewed periodically to ensure full compliance with the Authorisation Policy, including the need for additional fields to hold the fms User Number. The policy applies equally to any procedures involving electronic transfer of financial information. Page 69
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8 4.3 Use of Purchasing Cards In itself, the issue of a purchasing card to a member of staff does not represent delegation of authority to purchase, as authorisation for a transaction is still required from a Budget Manager for all transactions over the value of £10. Given the limitations placed on the appropriate use of purchasing cards a de-minimis of £10 has been established to reduce the administrative burden for the authorisation of low value transactions. However, a full transaction listing from the purchasing card system will be circulated to Heads of Service quarterly to ensure that there is a subsequent transparency for all card holder spend. Authorisation for transactions over £10 is carried out online by the Budget Manager upon receipt of an email advising that they have transactions awaiting approval. To be fully effective Budget Managers should carefully define the individual parameters attached to each card. These parameters can be tailored to the specific needs of the service and the user. For example, single transaction and monthly spend limits can be specified and the range of supply type where a card will be accepted can also be restricted. Because cards are issued to named individuals, their personal responsibility is clear. Consequences, including discipline in the event of inappropriate use, are covered in the Purchasing Card Manual. Purchasing Card Guidelines All purchasing card transactions must be accompanied by scanned back-up, in particular VAT receipts where VAT is incurred. 4.4 Internal Transactions The appropriate authorisation must be received at the point an order is raised. This will be either by signature for paper orders or electronic password for e-mail or intranet form orders. 5. PROCESSING OF PRE-AUTHORISED PAYMENTS 5.1 The Authorisation Policy defines an “authoriser” as the person responsible for the delegated budget, however it is recognised that on occasions officers will be charged with effecting expenditure under codes not directly their responsibility. For example, a Legal Officer completing a property transaction approved at committee; a Property Officer carrying out works on the authorised departmental instruction and an ICT Officer purchasing equipment to fulfil an internally authorised order. In accordance with good working practice, the Budget Manager must be notified. 5.2 It is necessary in these cases to trace the formal authorisation to the originating document, internal order, committee report, etc. When signing the document reference should be made to this authority by way of committee minute number, job costing number, order number, etc. This will allow Payments staff to process the transaction without referral to the actual budget manager and give Internal Audit a trail to follow. Page 70
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9 5.3 The Officer signing expenditure documents must be clear that they have originating authority in the first instance but we do not expect that officer to formally confirm the authority of the person placing the order or signing the contract as this is the role of Financial Services. 6. MONITORING 6.1 Once the responsibilities have been defined and the documentation completed for each individual authoriser, this information will be collated and held within a database. This will give Financial Services staff and Auditors the ability to cross check any document received. Any expenditure processed outwith the Policy will be reported back to the individual and their Line Manager. Page 71
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REPORT TO: SPECIAL MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: ELGIN BUSINESS IMPROVEMENT DISTRICT – RENEWAL BALLOT BY: DEPUTE CHIEF EXECUTIVE, (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Council of the renewal ballot for the Elgin Business Improvement District (BID) and to seek the Council’s approval to support the proposals. 1.2 This report is submitted to Council in terms of Section III (F) (2, 3, 4, and 28) of the Council's Scheme of Administration relating to exercising the statutory functions of the Council in relation to economic development, commercial development, assistance to business and tourism development. 2. RECOMMENDATION 2.1 It is recommended that the Council:- (i) approve the Elgin BID proposal and business plan for 2025 – 2030; (ii) approve the assessment made in Appendix 4 and agree not to exercise the Council’s right of veto; (iii) consider the rationale made in Appendix 6 and agree to vote in favour of the Elgin BID proposal at the ballot stage; (iv) delegate authority to Depute Chief Executive (Economy, Environment and Finance) to sign off all ballot papers for Council owned properties that fall within the defined Elgin BID area; and (i) note that subject to a positive ballot outcome the BID levy contributions for Council owned properties within the defined Elgin BID area total £16,524 per annum, as outlined in 3.10 of this report. Item 8. Page 73
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3. BACKGROUND 3.1 A Business Improvement District (BID) is a business led initiative where businesses come together to provide additional services and initiatives which will improve the trading environment and benefit the local economy within a defined geographical area. The resulting improvements and services are additional to those provided by public sector organisations. 3.2 BIDs are developed and managed by the business sector with projects being partly funded through a compulsory levy, which is calculated on the basis of the non-domestic rates valuation. 3.3 BIDs came into force in Scotland in 2007 as a result of primary legislation in Part 9 of the Planning etc. (Scotland) Act 2006 and other secondary legislation. This included UK parliamentary regulations needed to implement reserved aspects of the policy. 3.4 The Council has a statutory role to play in the process as prescribed in the Planning etc. (Scotland) Act 2006, Part 9 – Business Improvement Districts. This role requires the Council to assist in the establishment of BIDs, provide baseline service statements, scrutinise BID proposals, undertake the ballot, announce the ballot results, collect the BID levy, and if required the management and termination of the BID arrangements. 3.5 The voting on a BID is governed by the legislation. In Scotland, the maximum duration of a BID is 5 years, after which it is required to secure another mandate. A BID can only proceed when it has been put to a democratic vote involving all eligible businesses. To secure a new BID term, the vote requires a minimum turnout of 25% of eligible voters (both in terms of number and rateable value) and more than half of the businesses vote in support of it; they in turn must represent more than 50% of the rateable value of the BID area. 3.6 On 6 February 2024, Economic Development and Infrastructure Services Committee agreed to adopt a set of minimum standards for BID’s, in the principle of good governance (para 15 of the Minute refers): Up-to-date accounts, as per Companies House requirements; A published register of interests of Directors; and Publicly available Annual Report for each completed year of the BID term (paragraph 15 of the minute refers) 3.7 These standards will be incorporated into future Operational Agreements between Moray Council and the BID Company. 3.8 As reported to the Economic Development and Infrastructure Committee on 6 February 2024 Elgin BID became operational on 1 February 2010 with the establishment of the Elgin BID comprising of a board of 14 directors representing a cross-section of businesses with 3 representatives of the public sectors within the BID area (paragraph 15 of the minute refers). The current board comprises 9 directors representing a cross-section of businesses with 2 representatives from the public sector. Page 74
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3.9 Elgin BID has been working to an agreed Business Plan and their achievements to date can be found in Appendix 1. 3.10 The previous phases of Elgin BID focused on transformational infrastructure projects through the Town Centre Fund, Elgin CARS and Castle to Cathedral to Cashmere project. The Council was lead and the delivery body for these partnership projects with Elgin BID taking an active role in these initiatives. 3.11 Over the years, Elgin BID has implemented a continually evolving program that includes a wide range of initiatives such as events, marketing, promotion, business engagement, and support. Alongside these efforts, the BID has also introduced a small grants scheme to help local businesses with additional funding opportunities. These initiatives have been designed to adapt to the needs of the community, aiming to boost the local economy, increase footfall, and provide tangible benefits to both businesses and the wider area. 3.12 Building on the achievements of their three BID terms, they must now undertake a renewal ballot if they wish to continue beyond the end of their current five-year term and secure a mandate for a further five-year period which would commence in April 2025. 3.13 On 21 July 2023, Elgin BID launched their programme of consultation for their renewal ballot. Information was gathered from 120 businesses, representing 28.5% of the membership. These mediums of engagement identified the priorities and projects for Phase 4. 3.14 The programme of engagement formed the basis for the business proposal (Appendix 2), and business plan (Appendix 3) for 2025-2030 and are summarised in 3.14-3.18. 3.15 The proposal includes maintaining the 2020-2025 BID area boundaries, the existing levy rate at 1.6% of the rateable value of non-domestic properties which are held on the Valuation Roll falling within the BID area alongside the management and operational arrangements. 3.16 A minimum annual levy of £60 is proposed, payable for all non-domestic properties within the Elgin BID area. For non-domestic properties with a rateable value of £610,000 or more, a maximum annual levy of £9,760 is proposed. 3.17 The annual levy will be linked after the first year to the Consumer Price Index (CPI) on the date of issue of the levy invoices of each year. Any increase in the CPI at that date will result in a corresponding increase in the following year’s BID levy or any revaluation of the non-domestic rate during the term of the BID. The BID Board reserves the right not to implement the annual CPI increase should they deem it appropriate. 3.18 It is proposed to exempt lock-up garages, car parking, advertising stations and the city substation from the BID levy. Zero Rated properties will also be exempt to support their business owners as they develop their properties. As soon as these properties are liable for a Rateable Value, they will be liable to Page 75
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pay the levy at a rate of 1.6%. Charitable status or mandatory charitable relief will not apply to the BID levy, as all will benefit from an improved environment, projects and services. 3.19 The proposed activities will be delivered over a 5-year term and are categorised into four key themes: Vibrant and Thriving Elgin: promotion of the city centre to attract visitors and enhance the city’s appeal through strategic marketing and events and boosting commerce by creating campaigns and initiatives that highlight the unique offerings of Elgin’s businesses. Beautiful and Inviting Elgin: enhancement of city spaces by improving the city centre’s aesthetics and infrastructure to create a welcoming environment and fostering community pride in Elgin’s heritage and environment through projects. Engaged and Supported Business Community: representing and advocating for the interest of Elgin’s businesses with the local authority and stakeholders and facilitating networking and collaboration among businesses to drive success. Safe and Secure Elgin: work with local law enforcement and community groups to ensure a safe environment for businesses and visitors and promote a secure city centre where people can shop, dine, and enjoy peace of mind. 3.20 Appendix 4 provides an assessment of the BID proposal in relation to the prescribed circumstances outlined in the Planning etc. (Scotland) Act 2006 and the Business Improvement Districts (Scotland) Regulations 2007. Based on the BID proposal submitted, it is considered that there are no grounds for the Council to exercise its veto. As required by the Planning etc. (Scotland) Act 2006, Appendix 4 details the reasons supporting this conclusion. 3.21 Council owned properties which lie within the Elgin BID area are liable for the levy in the same way that property owners and tenants are liable. The exclusions remain the same as the previous term, whereby all Council carparks will be excluded from the levy. 13 Council properties fall within the defined BID area (see Appendix 5 for full list). The total levy for these 13 properties will be £16,524 per annum. 3.22 Appendix 6 provides rationale for the recommendation on the Council vote on the Elgin BID proposal at the ballot stage. 3.23 It will be the responsibility of Moray Council, as billing agent, to administer the billing process and the collection of the levy. It will deal with all enquiries concerning the payment of these demand-notices. All other enquiries about any other aspect of the BID will require to be answered by a representative of the BID Company. 3.24 Elgin BID will be liable to pay the local authority for the cost that it incurs in the administration, collection, and recovery of the levy. Page 76
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3.25 Key Dates and Ballot – Under the legislation, 98 days’ notice is required to the Scottish Government and Local Authority with the final BID business plan and proposal being submitted by 2 January 2025. The ballot procedure has been sub-contracted to the Electoral Reform Society, which has conducted most BID ballots in the UK including the Elgin BID ballot in 2009, 2014 and 2019. The key dates are: Publish notice of the ballot by 13 February 2025 Ballot papers to be issued by 27 February 2025 Final day for voting papers to be received by 10 April 2025 Announcement of ballot results by 18 April 2025 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The Elgin BID renewal ballot proposal will contribute to the corporate plan priority to build thriving, resilient, empowered communities that people want to live in, visit and invest in and build stronger, greener vibrant economy through delivery of the Moray Growth Deal. (b) Policy and Legal The legislation which implements BIDs in Scotland are: The Planning etc. (Scotland) Act 2006 The Business Improvement Districts (Scotland) Regulations 2007 The Business Improvement Districts (Ballot Arrangements) (Scotland) Regulations 2007 and The Planning etc. (Scotland) Act 2006 (Business Improvement Districts Levy) Order 2007 The Business Improvement Districts (Scotland) Amendment Regulations 2007 and The Business Improvement Districts (Scotland) Amendment Regulations 2008 Under the legislation where the local authority is of the view that the BID proposal or renewal and preliminary procedures conflict with a policy formally adopted and published by the authority, the authority shall notify the BID proposer in writing explaining the nature of that conflict. A local authority can veto a detailed BID proposal if it conflicts with any of the above Acts or for reasons such as the proposed levy would create disproportionate or unreasonable financial burden amongst rate payers. However, an appeal against a veto will be decided by the Scottish Ministers. As in the present Elgin BID arrangements, any proposed improvement projects and services will be in addition to any existing provisions provided by Moray Council and Community Planning Partners. It is intended to continue the operational agreement between Moray Council Page 77
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and Elgin BID, which will be revised in consultation the council’s legal services to reflect all changes. The purpose of the operating agreement is to: Establish the procedures for setting, collecting, and remitting the BID Levy. Confirm the responsibilities of the Council in collecting the BID Levy. Outline the enforcement mechanisms available for the collection of the BID Levy. Define the accounting procedures and transference of the BID Levy. Provide for the monitoring and review of the BID Levy collection process. Specify how the Council’s expenses incurred (if any) in collecting the BID Levy will be compensated. Confirm the basis on which the BID Arrangements will be delivered by the BID Company on behalf of the Council. (c) Financial implications If there is a successful ballot outcome, Moray Council will continue to be liable for the levy on its properties within the BID area. For the 2025/2026 fiscal year, the levy amount would stay unchanged at the current rate of £16,524, covering eight office buildings, one community centre, one library, two cafés, and one store. On the assumption of a 2.5% index linked annual increase, it could rise by year 5 to £18,239. There is a budget for the levy at its current level. Any inflationary increases will be an additional cost to the Council. If the Council vacates or disposes of any of the buildings within the defined BID area, the levy liabilities would be reduced accordingly. The non-domestic rateable value of all the Council buildings in the Elgin BID area is £1,032,400. Should the Council decide to either not vote or vote no in the ballot, it would have a major impact on the likelihood of a successful outcome of the renewal ballot. The present annual budget allocation for the Elgin BID consists of a levy payment of £16,524 which comes to an end this financial year. Should the renewal ballot process be unsuccessful, it would result in savings from the levy payment. If the renewal ballot process is successful, the budget allocation for the levy would be over a five-year period for the Council properties located within the Elgin BID area. It is proposed that the levy would continue to be paid for from the Council’s Property Services for Corporate Buildings budget. The administration of the levy by the Taxation Services Team resulted in a recovery charge to Elgin BID of £5,074.56 for the previous financial year. Page 78
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(d) Risk Implications If a decision on this paper be deferred, this would impact both the renewal ballot and the operations of Elgin BID. Elgin BID, the BID proposer and Moray Council, the ballot holder, would not be able to meet the deadlines required by legislation, therefore the BID renewal ballot scheduled for 10 April 2025 could not proceed. Elgin BID would not have the mandate to have the BID levy invoiced and collected. This inability to collect the levy would directly affect the company's cash flow, potentially hampering its day-to-day operations. If there was insufficient cashflow to meet operational overheads until a rescheduled ballot date, Elgin BID would cease operating immediately and commence the process of winding up the company. If the BID renewal ballot is unsuccessful, it would result in a financial saving of £16,524. However, the council currently lacks sufficient resources to carry out the initiatives managed by Elgin BID, such as: Dedicated gull management programme. Active since 2018, this programme has ethically removed over 1,200 gull eggs to mitigate nuisance, alongside the installation of sonic devices designed to deter nesting in the area. All actions have been conducted in accordance with NatureScot guidelines. Annual cost for this programme is c£11,000. Additional street cleaning. The BID's two dedicated street ambassadors carry out regular litter picks, collecting an average of 8–12 large bags of litter weekly, ensuring cleaner and more inviting public spaces. Annual cost is in excess of £24,000. Street planters, hanging baskets, weed control and work to improve the appearance of the town centre, including the Plainstones. This has included Elgin BID organising bunting, flower arrangements and in late summer of 2023 commencing on a programme of painting the lampposts and tree benches around the Plainstones. Co-ordinated marketing campaign through various mediums including social media, radio and printed press. Access to funding through the Elgin BID Grant scheme. This scheme, which allows business to apply for up to £500 annually has awarded over £27,000 to businesses within the Elgin BID area over the last 5 years. Full details of initiatives undertaken by Elgin BID are set out in Appendix 3 pages 5 and 6. Elgin BID is a partner on the Elgin Town Board, and if the BID is unsuccessful, we will lose a key stakeholder who plays a vital role in maintaining close communication with businesses to ensure the successful delivery of projects outlined in the Investment Plan. Elgin BID along with Council officers have led on the engagement work associated with Elgin Town Board. Page 79
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(e) Staffing Implications The Taxation Services Team undertakes the invoicing and recovery of the BID Levy on behalf of Elgin BID. This work is done at the direction of the Elgin BID Manager. This requires the Taxation Team to maintain a BID invoicing database, updating it with changes to the properties liable to pay the Elgin BID levy. The Taxation Services Team also provides regular advice to Elgin BID on the efficient recovery of unpaid BID invoices, thereby maximizing the revenue to be obtained from the BID Levy invoices. Much of the work which is done by the Taxation Services Team in the support of all aspects of the invoicing, and where necessary recovery, of the BID Levy and the maintenance of the invoicing database, requires user intervention. As a result, this work constitutes a substantial workload for the Taxation Services Team, for which the BID is charged a service fee (£5,074.56). Officers from Economic Growth and Regeneration shall continue to collaborate with Elgin BID to maximise revenue from funding opportunities as they arise and to assist with any development initiatives. This includes advancing the renewal ballot and related tasks, all of which add substantial work to the team. (f) Property Moray Council would continue to be liable to pay a levy for 13 properties located within the Elgin BID area, with a combined non-domestic rateable value of £1,032,400. (g) Equalities/Socio Economic Impact There are no equalities/social economic impacts arising from this report. (h) Climate Change and Biodiversity Impacts Advocating Elgin City Centre and all it has to offer has the potential to increase footfall from a local and wider geographical area. Increased local footfall could result in a positive impact, with less carbon emissions through reduced travel. For travel from a wider geographical area, the promotion of sustainable travel can assist in mitigating the impact. (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), the Acting Head of Economic Growth and Development, Legal Services Manager, Economic Growth and Regeneration Manager, Strategic Planning and Development Manager, the Equal Opportunities Officer, the Chief Financial Officer, Taxation Manager and Democratic Services Manager have been consulted and comments received have been incorporated into the report. Page 80
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5. CONCLUSION 5.1 The Elgin BID has proven to be a sustainable regeneration model for Elgin City Centre. It is democratic, time bound, accountable and provides a clear mandate for actions. It relies on a strong, committed and solution orientated partnership with a clear vision and leadership. 5.2 The partnership working approach has attracted substantial additional investments into Elgin – none of which could have been achieved by a single organisation. 5.3 A successful renewal ballot of the Elgin BID will enable implementation of further actions and priorities and ensures a continued vibrant future for Elgin City Centre. Author of Report: June Burnett, Development Officer Background Papers: Appendices 1-6 (attached) Ref: Page 81
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APPENDIX 1 Elgin Business Improvement District (Embrace Elgin) has been working for and with the Moray Council and the businesses in Elgin City Centre for the last 14 years. We are proud to have raised the profile of the Elgin business community, assisted new businesses to find properties & get established and promoted Elgin as a place to Embrace, Enjoy and Explore. In Autumn 2024 we wish to return to Renewal Ballot, allowing the BID membership to decide if the BID should continue for a fourth term. Consultations and surveys have already begun with the membership to gather their views, opinions and identify their priorities moving forward. Below, you will find a short “Snapshot” of what has been achieved in Phase 3, more detailed information can be found in the Annual Reports and Mid Term Review, all of which are available on the Embrace Elgin Website- https://www.embraceelgin.co.uk/information-bulletins-company-reports/ What Has Been Achieved Gull Management Project o Our Gull Management Project has been ongoing since 2018. Alongside a variety of preventative measures to stop the gulls from nesting we have also undertaken egg & nest removal each year, we estimate around 1,200 eggs have been removed. This is 1,200 gulls that will not come back to nest each year when they reach mating age. o We have invested in two sonic devices in 2022 & 2023 with a further two being installed for gull season in 2024. These devices have been proving very successful, preventing gulls from nesting in the area and contributing to a more peaceful urban environment. Elgin Gift Card Launched – Town Centre Gift Card being accepted by more than 80 business members, encouraging people to shop local- since 2018 this has equated to £96K which is locked into the local business community. Food & Drink Guide created – featuring every business member who supplies a food offering (from sandwiches to steaks), this has been updated from a PDF to an interactive online map. Business Map has been updated from a PDF to an online directory on our website which links to every business’s website or social media (where they have it). Extensive Elgin marketing – through printed press, radio and & social media Business Promotion – Via social media utilising a variety of platforms - free to all BID members. o A new addition in 2023 was the Embrace Elgin Magazine where BID members can advertise for free. The magazine goes to every Item 8. Page 83
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APPENDIX 1 residential & commercial property within Elgin as well as pick up points at Elgin Library, Tesco & UHI Moray. Property Support o The BID office has continued to hold a number of vacant property keys on behalf of agents and landlords. We have led on a collaborative approach working with Moray Council’s departments when arranging viewings with potential tenants. o Current available properties are listed on the Elgin BID website and highlighted on media platforms. When potential new businesses are in touch with the office, they are signposted to the available property page. Grants – yearly grant is available to all BID members. Since 2020 we have awarded 64 businesses a grant equating to over £25k in grant funding (our grant is 50% up to £500). Grants can be applied for new signage, upgrading windows/doors, CCTV, gutter cleaning and more. Promotion of Moray Council support – assisted with promoting and gaining business feedback on behalf of the Moray Council on their plans for the Elgin Town Centre regeneration. Business Member Bulletin – Keeping all members updated with what is happening and activities they can get involved in Mediation for members – Where businesses have a problem we are often called on for support and advice Learning Suite has been developed to support business needs that will be ran over the course of a year which is free to their staff/volunteers. Vacant Shop rate as of December 2023 was at 9.6%, this is still under the national average. Moray Council COVID Grant & Town Centre Improvement Grant Support - A number of grants were made available from Scottish Government through the Moray Council during COVID to assist businesses. We supported a number of applicants either through helping fill out the paperwork or by chasing up applications. Employment Opportunities- There is a dedicated page on our website where current employment opportunities in the town centre are listed. Street Cleaning- We have employed two Street Ambassadors who on a weekly basis do litter picks of the town centre collecting on average 8-12 large bags of litter. This is in addition to the efforts of Moray Council's cleaning teams and the company we've hired for three mornings each week. This commitment to cleanliness is a testament to our dedication to keeping Elgin pristine. Brightening Up Plainstones: In late Summer 2023, we embarked on a project to paint the lampposts and black tree benches around the Plainstones, adding a touch of vibrancy to this central hub of our community. The project will continue into 2024, ensuring that all benches receive a fresh coat of paint when stable weather conditions prevail. o Bright bunting and flower arrangements are also organised by and arranged by BID. Page 84
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APPENDIX 1 o 2024 will also see the introduction of dwarf fruit trees to our town centre, not only helping to combat carbon emissions but the fruit will also help the community. Page 85
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1 | P a g e City of Elgin BID Ltd (Business Improvement District) Draft Proposal Term 4 17th April 2025- 31st March 2030 Item 8. Page 87
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2 | P a g e Table of Contents Section Content Page(s) BID Proposal – Compliance with Legislation 4-10 1 Forward by the BID Board of Directors Chair 11 2.0 Executive Summary 12 2.1 Mission Statement of Elgin BID 12 2.2 Aims and Objectives of Elgin BID 12-13 2.3 Key Findings 13 3.0 Introduction 13 3.1 What is a Business Improvement District? 13-14 3.2 Background to BIDs 14 4.0 Elgin’s position 15 4.1 Why does Elgin need a BID? 15 4.2 The history of BIDs in Elgin 15 4.3 How will Elgin benefit from a BID 15-16 4.4 Local Authority support 16 5.0 The BID Area 16 5.1 The BID map and streets 17 6.0 Elgin BID Management 18 6.1 Management and Operation of the BID 18 6.2 BID Board of Directors 18 6.3 Management of the BID 18-19 7.0 The Consultation Process 20 7.1 Introduction to consultation process 20 7.2 Consultation/ Engagements 20-21 7.3 Key Findings 21 8.0 Proposed Improvements 21-22 9.0 The BID Levy 22 9.1 Who will pay the BID Levy 22-23 9.2 Exclusions 23 9.3 The Levy Table 24 9.4 Collection of The Levy 24 9.5 Enforcement 24 10.0 The Voting Process 25 10.1 Renewal ballot 25 10.2 The Ballot 25-26 10.3 BID timetable 26-29 11.0 Public Sector Involvement 30 11.1 Baseline services 30 12.0 Measuring Success 30 12.1 Measuring Success of the BID 30 12.2 Marketing, Communication & Social Media 30 13.0 Finance 31 13.1 Estimated Income & Expenditure 31 13.2 Financial Management Arrangements 31 13.3 Elgin BID Projected Expenditures & Income 31 13.4 Estimated Income & Expenditure Table 32 Page 88
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3 | P a g e 14.0 Contact Information 33 Appendix 1 Support for Elgin BID Ltd Attached Appendix 2 Summary of business member consultations – supportive information can be found below Attached Appendix 2 A June 2023- Members Bulletin – Business Breakfast @ Elgin Youth Café on 21/07/2023 Attached Appendix 2 B September 2023 -AGM &Awards night survey 27/09/2023 Attached Appendix 2 C October 2023- Have your say invite @ the Gallery Room, Elgin Library on 06/11/2023 Attached Appendix 2 D January 2024- Members Bulletin - Business Lunch @ The Ex- Services Man’s Club on 16/02/2024 Attached Appendix 2 E February 2024 – Members Bulletin- Link to renewal ballot survey Attached Appendix 2 F Partnership Community Consultation May- June 2024 Attached Appendix 2G Business Survey Attached Appendix 3 Business Plan 2025-2030 Attached Appendix 4 Draft Database Attached Appendix 5 Elgin BID Board meeting note – 12th February 2024 Attached Appendix 6 Elgin BID Board meeting note – 15th May 2023 Attached Appendix 7 Elgin BID Board meeting note – 5th August 2024 Attached Appendix 8 Formal notification to put BID proposals to Ballot (draft) Attached Appendix 9 Moray Council baseline information provided to Elgin BID Attached Appendix 10 Police Scotland- Baseline information Attached Appendix 11 Board Agreement Attached Page 89
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4 | P a g e BID Proposal - Compliance with Legislation In accordance with Business Improvement District (Scotland) legislation we acknowledge that as the Proposer, we must submit to Moray Council (MC) and Scottish Ministers the following in respect of BID proposals, Renewal Proposals and Alteration Proposals: - 1. A document which demonstrates a cross section of at least 5% of the electorate, within the BID area supports the BID Proposal. Details of the support shown for Elgin BID can be found in Appendix 1. To date 47 eligible people have confirmed their support which is the equivalent of 11.2% of the Elgin BID businesses able to vote. The information has been gathered in several ways in order to maximise opportunities for engagement, including one to one meetings, surveys and consultation discussions with the Board of Directors. 2. A summary of the consultation the proposer has undertaken with those persons eligible to vote. The Elgin BID Management team oversaw the process of consultation with the businesses. The consultation took the form of a survey that was issued to all levy payers in the BID area in July 2024. Business consultations took place from July 2023 through to August 2024. Please refer to Appendix 2 (Details of Consultation) and Appendices 2a-f and section 7.0 for a summary of the consultation on page 19-21 of this proposal. 3. The Proposed Business Plan. A copy of the BID Business Plan will be issued to all those eligible to vote in the ballot. Please refer to Appendix 3 (BID Business Plan). 4. The financial management arrangements of the BID body. Please refer to Section 13.2 Financial Management Arrangements on page 31 of this Proposal. 5. The arrangements for periodically providing Moray Council and billing body with information on the finances of the Elgin BID. Thorough and robust management of the BID finances are integral to the company’s operation. Detailed procedures are in place which cover all aspects of the company’s finances and financial processes, the independent auditor reviews all processes and financial transactions as part of the annual audit. Page 90
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5 | P a g e The BID Manager ensures that the BID Board of Directors are updated on the company’s financial situation at the Board meetings, this Directorship includes representatives and observers from Moray Council. The Manager, Chair and company accountant have ongoing correspondence relating to the budget and project spend. 6. The names and addresses of all those eligible to vote and a description (address) of each relevant property. Please refer to Appendix 4 (Database). 7. A notice in writing requesting that Moray Council instruct the Ballot Holder to hold a ballot In accordance with legislation the request to the local authority to instruct the ballot holder to hold a BID ballot is attached as Appendix 8. 8. Provide the Moray Council and the Billing Body with such information as they shall reasonably require, to satisfy themselves that the BID proposer or, as the case may be, the BID body, has sufficient funds to meet the costs of the BID Ballot. The BID Company set aside sufficient funds to meet the cost of the BID Renewal Ballot for the 2025-2030 period. This budget was approved by the BID Board at the Quarterly Board meeting on the 5th of August 2024 The costs will be met in full by the City of Elgin BID Ltd and will not be met by Moray Council. Please refer to Appendix 7 – the budget approved by the Board (details can be found in Operational Budget section). 9. A statement of the works or services to be provided, the name of the person responsible or body for the implementation (delivery) of these works and services and the status of such person/s. Both on and after the date of the BID proposals come into effect. Please refer to Appendix 3 (BID Business Plan) for the proposed works and services. On a successful renewal ballot outcome, Elgin BID Ltd (a not-for-profit company limited by guarantee with no share capital) will continue, as before, with up to 14 volunteer elected directors from the eligible persons (the levy payers), limited to one eligible person from each eligible property continuing in post. The directors will oversee and give direction to the delivery of the projects and services; and current staff contracts will continue to ensure the ongoing delivery of the BID projects and services. For full details please refer to section 6.3 Management of the BID on page 18-19 of this Proposal. 10. A statement of existing baseline services provided by the Local Authority, Police Scotland and other agencies Please refer to Appendix 9 (Moray Council Baseline Services). Appendix 10 (Police Scotland Baseline Services). . Page 91
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6 | P a g e 11. A precise description of the geographical area of the BID, including a map, which defines the boundaries of the BID area. Please refer to Section 5.1 The BID Map and Streets on page 17 of this Proposal for a GIS map and a list of the streets and roadways in the BID area. 12. A statement providing details of any additional financial contributions or additional actions, for the purposes of enabling projects specified in the BID Proposals i.e. where a BID project is expected to cost £X and the proposed levy raises a smaller amount £Y, then the BID Proposals must state how that funding gap £X - £Y is to be met and by whom. The BID income and expenditure is outlined in the Finance section – page 32 of this Proposal. The Income and Expenditure table can be found on page 32 of this Proposal. The BID income and expenditure has been calculated to deliver all the activities as defined in the Proposed Improvements section – pages 21 of this Proposal, without the requirement for additional financial contributions. The BID will aim to attract additional funding from other sources over and above the levy during Phase 4 to allow the development and delivery of additional services. 13. A statement of which aspects of the BID Proposals and or Business Plan may be altered without the need for an alteration ballot to be undertaken. The BID Board of Directors will have the authority to adapt or alter the projects and activities from time to time and year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Please refer to section 6.3 Management of the BID on page 18 of this Proposal for the statement. 14. A statement of the proposed start and end dates of the BID arrangements and the term of the BID. The BID arrangements must commence no later than a year after the date of the statement. Following a successful ballot, the Elgin BID will commence activities on the 14th of April 2025. As the BID will be for a term of 5years, it will cease its activities on 31st of March 2030. 15. BID Proposals shall specify the apportionment of BID levy in respect of relevant properties and who will be liable to pay the levy: - proprietors, tenants, occupiers or if appropriate a specific business sector or sectors of businesses who will participate. The BID levy will be paid by the occupier (the eligible person liable to pay the non-domestic rate), however, the property owner will pay the levy where a property is vacant or empty on the day the levy invoice is issued and for all the period thereafter when the property is vacant. A minimum levy of £60 is proposed as an entry level contribution, for all properties based within the BID boundary, with a non-domestic rateable value of up to £5,000. Page 92
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7 | P a g e A maximum levy of £9,760 is proposed for non-domestic properties liable to pay the non- domestic rate having the rateable value of £610,000 and above. Please refer to pages 22-24 – The BID Levy of this Proposal, for further details. 16. Confirmation that the levy is to be calculated as a % of the RV or how the charge was arrived at. Following extensive discussion by the BID Board of Directors, at the Board meeting dated 12th February 2024, it was formally agreed to make no changes and keep the levy rate at 1.6% of the non-domestic rateable value of eligible businesses, if the Renewal Ballot is successful, this will come into force from the 14th of April 2025. See Appendix 6 – Elgin BID Board Meeting Note 15th May 2023 for further details. Please also refer to section 9- The BID Levy on page 22-24 of this proposal for full details of the BID levy and how the charge was arrived at: and to appendix 11- Board Agreement 17. Confirmation that the % levy or fee is to be calculated or the RV of the property on the date of the ballot, or, if not, another date and that is the date, which will be used to calculate the levy or fee of the BID (BIDS handbook). The fee structure is based on the rateable value on the property on the day of the ballot, 11th of April 2025. Please refer to section 9 The BID Levy on pages 22-24 of this proposal for full details of the BID levy. 18. The apportionment of the levy between proprietors, tenants and occupiers – providing the BID is including tenants and proprietors in its proposals. The BID Proposal does not include proprietors (property owners) except where the eligible property is vacant or empty when the property owner will be liable for the payment of the levy. The occupier (the eligible person liable to pay the non-domestic rate) will be liable for the payment of the levy. Please refer to The BID Levy - pages 22-24, of this proposal for full details. 19. A statement as to how the Elgin BID arrived at who will pay the levy, the % levy, and how the levy will be split between proprietors, tenants and occupiers (BIDS Handbook) The Elgin BID Board of Directors set the geographical boundary for the Business Improvement District following extensive discussion in the lead up to the Renewal ballot. In addition, after equal discussion a decision was made by the Board about who will pay and the % of the non- domestic rateable value liable for levy. Discussion took place at the Elgin BID Board Meetings on February 2024 and August 2024 the Meeting Note from the Board of Director Renewal Ballot meeting is attached. Appendix 5 and appendix 7. It was decided by the Board of directors that the Boundary will not be altered or expanded at this current time. Please refer to appendix 11 Board Agreement Page 93
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8 | P a g e 20. Whether any future re assessment of the RV of the property by the Rates Assessors will or will not be taken into account in the calculation of the levy (BID’s Handbook). The Board of Directors have agreed that if there is a rates revaluation during Phase 4, the new rateable values set by the Scottish Assessors Association will apply and the BID levy will be re- calculated to reflect the new rates. 21. A statement on why groups or individual businesses are exempt or receive a levy discount Please refer to Section 9.2 Exclusions on page23 of this proposal for full details of all exemptions to the levy. The BID Board agreed (please refer to appendix 11 for Board agreement and board minutes appendix 7) the properties exempted would receive no benefits from the BID projects and services. 22. A statement on whether the levy will be index linked (BIDS) Handbook The BID levy will be index linked and tied to CPI on the date of the issue of the levy invoices, but subject to the agreement of the Board of Directors on an annual basis. Any increase will be at a rate annually of not more than a maximum of 3.0% on the previous years BID levy. 23. A statement on whether any of the costs incurred in developing the proposals holding of the ballot or implementing the BID arrangements are due to be covered through the BID levy. None of the above costs will be met through the BID levy. Page 94
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9 | P a g e 24. The constitution of the BID Company to be formed and its legal status. A statement on who will administer the BID, the details regarding the BID Board and the BID body, and who drew up the BID proposal and Business Plan (BIDS) Handbook. Please refer to section 6 Management of the BID on pages 18-19 of this proposal for details on how the BID Company will continue to be administered. The City of ELGIN BID Company, is not for profit limited by guarantee and will continue to be administered by the Board of Directors who will be drawn from the eligible persons (liable to pay the levy) but restricted to one eligible person per eligible property. Nominations of directors from outside of the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. The projects and services will continue to be delivered by the existing BID team. For full details please refer to Section 6 Management of the BID on pages 18-19 of this Proposal document. Angela Norrie, the BID Manager prepared the BID Proposals, Business Plan and associated appendices in full consultation and support from the City of Elgin BID Board. 25. The methodology for BID Levy payers to nominate themselves or others to the Board of Directors (BOD) and the proposed makeup of the BID Board, (BIDS) Handbook. Every eligible person, who is liable to pay the levy, will have the opportunity to nominate themselves or someone else within the BID area to be elected to the BID Board. Directors will be limited to one eligible person per eligible property. Nominations of Directors from outside of the BID, who do not pay the levy and who may or may not represent those making or other financial contributions towards the BID, will be strictly at the discretion of the Board of Directors. Please refer to section 6 Management of the BID on page 18 of this proposal for full details on how levy payers can participate on the City of Elgin BID Company Board of Directors. 26. A statement on how the BID Proposals will be published prior to the ballot (BIDS) Handbook The proposer shall send a copy of the BID Business Plan to all persons eligible to vote on the proposal. The Elgin BID Business Plan and this Proposal will be featured on the Elgin BID website – www.embraceelgin.co.uk, which is in the public domain. Should a hard copy of the Proposal be requested, this will be provided. In line with Data Protection and GDPR the Database will not be publicised. Page 95
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10 | P a g e “Business” or variations of the word “business” are used throughout this document. The word “business” in this context refers to property owners or tenants and occupiers of properties who are liable to pay the non-domestic rate (NDR), whether they pay the business rate or not. This includes all properties listed on the Scottish Assessors Association Portal (website) with a non-domestic rateable value, many of whom may be a charitable organisation, public sector organisation, social enterprise or community group who may not consider themselves to be a business. Page 96
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11 | P a g e Forward by the Chair of the Board of Directors On behalf of the Elgin BID Board, it is my pleasure to present our BID Proposal for Phase Four. As we embark on this new chapter, it is important to reflect on the remarkable journey we have undertaken together over the past four years and to look forward with ambition and optimism. Since the inception of Elgin BID in 2010, and through our subsequent renewals in 2015 and 2019, we have consistently worked to enhance the vibrancy and economic resilience of Elgin City Centre. Our collective efforts have driven significant investments and improvements, making our town a more attractive place to live, work, and visit. Over the last phase, our projects have delivered substantial benefits. Our success stories include the establishment of the Elgin Gift Card and the loyalty card programme, both of which have strengthened local spending and community engagement. Additionally, we have significantly reduced vacant property rates, transforming Elgin into a thriving business hub. Our commitment to fostering a supportive environment for businesses has been unwavering. Through tailored support services, grant schemes, and marketing initiatives, we have helped our members navigate challenges and seize new opportunities. We have been instrumental in securing free parking pilots in the city, which have improved accessibility and footfall for businesses. As we transition into Phase Four, our focus will be on building upon these achievements. We aim to introduce new initiatives that further enhance the business landscape, promote sustainability, and drive economic growth. Our plans include expanding our support for digital transformation, increasing collaboration among businesses, and continuing to advocate for infrastructure improvements that benefit all stakeholders. We believe that by working together, we can achieve even greater success in the coming years. Our business plan is not just a roadmap; it is a testament to our shared vision and commitment to making Elgin a thriving hub of activity and prosperity. Thank you for your continued support and dedication. Together, we will ensure that Elgin BID remains a driving force for positive change in our community. Sincerely, Stephen Young Chair, Elgin BID Page 97
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12 | P a g e 2. Executive Summary 2.1 Mission Statement of City of Elgin BID Ltd To work collaboratively with the business community in Elgin City Centre to provide support and advice, and to promote the city as a premier destination to: “Embrace, Enjoy, and Explore”. 2.2 Aims and Objectives of Elgin BID are: Elgin BID will continue to be “to deliver a series of projects and services to improve the trading environment of Elgin City Centre to the benefit of the City Centre economy, the levy paying businesses, their customers, clients and visitors”. The principal aim of the BID is to deliver projects and services that will improve the trading environment of the BID area to benefit businesses, their customers and visitors. The objectives of the BID are: - • To improve the economic opportunities and trading environment for new or existing businesses in the Elgin City Centre BID area. • To help support, facilitate and develop a stronger local economy. • To increase footfall and thus economic prosperity in the area. • To make the BID as far as possible “cost neutral” for each business. • To help address the issues of individual sectors. • To help address the issues of individual City Centre trading areas. • To improve businesses connectedness and their relationships with each other, the local authority, partners and the wider community. • To work in partnership with the local authority and stakeholders as appropriate including in respect of strategic initiatives to increase wider investment and improve development opportunities. • To market and promote the area to a wide range of visitors including resident, local, regional and tourists. • To give businesses a strong, unified, and representative voice on a range of issues. • To support local third sector organisations whose aims, align with the BID. • To promote and facilitate ongoing dialogue with businesses on a 1-1 basis or via dedicated Steering or Focus Groups throughout the next term to promote an inclusive and engaged approach to activities. • To undertake projects and activities across our four main themes identified by our businesses as being of greatest importance: Our Core Themes to Deliver Your Priorities for the next Term are: 1. Vibrant & Thriving Elgin a. Promote Elgin City Centre: Attract visitors and enhance the city's appeal through strategic marketing and events. Page 98
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13 | P a g e b. Boost Commerce: Create campaigns and initiatives that highlight the unique offerings of Elgin's businesses. 2. Entice & Inviting Elgin a. Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. b. Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. 3. Engaged & Supported Business Community a. Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. b. Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. 4. Safe & Secure Elgin a. Safe City Centre: Work with local law enforcement and community groups to ensure a safe environment for businesses and visitors. b. Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. 2.3 Key Findings The Elgin BID Board of Directors supported by the office staff has undertaken a wide range of engagement with the Business members and stakeholders. This work identified the businesses priorities, that the Board will address though the themes listed above, and the projects outlined later in this Proposal. The key finding of the consultations is that whilst a lot has been achieved over the last 15 years, businesses continue to face major pressures. Support is still required and Elgin BID as a coordinating body, is in the ideal position to represent the businesses and ensure that their views and opinions are heard. Elgin BID will, on behalf of our business members, act in a clear and structured way in order to drive forward the projects outlined in the themes above by ensuring that we are meeting the business members priorities and responding to their desires. 3. Introduction 3.1 What is a Business Improvement District? A Business Improvement District (BID) is created when businesses come together and agree to collaboratively invest in projects, support and services that will help the business environment within a set geographical area or sector. BIDs are developed, managed and paid for through a compulsory levy by businesses who have a non-domestic rateable value. In line with legislation, each eligible person liable to pay the levy will be able to vote on whether the BID goes ahead. Should the BID be approved, all eligible businesses within the boundary are then liable to pay their levy. Page 99
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14 | P a g e A BID is not a replacement for statutory services or investment by statutory authorities, it does however add additional investment and value. While the work is undertaken by the BID company it is directed by the business members. For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. In Scotland the maximum duration of a BID is 5 years, after which it will have to secure another mandate. 3.2 Background to BID’s BIDs were first started 55 years ago in Bloor West Village, Toronto, Canada, by the town’s business community who were placed under increasing pressure from the new shopping centres, which were pulling shoppers away from the traditional town centre out to the new shopping malls. They successfully lobbied for legislation for all the businesses in the proposed BID area to pay a levy. The levy money was then used to improve the physical appearance of the town, and promote the town centre as a vibrant, attractive and safe place to work, shop and live. The strategy paid off, as shoppers started to return to the town centre in large numbers. The success paved the way for future BIDs, not only in Toronto; but spreading throughout Canada, and the USA in the late 1960’s and 1970’s. Today there are BIDs located worldwide. BID legislation was passed in Scotland in 2006 with the Scottish Government funding 6 pilot projects in March 2006. The Scottish Government fully supports the development of BIDs in Scotland. An additional measure of BIDs success is in the renewal process. Most BIDs run for a period of five years with the vast majority continuing, for consecutive terms, when they come up for renewal. Currently, there are 27 BIDs in their second or third BID terms equating to 52 successful renewal ballots demonstrating that businesses value the projects and services delivered by the BIDs. As of December 2024, there are 37 fully operational BIDs in Scotland with a further 20 in development. BIDs can support regeneration, grow local economies, create local employment and provide a cleaner and safer trading environment. A key element to their success is that the local businesses take ownership and responsibility for their trading environment, identifying the projects necessary to resolve common problems and issues, and overseeing their implementation, whilst also contributing to the future direction of the town and its future development. Page 100
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15 | P a g e 4. Elgin’s Position 4.1 Why does Elgin need a BID? Elgin like all Town and City Centres has faced pressures caused by the worldwide economic slump, the COVID 19 pandemic and general costs of doing business, this added with high rateable values on commercial properties and the reduction of the number of “national” high street stores has been a catalyst for town centres to evolve and think in new and innovative ways. Business owners have also experienced increased operational costs, for example wages and pensions, all of which have made the last 15 years a difficult trading environment. Elgin through the BID model has however allowed the businesses to shape the direction and promotion of the BID area. Having an elected organisation whose sole remit is to work for and with the businesses has provided a mechanism to combat these pressures and focus on new and innovative ways to market, promote and drive-up footfall across all business sectors. 4.2 The history of Elgin BID In 2009, following a business led campaign Elgin BID went to ballot, having successfully achieved a mandate by the businesses Phase 1 began in February 2010. In Autumn 2014, the company undertook the Renewal Ballot campaign and having secured a second mandate Phase 2 began in Feb 2015. This success continued and saw Phase 3 come into action Feb 2020. 4.3 How will Elgin benefit from a BID All businesses in the City Centre benefit from the projects and services the BID currently delivers for example: - • Shop Improvement Grant Scheme: Vital funding to help businesses enhance their premises. • Property Support: Assistance with marketing and maintaining vacant properties for landlords. • Marketing and Business Promotions: Our social media platforms, website, and digital display boards are a vital key to advertising • Embrace Magazine and Elgin Gift Card: Important tools for local engagement and commerce. • Events: Popular events like Food & Drink festivals, Halloween, and the Christmas Light Switch-On draw footfall to our businesses. • Farmers Market and Event Support: Support for licensing and organisation of the farmers market and non-BID events, has benefited our businesses by attracting footfall to our businesses. • Business Advocacy: Lobbying efforts on behalf of local businesses. • Street Cleaning and Floral Displays: Essential services to keep our town clean and attractive. Page 101
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16 | P a g e • Business Support Programmes: Initiatives such as training and awareness sessions in all aspects of business and legal requirements. • Gull Control Programme: Efforts to manage the gull population and educate community on ways to deter. • Free Town Wi-Fi. • Training and Awareness Sessions: Educational sessions for business owners and staff. 4.4 Local Authority support Moray Council has provided a wide range of support over the last fifteen years, including in the early days direct financial support. Moray Councillors have been particularly helpful and supportive throughout that time, additionally we have built strong relationships with elected members from other areas within the Region, sharing information and project ideas. Elgin BID regularly work with and has strong mutually beneficial relationships with Heads of Services and Department staff in several departments. Elgin BID on behalf of business members regularly liaise with Moray Council officers on a wide range of concerns e.g. planning applications, waste management and legal matters. Other key strategic and operational partners include Visit Moray Speyside Tourism, Scotland’s Town Partnership, the Elgin Benevolent Trust, the “Northern BID’s” and Business Gateway. 5 The BID Area Strategic Decisions for the 2025-2030 BID During the development of the 2025-2030 Elgin BID Business Plan, the BID Directors explored the possibility of revising the BID Area. However, after thorough consideration and recognising the strong synergy between the BID programmes and the dynamics of our City Centre, it was unanimously decided to maintain the existing boundaries for the fourth term. Consequently, the BID Area will remain unchanged, continuing to encompass all separate rateable properties in the heart of Elgin City Centre. This includes a diverse mix of retail, office, leisure, and other commercial businesses. This version aims to clearly communicate the decision-making process and the reasons behind maintaining the existing BID boundaries, reinforcing the commitment to supporting the dynamic City Centre business community. The BID area extends from the following streets, included either in whole or in part: Page 102
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17 | P a g e 5.1 The BID map and streets The BID boundary incorporates the following streets: - Academy Street (Part) Batchen Street Blackfriars Road Boroughbriggs Rd (Part) Commerce Street Cooper Park (Part) Culbard Street Cumming Street (Part) Francis Place Gordon Street Greyfriars Street (Part) Hall Place Harrow Inn Close Hay Street (Part) High Street Lossie Wynd Lossie Wynd North Masonic Close Mayne Road (Part) Moray Street Moss Street (Part) North College St (Part) North Guildry Street North Port North Street Northfield Terrace South College St (Part) South Street (Part) Thunderton Place Trinity Place (Part) Trinity Road Page 103
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18 | P a g e 6 Elgin BID Management 6.1 BID Staff The BID Manager is Angela Norrie and is accountable to the BID Board. The Office and Project Executive is Lori Walters Our Street Ambassadors are Willie Duncan and Sam Mainland 6.2 BID Board The BID Board, overseeing the renewal ballot, is made up from a cross section of the business community in the area and includes 1 locally elected councillor. Advice is also given by 1 Council officer. Ultimately all key decisions relating to the renewal of the BID have been taken by the BID Board, who are as follows: Directors Stephen Young: BID Chairman: (Manager St Giles Centre) Darren MacDonald: BID Vice-Chair: (Director, Nort East Financial Service) John Divers: (Councillor – The Moray Council) Leigh Ellis (Manager Muckle Cross Pub) Derek Duncan (Director of Information, Planning & Student Support Moray College UHI) Juliette Buchan (Director Against the Grain) Stuart Huyton (Trustee of Elgin Museum Moray Society) Sophie Masson (Bank Manager Bank of Scotland) Katherine MackIntosh (Managing Director- Regeneration Robertson Group) 6.3 Management of the BID Following a successful yes vote, the management and operation of the BID will continue under the existing company structure and name, City of Elgin BID SC365793, which will operate from 14th April 2025 The Company will continue to be managed by its Board of Directors operating in an open and transparent way and answerable to the businesses in the area. The Directors are committed to the highest standards of management, governance and accountability; recognizing good governance helps deliver the strategic objects of the company. There will be a detailed set of protocols (the Operating Agreement) which will cover, as well as other items, the billing, collection and transfer of the levy to the Company. The Board of Directors may consist of up to 14 directors, of which there are currently 10 in office. An active campaign will be launched after the successful ballot to recruit additional directors to the Board. Every eligible person that pays the levy will have the opportunity to nominate themselves or someone else from within the BID area to be elected to the Company Board but limited to one eligible person from each eligible property. Page 104
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19 | P a g e Nominations of directors, representatives, or advisors from outside the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. The Company will continue to be run by the businesses for the businesses. This Board will be responsible for all decisions relating to staff, contracts, the delivery of the approved business plan and other activities generated by the BID. The Board will be representative of the businesses and stakeholders in the area. The Chair, Vice Chair and Finance Director will be elected from the directors of the Board. The Board will include 1 representative from Moray Council. There will also be non-voting representatives from Police Scotland. Other non-voting members or local groups may be co-opted onto the Board at the Board’s discretion. The BID Company Board will have the authority to adapt or alter the projects and services from year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Additionally, the BID Company Board reserve the right to consider creating a charitable arm of the company to enable it to secure additional funding, which can only be sourced with charitable status. Page 105
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20 | P a g e 7 The Consultation Process 7.1 Introduction to the Consultation Process Due to its importance, consultation with BID members took place over a year long period, in several different ways and at varying times of the day, in order to ensure the greatest opportunity for engagement by members and stakeholders. 7.2 Consultations & Questionnaire Business Breakfast – July 2023 (launch of the consultation process) Annual General Meeting and Business Awards – October 2023 Business Evening – November 2023 Business Lunch – February 2024 3x Partnership Community Consultations- May-July 2024 Business Questionnaire – July 2024 The views and opinions expressed throughout these engagements have formed the basis of the key themes and projects presented in 2025 – 2030 Business Proposal, please refer to “Proposed Improvements” for more detail. In total, information was gathered from 120 different representatives from businesses, representing 28.5% of the membership, the sectoral breakdown of those who contributed can be found below. Professional Services includes – Financial institutions, Estate Agents, Legal Services Other includes – Property owners, developers and religious buildings What the Businesses Said Throughout discussions with the business members there were key themes that were consistently raised and highlighted as being critical to the future success of the City, full details can be found in Appendix 2 – Summary of Business Member Consultations. 18% 36% 11% 15% 9% 3% 8% REPRESENTATIVES FROM BUSINESSES Retail Professional services Hospitality Charity Other Land and property developer Hair and Beauty Page 106
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21 | P a g e A clean & Safe City Centre and Community Engagement ranked highest in the businesses priorities and as can be seen in Proposed Improvements emphasis has been placed on these areas to reflect this. The businesses were asked about a wide range of topics and ultimately asked to identify their top 3 priorities, equally important they were asked how they saw these being achieved. 7.3 The Key Findings Throughout the consultation process we gathered a lot of information and ideas, the same key issues and priorities were raised repeatedly. These have therefore formed the basis of the themes and resulting plans that will drive activity in Phase 4. 8. Proposed Improvements The information gathered throughout the consultation process clearly identified the priorities of the Elgin BID business members. These were then categorised into four key “Themes” listed below, these themes are underpinned by several projects which will be used to drive activity and ensure Phase 4 is a success. o Vibrant & Thriving Elgin o Entice & Inviting Elgin o Engaged & Supported Business Community o Safe & Secure Elgin Further information can be found within the proposed Business Plan 21% 21% 20% 19% 19% Top Priority A clean & Safe City Centre Community Engagement Business Engagement Building a Reputation Tourism & Entertainment Page 107
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22 | P a g e 9. The BID Levy 9.1 Who Will Pay the Levy A BID levy is an equitable and fair way of funding additional projects and services, which the local authority and other statutory bodies are not required to provide. There are approximately 421 commercial properties in the BID area which will generate a BID investment levy income of approximately £170,500 per annum and an estimated total levy income of £852,500 over 5 years. It has been agreed by the BID Board:- • The levy structure will be based on 1.6% of NDR fixed on the rateable value (RV) of the property on the day of ballot 10/04/2025 • For years two to five the BID levy will be index linked and tied to CPI on the date of the issue of the levy invoices, but subject to the agreement of the Board of Directors on an annual basis. Any increase in the levy will be at a rate annually of not more than a maximum of 3% on the previous year’s BID levy. • The Board of Directors have agreed that if there is a rates revaluation during Phase 4, the new rateable values set by the Scottish Assessors Association will apply and the BID levy will be re- calculated to reflect the new rates. • The BID levy will be paid by the property occupier - the person liable to pay the non-domestic rate. • All eligible occupiers (of eligible properties) i.e., the eligible person liable to pay the non-domestic rate that are listed on the Local Assessors Valuation Roll on the ballot date will be liable to pay the levy. • The levy payments are not linked to what businesses actually pay in rates but are based on the rateable value of the property. • Properties with a levy fee of up to £100 per annum will receive one invoice, to be paid within one month of the date of the levy demand notice. All other levy payments (those over £100) will be paid in two instalments - one instalment payable within one month of the date of issue of the levy demand-notice and the second payable six months later by arrangement with Moray Council, billing body. • If there is a change, in occupier to a property, until a new occupier is found, the property owner will be responsible for paying the levy. Page 108
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23 | P a g e • Any new commercial development, subdivision of existing properties or merging of properties or new business with a non-domestic rateable valuation coming into the area during the 5-year term of the business improvement district will be liable for the BID Improvement Levy. • If a property is vacant on the day the levy invoice is issued or any subsequent vacant periods, the property owner will be liable to pay the levy. • Self-catering holiday accommodation which is not the sole or main residence of any person and which is available (or intended to be available) for letting on a commercial basis, with profit in mind, for short periods totalling more than 140 days in the financial year remain liable for non- domestic rates for the whole year and will be included and liable to pay the levy. 9.2 Exclusions Following discussion, the BID Board of Directors agreed to retain the existing exclusions. It is proposed to exempt lock-up garages, car parking, advertising stations, and the city substation from the BID levy. Zero Rated properties will also be exempt, in order to support their business owners as they develop their properties. As soon as these properties are liable for a Rateable Value, they will be eligible to pay the levy at a rate of 1.6%. The BID Board decided that there is no benefit from being part of the BID to the following categories of property and therefore are exempt from paying the levy e.g, Ad-spaces, fishing lodges, nursing homes, non-retail charities, places of Worship, health care centres, War Veterans Associations, Girl Guiding, The Scouts, The Boys Brigade, RAF Air Cadets. Page 109
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24 | P a g e 9.3 The Levy Table The BID Board of directors have made the decision to keep the BID levy at the same rate as Phase 3, i.e, 1.6% of rateable value, this is in recognition of the pressures faced by their members. An example of approximate levy payments is given in the table below. The below table is a guide only Rateable value (up to) £5,000 £10,000 £25,000 £50,000 £200,000 £500,000 £610,000 Proposed annual levy (1.6%) £60 £160 £400 £800 £3,200 £8,000 £9,760 Weekly cost £1.54 £3.07 £7.69 £15.83 £61.54 £153.85 £187.69 9.4 Collection of the Levy Moray Council will distribute invoices for the levy on behalf of the BID. These will be issued at the beginning of each financial year with the following payment options as standard practice: - • Properties with a levy fee of up to £100 per annum will receive one invoice, to be paid within one month of the date of the levy demand notice. • All other levy payments (those over £100) will be paid in two instalments - one instalment payable within one month of the date of issue of the levy demand-notice and the second payable six months later. 9.5 Enforcement In the event of any non-payment of the BID improvement levy, it will be strongly pursued by Moray Council (as the billing body) using the recovery powers available to the Council to ensure complete fairness to all the businesses that have paid. Moray Council will be entitled to charge an additional fee to the levy amount to meet any additional costs incurred in the recovery of the levy. Page 110
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25 | P a g e 10. The Voting Process In line with Scottish Government BID legislation, the BID ballot is a confidential postal ballot independently conducted by the ballot holder Moray Council, who have appointed Civica Election Services to undertake the ballot on the Council’s behalf. Prior to the ballot papers being issued, a “Notice of Ballot” will be sent to all eligible persons (the person liable to pay the non-domestic rate) within the BID area. 10.1 Pre-Ballot The BID Proposer must submit, at least 98 days in advance of the ballot date, the BID Proposals to the Local Authority, the Scottish Ministers and the billing body along with a letter detailing their intention to put the BID Proposals to ballot. Under legislation the prescribed local authority BID Proposal veto period, is 70 days prior to the day of the ballot. The local authority is required, under legislation, to notify the BID proposers and the Scottish Government, in writing, if the authority is or is not vetoing the BID proposals. A ‘Notice of Ballot’ will be issued at least 42 days before the day of ballot. The BID Proposer will make available a copy of the BID Proposal to any person, who is eligible to vote on the BID Proposals, who requests a copy. 10.2 The Ballot • Ballot papers will be issued to every business in the BID area at least 42 days (27th February 2025) before the day of ballot (10th April 2025) • Ballot papers, together with a copy of the Elgin BID Business Plan will be posted to the person responsible for casting a vote within their business. In the case of national companies, the responsibility for voting may lie with head office. • The BID ballot is a confidential postal ballot conducted by Moray Council on behalf of the City of Elgin BID Ltd and in line with Scottish BID legislation. • Where a property is vacant the voting papers will be sent to the property owner. • The final date for all ballot papers to be returned is 5pm on the 10th April 2025. Ballot papers received after this time and date will be null and void. • Voting papers will be easy to complete, businesses simply place a cross on either “Yes” or “No” to the question “are you in favour of a BID?” The ballot paper must then be signed by the person eligible to vote and returned in the pre-paid envelope. • For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. Page 111
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26 | P a g e • All eligible persons (i.e. those persons liable to pay non-domestic rates) will have one vote for each of the properties that they occupy. Where a person is liable to pay the non- domestic rate for more than one property, that individual shall be eligible to cast more than one vote. However, they will also be required to pay the levy for each of the properties that they occupy. Each paper counts as one vote. It is important that every paper received is completed and returned. • The ballot papers will be counted on 11th April 2025 and the result will be announced by Moray Council within one week. • Following a successful ballot the City of Elgin BID Ltd will commence on 17 April 2025 and will run for a period of five years until the 31st March 2030. 10.3 BID Ballot Timetable Item B-n Procedure Time Date Comments 1 B-196 Last day for notice of intention to put BID proposals to ballot to the local Authority, billing body and Scottish Ministers Regulation 4 At least 196 days before the day of ballot in accordance with regulation 4 and Regulation 5 (2) (a) (ii) and (b) By 26/09/24 Noticed submitted on 29/02/24 2 B-126 BID Review by Scotland’s Improvement Districts (SIDs). BID proposals reviewed and agreement reached as to whether a positive ballot result is achievable. If not achievable, then the BID should not go to ballot. By 05/12/24 3 B-98 Last day for the submission of the BID proposal to the local authority, billing body and Scottish Ministers. Regulation 5 (2) (a) (i) This would give the local authority at least 28 days to consider proposals before deciding whether to exercise their veto 70 days before the day of ballot. By 02/01/25 4 B-98 At least 98 days after item 1 the BID Proposer requests local authority to instruct ballot holder to hold ballot. Regulation 5 (2) (a) (ii) and (b) By 02/01/25 Page 112
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27 | P a g e 5 B- 70 Local authority to confirm, to the BID proposers and Scottish Ministers if it is or is not vetoing the BID proposals. Regulation 14 (1) For the purposes of section 42(2) of the 2006 Act, the prescribed period is 70 days prior to the day of the ballot. By 30/01/25 6 B-56 B-42 The local authority instructs the ballot holder to hold BID ballot. Ballot holder puts in place arrangements to hold BID ballot. Regulation 6 To allow time to put in place ballot arrangements, before issuing ballot papers (at least 42 days before day of ballot), it is recommended that the instruction should be made at least 56 days before the ballot date. Regulation 8 and Schedule 2 On receiving instruction under Regulation 6 to hold ballot the ballot holder puts in place the formal arrangements to hold ballot, including: - Securing the ballot date, publishing notice of ballot, and preparing list of persons entitled to vote. By 13/02/25 By 27/02/25 7 B-42 Publication of notice of ballot (by ballot holder). Issue of ballot papers. Schedule 2, para. 3a The ballot holder shall at least 42 days before the day of ballot, publish the notice of ballot. Schedule 2, para. 3 At least 42 days before ballot date. By 27/02/25 By 27/02/25 Page 113
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28 | P a g e Spoilt ballot papers. Schedule 2, para. 11 Returned spoilt ballot papers may be replaced at any time from the issue of ballot papers. From 27/02/25 8 B-42 Last day for postponing the day of the ballot by up to 15 days. Schedule 2, para. 2 (2) - No later than 42 days before the day of the ballot, the ballot holder may postpone the day of the ballot by up to 15 working days. By 5pm 27/02/25 9 B-10 Last day for the appointment of a proxy. Schedule 2, para. 5 (5) An application to appoint a proxy shall be refused for the purposes of a particular ballot if the ballot holder receives it after 5 p.m. on the tenth day before the day of the ballot. By 5pm 31/03/25 10 B-7 First day for the request for issue of replacement of LOST ballot paper. Schedule 2, para. 12 Where a voter has not received their ballot paper by the seventh working day before the day of the ballot, that voter may apply (whether or not in person) to the ballot holder for a replacement ballot paper. From 03/04/25 11 B-5 Last day for cancellation of proxy. Schedule 2, para. 5 (10) A notice under sub- paragraph (9) by a person entitled to vote cancelling a proxy’s appointment shall be disregarded for the purposes of a ballot if the ballot holder receives it after 5 p.m. on the By 5pm 05/04/25 Page 114
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29 | P a g e fifth day before the date of the poll at that election. 12 B Ballot Day Schedule 2, para. 2 N.B. The time-period in which a ballot can be secured in relation to the date the ballot holder published the “notice of ballot is detailed under Schedule 2, paragraph 2 – (1) (c) “at least 42 days after, but no more than 90 days after, the date on which the ballot holder published the notice required by paragraph 3 (a).” (See also Item 7). By 5pm 10/04/25 13 B+1 The Count Schedule 2, paras. 14-16 As soon as practicable after the day of the ballot, the ballot holder shall make arrangements for counting the votes cast on such of the ballot papers as have been duly returned (in accordance with paragraph 13) and record the number counted. By 11/04/25 14 B+1 B+8 Declaration of results. Schedule 2, para 17 (2) The ballot holder, having made the certification under subparagraph (1) Shall: (a) forthwith make a declaration of the matters so certified; and (b) Give public notice of the matters so certified as soon as practicable and within 7 days after the counting of the votes. From 11/04/25 By 18/04/24 Page 115
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30 | P a g e 11. Public Sector Involvement 11.1 Baseline Services A baseline service agreement ensures the BID does not use the levy money to duplicate any services provided by Moray Council, Police Scotland or other statutory partners. The services directly delivered by the BID are additional to any statutory services. Baseline services agreement gives an assurance to businesses that the levy payment will only be used for additional projects and services which they voted on, in the Bid ballot. Additionally, a baseline agrrement avoids the risk that public agencies including Moray Council will not reduce its statory level of service to the BID area follwing a sucessful ballot. For a full list of services provided in the BID area by Moray Council, please refer to Appendix 9 Council baseline information and baseline agreement for 2025-2030 12. Measuring success 12.1 Measuring the Success of the BID Throughout the lifetime of the BID, all work undertaken on the BID projects and services will be monitored to ensure all proposed in the Phase 4 business plan achieve a high level of impact and are progressing to the satisfaction of the businesses that voted for the BID. The BID board of directors will monitor and oversee the efficient delivery of the BID projects and services. 12.2 Marketing, Communication and Social Media To ensure openness and transparency in the management of the BID company, following a successful ballot, the BID Board have agreed the BID Business Plan should include, but not limited to; - one to one business engagement, business briefings, business focus groups and forums, social media engagement, members only and shared resources hub, newsletters for those businesses (preferring hard copy information or with no access to IT), press releases, business networking meetings etc. Additionally, the following information will be displayed on Elgin BID website: - • The current BID business plan. • The BID ballot result. • The names of BID board members and either the name of their business or the sector they represent. • The methods levy payers can provide feedback to the BID e.g., AGM and/or other regular meetings. • An annual report detailing the BIDs the projects/services/initiatives delivered, and the Elgin BID Ltd achievements and the value the BID provides to levy papers. • Details of AGM. Page 116
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31 | P a g e 13. Finance 13.1 Estimated Income & Expenditure Additional sources of funding e.g. Grants and Trusts, Sponsorship, Donations and Voluntary contributions from within and out with the BID boundary will be sought throughout Phase 4. Any income generated will be in addition to investment from the BID business members. While additional funding from any of the above sources will allow the delivery of extra services, projects and activities, it has not been included in the financial details at this stage. 13.2 Financial Management Arrangements Thorough and robust governance processes are in place within the company ensuring that the company’s finances are carefully and professionally managed. Levels of delegated authority are in place to ensure that the Board of Directors are fully aware of spend. Two Directors are required to authorise cheque payments and the ongoing financial management is overseen by the company accountant. The BID manager prepares a draft budget for the forthcoming year annually and this is presented to and authorised by the Directors and Chair. A full company independent audit is completed each year following preparation of the annual accounts and provides an additional layer of accountability. Once audited an extract of the accounts is presented to the BID members at the Annual General Meeting before being posted online as part of the Annual Report. 13.3 Elgin BID Projected Expenditure & Income The BID board of directors will continue to seek to use the money raised through the BID Levy to lever additional project support and sponsorship to add value to the contribution from businesses. The board of directors will have the ability to adapt or alter the project and services as required to reflect any change in the economic circumstances or any new opportunities that may arise and which are in the best interest of the businesses providing that the BID aims and objectives remain adhered to. Page 117
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32 | P a g e 13.4 Income and Expenditure Table Income Year 1 Year 2 Year 3 Year 4 Year 5 Grand Total Total per year £170,500 £170,500 £170,500 £170,500 £170,500 £852,500 Key Development Themes Year 1 Year 2 Year 3 Year 4 Year 5 Total Vibrant & Thriving Elgin: Promoting Elgin City Centre to through strategic marketing and events. Boost Commerce: Create campaigns and initiatives that highlight and support the unique offerings of Elgin's businesses. £34,746 £34,400 £34,400 £34,400 £29,500 £167,446 Beautiful & Inviting Elgin Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. £23,500 £24,000 £24,000 £24,000 £23,500 £119,000 Engaged & Supported Business Community Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. £5,500 £5,600 £5,600 £5,600 £5,500 £27,800 Safe & Secure Elgin Safe City Centre: Work with local law enforcement and community groups to ensure a safe environment for businesses and visitors. Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. £4,500 £4,500 £4,500 £4,500 £3,000 £21,000 Operational costs, including staffing, auditing, BID levy collection, Insurance, Utility bills, monitoring and evaluation £93,254 £93,000 £93,000 £93,000 £100,000 £472,254 Contingency £9,000 £9,000 £9,000 £9,000 £9,000 £45,000 Page 118
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33 | P a g e Information Angela Norrie BID Manager City of Elgin Business Improvement District 13 Harrow Inn Close Elgin IV30 1BP hello@elginbid.co.uk 01343 550652 Page 119
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Appendix 1 - Support for Elgin BID Following initial consultation and surveys of the businesses our canvassing confirmed that 11.2% (47) by number were in favour of the BID. Name of Local Contact Company or Trading Name Business Type Monique Alazate Aimee Stephen Callum Bowie Erine Ferrie Lee Midlane Paul Shorter Lisa Frankland Nathan Snyder Clair Ferguson Vic Flett Stephen Young Darren MacDonald Paul Green Eve Darling Gordon Cruickshank Sally Jackson John Davidson Kerry Dean Michael Dawson Juliette Buchan Danielle Brujban Sarah Holmes Barnardos Developing Young Work Force (Moray Region) Starbucks Enchanted Highlands IT Central RG MacDonald Duncan & Todd Royal Bank of Scotland Elgin Youth Development Group Sound & Vision St Giles Centre North East Financial Planning H Samuels Claires Accessories Hair & Body Mechanics Baytree Florist John Davidson Butchers Nelly Bo’s J.C Dawsons Against the Grain 19 Crepes & Coffee Pencil Me In Retail Public Service Retail Retail Professional Service Retail Professional Service Finance Charity Retail Shopping Centre Professional service Retail Retail Hairdressing Retail Retail Retail Retail Hospitality Hospitality Retail Page 121
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Kathline Shanks Wayne Thomson Leigh Ellis Sarah Holmes Kathrine MacIntosh Hazel Walters Rob Petrie Pam Challace William Stewart Bill Dalgarno Donald Squair Lee Midland Carole Robertson Laura McIntosh Julie Ferguson Tracy Hoston Kevin Strathdee Greg Robertson Kate Cutajar Dean Stewart Malin Haralanov Hayley Lucas Anna Bebas Nathan Davies Lynn Purvis The Little Lunch Box Waterstones Book Sellers The Muckle Cross (Weatherspoons) Seasgair Robertson Group Trespass Seaforth Club Pam Challace Nails & Lashes Elgin District Ex Services Club Elgin Museum Elgin Town Hall Box Brand Cancer Research Cocktail Joint Clan Cancer Support Santander Virgin Money Grigor & Young K&M Barbers Trendsetters North Barber Shop British Red Cross Moray reach Out Badenoch’s Batchen Street Coffee Hospitality Retail Hospitality Retail Landlord Retail Hospitality Beauty Hospitality Charity Event Venue Retail Retail/ charity Hospitality Charity Finance Finance Professional Services Hairdressing Hairdressers Hairdressers Charity Charity Hospitality Hospitality Page 122
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Appendix 2 Details of Consultation i. Questionnaire All businesses in the BID area were issued with a hard copy via post or hand delivered of the BID consultation survey (see appendix 2b). Respondents were able to return by post, to arrange collection, to drop it into the BID office or complete the survey through a link to google forms. For national businesses, questionnaires were issued to eligible persons at head office and also to store managers. In total approximately 400 questionnaires were issued and 44 questionnaires were returned by local businesses. We further issued a reminder in respect of the questionnaire via mailchimp (see appendix 2G). The results of the surveys are attached in the Proposal ii. Business Focus groups For the period of July 2023 to June 2024 we ran a series of consultations where we engaged with 120 members. We also conducted community consultation in Partnership with Moray Council engaging with over 300 individuals be consulted. iii. Evaluation The data collated from the survey, and from the focus groups enabled wider discussions as to issues, proprieties, and opportunities which further were noted to be considered in terms of themes for BID to formulate into the BID Business Plan. Once information was assimilated and analysed, Key themes emerged and the draft BID business plan was collated for term 2025-2030, on the basis of the feedback from business stakeholders. iv. Notice of Ballot and update of Eligible persons data 18th July 2024, all businesses were advised about ballot and asked to return and complete attached questionnaire to notify BID of any changes to held data in respect of eligible voters. All businesses invited to contact the BID manager also should they have any questions or to discuss. Page 123
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v. Engagement Although the formal consultation period has ended, BID will continue to engage with business stakeholders throughout the ballot process and details of contacts retained for our records. Page 124
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Appendix 2a E-Bulletin In Autumn 2024 we will be going back to Renewal Ballot. Prior to this we will hold a number of business meetings, networking sessions and surveys to gather your priorities for Elgin Town Centre going forward. Join us on Friday 21st June at Elgin Youth Cafe and provide your input to shape the next business plan for Phase 4 of Elgin BID. The breakfast will be on from 8am-10am, stay for the whole time or just pop in for a short while. Page 125
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Appendix 2a E-Bulletin Don’t worry if you can’t make this one, future events held at different times will be held over the next year. For catering numbers, we ask that you please book your slot through Eventbrite. Book your place here Many Thanks Elgin BID Team Copyright © 2024 City of Elgin BID, All rights reserved. You are receiving this email because you are a City of Elgin BID Ltd member. Our mailing address is: City of Elgin BID 13 Harrow Inn Close Elgin, Moray IV30 1BP Page 126
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Appendix 2b E - Bulletin This was the survey which was presented to all who attended the AGM & Awards night in October 2023. Embrace Elgin Business Member Survey We would appreciate it, if you could take a few minutes to complete this survey and leave it in the survey box located at the main entrance. Your opinions are invaluable, so please take the time to make sure they are heard. The Key Themes in the current Business Plan include the following; in your personal opinion, are they still relevant? Of those you believe are relevant please rank in order of importance 1 being most important. Yes No Rank Building a Reputation and Marketing Elgin as a Vibrant destination Tourism and Entertainment Business Engagement Cleanliness safety and Appearance Community Involvement Please feel free to make any other comment/suggestions Do you feel the following projects/work areas are of importance to the city and city business community? Of those you believe are relevant please rank in order of importance 1 being most important. Yes No Rank Grants for business members Support for new businesses Lobbying on issues that affect business such as Business Rates Please tell us any other ideas of suggestions you feel we should investigate? Page 127
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Embrace Elgin Business Member Survey We would appreciate it, if you could take a few minutes to complete this survey and leave it in the survey box located at the main entrance of the restaurant. Your opinions are invaluable, so please take the time to make sure they are heard. The Key Themes in the current Business Plan include the following; in your personal opinion, are they still relevant? Of those you believe are relevant please rank in order of importance 1 being most important. Yes No Rank Building a Reputation and Marketing Elgin as a Vibrant destination Tourism and Entertainment Business Engagement Cleanliness safety and Appearance Community Involvement Please feel free to make any other comment/suggestions Do you feel the following projects/work areas are of importance to the city and city business community? Of those you believe are relevant please rank in order of importance 1 being most important. Yes No Rank Grants for business members Support for new businesses Lobbying on issues that affect business such as Business Rates Please tell us any other ideas of suggestions you feel we should investigate? Page 128
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Appendix 2c E- Bulletin Your input matters! Elgin BID is embarking on Phase 4 of its journey, and we want to hear from you. Your ideas, feedback, and vision are essential to shape the next 5 year’s business plan. What to Expect: • Share your thoughts, concerns, and ideas for the future. • Network with fellow business owners • Be a part of the decision-making process that will drive the development of our district. Your insight will play a pivotal role in crafting the Phase 4 business plan. Together, we can continue to enhance Elgin's economic vitality and community Page 129
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Appendix 2c E- Bulletin spirit. Save the date and make your voice heard. Let's build a brighter future for Elgin together! 📅 6th November 2023 📍 Gallery Room, Elgin Library 🕔 5pm-7pm Book your space here Many Thanks Elgin BID Team Page 130
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Appendix 2d Elgin BID January Bulletin In this month’s bulletin Markets 2024- Book your stall today! Gulls 2024 Business Birthdays Working Group Relaunch Renewal Ballot- Business Lunch Consultation Markets 2024- book your stall today! As we have always done Elgin BID offers a free stall to any BID member to have at the monthly markets. The dates for the first half of 2024 are: Sat 17th Feb Sat 16th Mar Sat 20th May Sat 15th Jun Sat 20th July You don’t have to use the stall for selling, you can use for promotional purposes or bookings- the choice is up to you! You can book your stalls using the online form below Market Stall Booking Form Gulls 2024 It’s time to start thinking about seagulls again… Page 131
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Appendix 2d In 2018 we began a project to reduce the number of gulls nesting in the city centre. Over the last 6 years the project continues to go well with the most noticeable difference being a substantial reduction in the number of juvenile birds on the ground. Our partners will continue to use lasers to disrupt the nesting patterns of the birds. That means less gulls building nests, less eggs, less juvenile birds and less damage to properties. We have negotiated with the contractor that if a BID member has a specific gull problem on their building, and if we can get access to the roof we will carry out a free assessment to see if there is additional action that can be taken. If there is a simple and straightforward solution it will be included within our contract, if it’s a larger more complex job to remove nests and eggs and involves bringing in additional equipment or lengthy work hours, once the cost is established, we will make a contribution towards the work. The job is due to start late March, but we need you to contact us by Monday 26th February if want an assessment carried out. Please email hello@elginbid.co.uk. Please note the laws around gulls are tightening especially around once chicks have hatched, so if you have had a historical problem please get in touch as soon as possible. Business Birthdays We're turning up the fun dial this year with something special – Business Birthdays! 🎂🎈 We want to celebrate YOU and all your amazing team members by giving your special day the spotlight it deserves. We're planning to feature you on our social media platforms and dedicate a blog post each month to commemorate all the fantastic birthdays we've had. Page 132
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Appendix 2d Just fill out this quick form to let us know when you're celebrating, and we'll take care of the rest: https://forms.gle/GEaFJAcf3mvuMz3W6 Working Group Relaunch We previously ran a Working Group but due to lack of attendance this was suspended. We are now looking to relaunch the group and we ask if you are interested in participating and sharing your ideas could you please let us know what days and times work best for you. The Working Group is for any BID member to join and you can send any member of your team to represent your business. The group meets to help drive operational activity and to provide additional engagement opportunities for BID members. Please fill in this quick form to register your interest Working Group Renewal Ballot- Business Lunch Consultation Thank you to everyone who has come along to the Business Consultation events that we have held over the last few months. The next one is due to take place on Friday 16th February. It will be held in the Elgin Ex-Servicemens Club between 12.00noon and 1.30pm. A light lunch will be provided, and the consultation will give you the opportunity to meet with other businesses, speak to the BID team, Board of Directors and to discuss your business priorities. We are trying to vary the times of the consultations to accommodate as many people as possible. To date we have held breakfast and early evening events, so have added this one as a lunch time event. Page 133
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Appendix 2d Book your place here Many Thanks Elgin BID Team Page 134
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Appendix 2e Elgin BID February Bulletin In this week's bulletin Elgin BID Team Update Elgin BID Renewal Ballot Phase 4 Survey Want to become a more sustainable hair salon? Green Salon Collective can help with that! Would you like a Mother’s Day Shout Out? Do we have the right contact details for your business? Have you registered your birthday yet? Café @ The Warehouse- A place to Meet Police Scotland Rural Security Guide Elgin BID Team Update After 6 years of being with Elgin BID, Tina is waving farewell and on to pastures new. Although she has been a great asset to the team and to our members and we will miss her, we do wish her all the best for the future. Tina’s last day is this Friday, with all the wonderful relationships she has built up over the last six years, she would like to invite you to share a cuppa and cake with her, come anytime between 10am-3pm. Please don’t worry your enquires will be met with our newest team member Lori who can be reached at hello@elginbid.co.uk who will be based at the office Monday to Friday 9am-2pm. Elgin BID Renewal Ballot Phase 4 Survey Thank you to everyone who has managed to attend our consultations over the past eight months, your input has been greatly appreciated and will go towards building the Phase 4 business plan. If you haven’t been able to pass on your thoughts you can easily do so through Page 135
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Appendix 2e this survey. The survey will be open for a month so there is plenty of time for you to complete. You can download the survey below as either PDF or Word and you can return electronically to hello@elginbid.co.uk or in hard copy to the BID office. Renewal Ballot Survey (Word) Renewal Ballot Survey (PDF) Want to become a more sustainable hair salon? Green Salon Collective can help with that! Green Salon Collective recycles specialist hair salon waste across the UK and Ireland, which includes typically landfilled waste, like cut hair and contaminated salon foil and colour tubes. With over 10 different ways to reuse and recycle waste hair, we use it to clean up oil spills, create art and sculpture, and even to make a hair & wool gardening twine. By charging a small, optional, £1 Green Fee, you will more than cover your costs (many of our salons make a profit, and only 50% of your clients would have to pay the sustainable fee to be cost-neutral) as well as attracting new clients and standing out in your area. We have plenty of education, and social media posts for you to share what you’re doing to help the planet by becoming a hairdresser who says NO to landfill. Want to learn more, and if we can help your salon? Book a no-obligations call here, or call us on 03335776967. https://greensaloncollective.com Page 136
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Appendix 2e Would you like a Mother’s Day Shout Out? With Mother's Day right around the corner, if you have a great gift idea or offer you would like us to help spread the word about please let us know by emailing hello@elginbid.co.uk. Do we have the right contact details for your business? Elgin BID are currently updating our contact data. Please confirm if we have the right contact details for your business and if there is any other team members you would like added to our mailing list. Please email Lori on hello@elginbid.co.uk with any updates. Have you registered your birthday yet? In last month's bulletin we asked you to let us know when your birthday is. We will then be sharing business birthday’s on our social media. If you haven’t let us know yet please do through this quick form. Business Birthdays Café @ The Warehouse- A place to Meet Page 137
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Appendix 2e Police Scotland Rural Security Guide Page 138
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Appendix 2e Please read the below guides from Police Scotland. 2024 Rural Security Guide Rural Online Security Guide Rural Matters February 2024 Many Thanks Elgin BID Team Page 139
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Appendix 2G Your town centre- Your Future- Your choice 2025-2030 Business Questionnaire 2024 Later this year you will have the opportunity to vote for the continuation for City of Elgin BID Business Improvement District. Elgin BID was successfully launched in 2010, after businesses collaborated in deciding that there are things the business community could undertake on their own to help improve Elgin: Our Town. Over phase 3 a number of successful initiatives have been undertaken such as the property support, marketing and business promotions, training and awareness sessions and free town Wi-Fi and digital display boards. Events such as Food & Drink Festival & Christmas Light Switch On have helped draw people to the town center. The Gull Programme and our floral and planter displays, Embrace Elgin magazine, lighting upgrade in some of the lanes and a very successful shop improvement grant scheme as well as much more have also benefited businesses within the district. As part of the campaign to continue the work of Elgin BID beyond 2025 we need to create a business plan rooted on the priorities of all the town’s businesses. By completing the following questionnaire, you will help shape the business plan that is presented to all the town centre businesses as part of the campaign of investment programmes for a further 5 years. All of the BID directors are volunteers who own or manage businesses within the town and their aim is to represent the views and serve the needs of all businesses who contribute through the annual BID levy. Remember the BID exists to work on your behalf based on the principle that by working together, businesses can achieve much more. We know that more can be done, and the impact of City of Elgin BID activity can be amplified even further through full and proper engagement in the consultation process. We look forward to receiving your response. 1. Top 3 Priorities Tell us the top 3 priorities that you think BID could deliver that would help to increase your business performance? 1. 2. 3. 2. Accessibility Rank each point 1 to 5 in terms of how important you think they are in improving accessibility to Elgin Town Centre. (where 5 is the most important and 1 is the least important) Parking Prices & Timings Parking Availability Traffic flow Mobility services Public transport services (e.g. work with bus providers, providing cycling stations and parking etc) Please tell us how Elgin BID could help improve accessibility to the town? Page 141
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Appendix 2G Your town centre- Your Future- Your choice 2025-2030 Business Questionnaire 2024 3. Business Services Rank each point 1 to 5 in terms of how important you think they are for Elgin BID to provide (5 being the most important and 1 being the least important) Attract & support new businesses into the town Training and Networking events Business & Financial Support- Grants schemes, utilities, card machines Support with Non Domestic Rates, licensing & collective representation for the town Please tell us how Elgin BID could provide more services to the town businesses. 4. Marketing & Promotion Rank each point 1 to 5 in terms of how important you think they are in improving the town centre environment (5 being the most important and 1 being the least important) Increasing the frequency & scale of events in town including the farmers market Creation of marketing literature (e.g. maps, town guides, food and drink guide, the Embrace Elgin magazine etc) Increased digital presence (website, social media, apps etc) Elgin Gift Card (loyalty card schemes suitable for retail and hospitality) Media campaigns for visiting Elgin town centre facilities Please tell us how Elgin BID could do more to improve the presentation of the town? 5.Town Presentation Page 142
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Appendix 2G Your town centre- Your Future- Your choice 2025-2030 Business Questionnaire 2024 Rank each point 1 to 5 in terms of how important you think they are in improving the town’s environment (5 being the most important and 1 being the least important) Shopfront & Property improvement grant schemes Addressing derelict, empty & vacant properties Security & Safety campaigns including CCTV grants, future introduction of street wardens, etc Floral/Planting schemes, improving the streetscape, general cleanliness, and street signage Please tell us how Elgin BID could do more to improve the presentation of the town? 6.Town Centre Services Elgin Town Centre provides services for all ages. Please tell us what services & facilities you think could be created/ provided by Elgin BID to enhance the offerings for the below groups of people. Children & Young Families Young People (12-25) Older people Please tell us what other services you would like to see in the town centre that the BID might be able to help provide? 7. Final Comments Please tell us how your business could benefit most BID over the next 5 years? The main restrictions on growth and success of my business are: Page 143
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Appendix 2G Your town centre- Your Future- Your choice 2025-2030 Business Questionnaire 2024 If you would like a visit from our BID manager over the next few months to discuss your answers further, please tick this box How do feel about the work provided by Elgin Bid? Supportive Unsupportive Undecided Details collected through this survey will remain confidential and will not be passed on to a third party. Your answers will be entered anonymously into a database and will help form our next business plan which you will have the opportunity to vote on later in the BID process. Thank you for taking the time to complete this form. 8. Contact Details Name Job title Company name Email address Company telephone number Company address Head Office address Page 144
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Appendix 2G Your town centre- Your Future- Your choice 2025-2030 Business Questionnaire 2024 If the person who will make the decision on how your company votes in the renewal ballot is different from above, please enter their contact details below. Name Email Address Contact telephone number Address Any questions please detail below Please complete and we will collect in the BID area on the 22nd of July. Page 145
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Appendix 3 1 Elgin BID Renewal Ballot Fourth Term Business Plan 14th April 2025 to 31st March 2030 Draft W ord only version Image to be used – St Giles Church Page 146
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Appendix 3 2 Contents Page 2 Contents Page 3 Welcome from the BID Chair Page 4 Why Business Improvement Districts are Important Pages 5-6 What Elgin will lose if there is no Elgin BID Pages 7-10 What BID Has Delivered 2020-2025 Pages 11-12 Looking to the Future 2025-2030 Page 13 The Four BID Themes for Term 2025-2030: o Vibrant & Thriving Elgin o Beautiful & Inviting Elgin o Engaged & Supported Business Community o Safe & Secure Elgin Pages 14-20 Term Four Theme Activities Pages 21-22 The BID Area Pages 23-25 BID Levy Arrangements Pages 26-27 Financials for 2025-2030 Pages 28-29 BID Ballot Process Page 30 Meet the BID Board of Directors Pages 31 Governance and Measuring Success Page 147
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Appendix 3 3 W elcome from the BID Chair On behalf of the Elgin BID Board, it is my pleasure to present our Business Plan for Phase Four. As we embark on this new chapter, it is important to reflect on the remarkable journey we have undertaken together over the past four years and to look forward with ambition and optimism. Since the inception of Elgin BID in 2010, and through our subsequent renewals in 2015 and 2020, we have consistently worked to enhance the vibrancy and economic resilience of Elgin City Centre. Our collective efforts have driven significant investments and improvements, making our city a more attractive place to live, work, and visit. Over the last phase, our projects have delivered substantial benefits. Our success stories include the establishment of the Elgin Gift Card and the loyalty card programme, both of which have strengthened local spending and community engagement. Additionally, we have significantly reduced vacant property, transforming Elgin into a thriving business hub. Our commitment to fostering a supportive environment for businesses has been unwavering. Through tailored support services, grant schemes, and marketing initiatives, we have helped our members navigate challenges and seize new opportunities. We have been instrumental in securing free parking pilots, which aligned with our events in the city, which have improved accessibility and footfall for businesses. As we transition into Phase Four, our focus will be on building upon these achievements. We aim to introduce new initiatives that further enhance the business landscape, promote sustainability, and drive economic growth. Our plans include expanding our support for digital transformation, increasing collaboration among businesses, and continuing to advocate for infrastructure improvements that benefit all stakeholders. We believe that by working together, we can achieve even greater success in the coming years. Our business plan is not just a roadmap; it is a testament to our shared vision and commitment to making Elgin a thriving hub of activity and prosperity. Thank you for your continued support and dedication. Together, we will ensure that Elgin BID remains a driving force for positive change in our community. Sincerely, Stephen Young Image to be used – Stephen Young Chair, Elgin BID Page 148
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Appendix 3 4 W hy Business Improvement Districts are Important Business Improvement District’s (BIDs) are a geographically defined area where businesses come together and agree to invest collectively in projects and services that the businesses identify will improve the trading environment over and above those provided by statutory authorities. The activities undertaken by the Elgin BID are funded with money collected through the investment levy set and paid by property occupiers in the BID area (unless exempt in full or part). Additional funding is attained over and above the investment levy payments, to further improve the changes and development opportunities in our area, which results in a greater impact via the BID than individual businesses working alone or in small groups could achieve. The first BID was established over 55 years ago and in spring 2010 the Elgin City Centre businesses voted to create Elgin BID. Following the success of its first term, the businesses voted in 2014 to renew the BID for another 5-year term, demonstrating confidence in its positive impact. Subsequently, in 2019, the businesses supported a third renewal, extending the BID for an additional 5years. This consistent support highlights the BIDs ongoing value in fostering economic growth, improving infrastructure, and ensuring a vibrant City Centre. Development of Business Improvement Districts is part of the Scottish Government’s Economic Strategy and as of December 2024, there are 37 fully operational BIDs in Scotland and a further 20 are currently in development. The Business Improvement District model is also replicated throughout the UK and Ireland where there are now over 322 BIDs. Having a successful Business Improvement District enhances and develops an area in ways that would not happen otherwise and further allows businesses to have a voice and be represented in respect of key matters in order to drive change in ways that benefits businesses, their staff, customers and clients. Page 149
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Appendix 3 5 W hat Elgin will lose if there is no Elgin BID: The last 15 years has seen a huge amount of work undertaken and substantial investment made. Without Elgin BID there will be no central body to co-ordinate and spearhead activity on a City-wide basis. Without Elgin BID there will be NO; • There would be no co-ordinated marketing campaigns for the Elgin BID members and the City Centre delivered through; Social Media platforms including Facebook (following is now at 7,731 people which has increased by 1,089 since 2023) or Instagram for the use of promoting local businesses, events being held in town or to advise messages from our partners. • There would be no more digital signage – Currently we hold 3 Boards situated in central locations which hold digital images of information such as events, education on gulls and promotion of City Centre. • There will be no town centre wide co-ordinated activity to reduce vacant property numbers by helping new start businesses coming to the Town Centre. • There will be no promotion of vacant buildings or conducting of viewings, including instances where guidance is required in partnership with local authority departments such as Environmental Health, Building Standards, or Building Control. • There would be no co-ordinated effort to sustain regular income to local businesses as the Elgin Gift Card, which currently ensures money stays in the City Centre would cease to operate. • There will be no dedicated professional cleaning services or equipment operated by Elgin BID Street Ambassadors. Leaving a financial shortfall of £24,134.40 making it harder for other organisations to subsidise. • There will be no dedicated Gull management programme for the commercial proprieties, leaving a financial short fall in the region of £11,000 per year. • There will be no co-ordinated events programme such as the Christmas Light Switch on and Food & Drink Festival or those held in partnership such as Chinese New Year, Speayside Rally or Cannon Bawz to draw footfall into the City Centre leaving a loss of a yearly financial investment to the sum of £47,275.07. • There would be no monthly Farmers Market operating in the manner it currently does. Depleting the security of it continuing and the opportunities for existing businesses to attend and for those new vendors to consider Elgin as its next choice of venue becoming weaker. • There would be no co-ordinated, organising, maintaining, maintenance, storage or fundraising to keep Elgin Christmas Light display in the City Centre Page 150
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Appendix 3 6 • There will be no more street planters, hanging baskets and weed management which would lead the way for Seagulls to build nests, lay eggs and become a nuisance making areas look untidy, unkempt and over grown. • There would be no financial support to ongoing access to funding opportunities for the businesses through the Elgin BID Grant scheme. The scheme which allows businesses to apply yearly for grants of up to £500.00 per year. Seeing an investment of £27,293 over the last five years cease. • There would be no more free accredited training materials, resources and information. There would be no sign posting to such agencies as Business Gateway, Federation of Small Businesses and Moray Chamber of Commerce. • There would be a dilution to identifying ways for business members to reduce operating costs or networking with partnerships and providers. • There will be a decease in the Partnership & strategical working, including funding and grant opportunities. Alongside the communication from partners and vis versa from businesses would perish hindering the connection of both and the development of Elgin. • There will be no voice campaigning for the Elgin City Centre business community on issues like business rates relief and planning applications that negatively impact on the City Image to be used – Shop signage from Grant Scheme Page 151
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Appendix 3 7 W hat BID has delivered 2020-2025 The City Centre Business’s Aspirations were: The BID Business Plan for 2020-25 reflected the comments, views, and aspirations of the businesses to create a well promoted, safe, and vibrant and well managed City Centre for customers, clients, employees, businesses, and investors which were of importance at that time across the themes of: o Explore and Enjoy Elgin City Centre through strong marketing and promotion o Embrace Elgin’s environment with pride and passion o Embrace what we can achieve by working together through business engagement o Enjoy a Safe City Centre, where businesses, staff members and the public can enjoy all that Elgin has to offer o Embrace our community by providing opportunities for local people to get involved and celebrate the City Centre o Enjoy and Embrace the diverse, high quality business, service and shopping offer within Elgin City Centre Examples of activity in our Third Term includes: Dynamic Marketing Initiatives for Elgin City Centre Elevating Visibility and Engagement • Comprehensive Marketing Strategy: We are committed to elevating the profile of Elgin City Centre and its businesses through a robust marketing strategy that encompasses social media, online platforms, and traditional print media. Our ongoing efforts ensure that every campaign resonates with our community and beyond. • Embrace Elgin Magazine: The creation of our very own 'Embrace Elgin' magazine, took place in 2023. Seeing two additions successfully reach over 11,000 residential and commercial properties across Elgin with each issue. This publication showcases the vibrant life of our city centre, celebrating local businesses and community events. • Elgin City Centre Gift Card: Boosting the local economy with the Elgin City Centre Gift Card, designed to provide a direct economic stimulus to the businesses within the BID area. This initiative not only supports our shops and services but also offers residents and visitors a versatile gift option that keeps spending local. Page 152
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Appendix 3 8 • Revitalisation Campaigns with Moray Council: In collaboration with Moray Council, we've launched targeted campaigns to rejuvenate interest and activity in the city centre post-COVID-19 restrictions. These efforts are crucial in inviting the public back to enjoy the safe, dynamic environment we've worked so hard to maintain. • Festive Marketing Campaign: Our festive marketing campaign is designed to spotlight the unique offerings of individual businesses, various sectors, and the city centre as a whole. From seasonal delights to exclusive promotions, we ensure that Elgin shines brightly each holiday season, attracting visitors and locals alike to partake in the festive spirit. Engaging and Championing the City Centre Empowering Local Businesses • Strong Advocacy: We serve as a powerful voice for Elgin City Centre businesses, ensuring your views are not only heard but acted upon. • Support and Advice: During challenging times, such as the COVID-19 pandemic, we've been there to offer guidance and support, helping businesses navigate through uncertainty. • Celebrating Excellence: The annual Elgin City Centre Business Awards spotlight the high calibre of our local businesses. In 2024, these awards drew an impressive 3,721 online votes alongside 1002 paper votes from customers, underscoring the community's support and recognition. • Driving Positive Change: We advocate for projects and initiatives that will significantly enhance the City Centre, benefiting all businesses. • Partnership W orking: By collaborating effectively with city stakeholders, including Moray Council, Police Scotland, Fire and Rescue Scotland and Elgin Community Council, we amplify the impact of our collective efforts, ensuring that the business community’s voice is influential in city centre developments. Enhancing the City Centre Vibrant and Attractive City Centre • Dynamic Events: Our annual events programme, including our Food & Drink Festival, Classic car show, Halloween family event and the Christmas light switch on and others, draws the public into the heart of Elgin, enhancing foot traffic and business exposure. • Urban Beauty Initiatives: Over 1,200 gull eggs have been ethically removed to reduce nuisance, following Nature Scot guidelines. Additionally, our city blooms with our floral displays each summer, meticulously maintained to beautify our streets. Page 153
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Appendix 3 9 • Strategic Partnerships: Collaborating with stakeholders like Moray Council on key city developments, including the Cashmere to Cathedral initiative revitalisation of historic sites. Improving streetlights in some of the closes in partnership with Moray Council and Elgin Community Council to enhance the city's charm and functionality. A Safe and W elcoming City Centre Security and Community W ell-being • Collaborative Security Efforts: Regular meetings with local police, local fire brigade, the council, and stakeholders focus on tackling city centre issues effectively. • Crime Reduction: Recognising the economic impact of antisocial behaviour, we implement strategic measures, and community safety programmes: Working alongside businesses and agencies, we foster a safe environment with initiatives aimed at reducing crime and enhancing safety. • Enhance lighting : Throughout Harrow Inn Close and Fife Arms Close, lighting was improved in partnership, to bring an ambience to this areas while creating a safer environment at night. • Cleaning Services : Since 2021 we have held a contract with a street cleaning company operating three mornings a week. On top of this, our two part time Street Ambassadors also clean all closes, Streets and grassed areas. These sections are crafted to not only highlight the achievements and ongoing projects but also to engage and excite business members about the future developments and benefits of supporting the BID for Phase 4. Page 154
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Appendix 3 10 Image to be used – Events/ Consultation Event Image to be used – Fife Arms Close- Image to be used – Gift Card - Image to be used – BID Awards Page 155
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Appendix 3 11 Looking to the Future – 2025-2030 Consultation with BID Businesses: Questionnaire Throughout July 2024 we circulated a detailed Business Consultation Questionnaire to all the businesses based in the City Centre as well as to the head offices of respective national companies. We received back 47 representing a response rate of 11.2% which compares favorably with other similar sized BIDs. The business consultation demonstrated overwhelming support for BID to continue for a further term with replies from our business stakeholders demonstrating: Support for the BID to continue 11.2% Do not support BID continuing 0.9% Don’t know 6.4% Business Focus Groups In addition to our questionnaire survey further engagement and consultation was undertaken via Business Focus Group Sessions over the period July 2023 to June 2024. Page 156
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Appendix 3 12 Your Priorities for the Next 5 Years: Consultation Insights and Strategic Focus for 2025-2030 The feedback gathered during our comprehensive consultation process has been meticulously evaluated and serves as the foundation for this Business Plan. This proposal is centred on the priority projects, issues, and activities identified by City Centre businesses as crucial for addressing in the 2025-2030 term. Our aim is to enhance, develop, and improve the trading environment within the BID area, ensuring it not only meets but exceeds the expectations of our business community. In our approach, we have engaged extensively with our members over the past year to gather insights and identify opportunities. This ensures that our services, support, and projects are relevant and valuable. Elgin BID will, on behalf of our business members, act in a clear and structured way to drive forward the projects outlined in the themes above, ensuring that we are meeting the business members priorities and responding to their desires. Focus of the BID Business Plan 2025-30: The BID Business Plan 2025-30 aligns with the core BID mission: Our Mission Statement: is to work collaboratively with the business community in Elgin City Centre to provide support and advice, and to promote the city as a premier destination to: “Embrace, Enjoy, and Explore” Elgin BID will continue to be “to deliver a series of projects and services to improve the trading environment of Elgin City Centre to the benefit of the City Centre economy, the levy paying businesses, their customers, clients and visitors”. Page 157
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Appendix 3 13 The Four BID Themes for term 2025-2030 Vibrant & Thriving Elgin a) Promote Elgin City Centre: Attract visitors and enhance the city's appeal through strategic marketing and events. b) Boost Commerce: Create campaigns and initiatives that highlight the unique offerings of Elgin's businesses. Beautiful & Inviting Elgin a) Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. b) Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. Engaged & Supported Business Community a) Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. b) Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. Safe & Secure Elgin a) Safe City Centre: Work with local law enforcement and community groups to ensure a safe environment for businesses and visitors. b) Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. Page 158
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Appendix 3 14 Vibrant & Thriving Elgin PROMOTING, MARKETING, AND CELEBRATING THE CITY CENTRE TO RAISE AWARENESS AND ATTRACT MORE PEOPLE, ENSURING ELGIN REMAINS A VIBRANT AND THRIVING HUB Current Activity Future Enhancements Business Spotlights: • Promote local businesses through social media, The Embrace Elgin Magazine (delivered to all properties in Elgin), and local newspaper ads. These features consistently rank in the top 10 most-read articles. • Increase reach with social media campaigns featuring videos, interactive content, and influencer collaborations. • Organise joint promotional events and seasonal campaigns highlighting holiday offers and local events. • Secure funding to expand the magazine's distribution to neighbouring towns and launch interactive digital editions with clickable ads and video features. • Upgrade the website with a dedicated Business Spotlights section featuring profiles, customer reviews, and direct business links. Elgin BID Business Awards: • Recognise outstanding businesses through awards voted for by customers, with 3721 online votes and 1002 paper votes received in 2024. Finalists are celebrated at an annual awards ceremony. . • Broaden participation through increased promotion via social media, radio, and events. • Introduce new award categories recognising innovation, sustainability, and community contributions. • Enhance the awards ceremony with live entertainment, guest speakers, and audience participation. • Showcase finalists and winners digitally with profiles, interviews, and customer testimonials. Annual Festive Marketing Campaign: • Promote Elgin’s businesses through print materials, banners, social media, and press releases to encourage holiday spending. • Create engaging online content, including virtual tours and festive videos, and collaborate with local influencers to reach broader audiences. • Partner with tourism boards to position Elgin as a festive shopping destination. • Use targeted advertising and real-time feedback to personalise campaigns and adjust strategies based on customer insights. Elgin City Centre Gift Card: • Launched in 2018, with a digital version introduced in 2022. Over 90 businesses participate, supporting the #elginloveslocal campaign. • Recruit more businesses to join the programme and expand card distribution points. • Offer customer incentives like discounts and promotions for card users. • Promote the card at community events and highlight its convenience to boost sales and local spending. Events, Marketing, and Promotion: • Host events like the Food & Drink Festival, Classic Vehicle Show, Christmas Light Switch-On, and Dog Parades. • Introduce new events, such as music festivals and cultural celebrations, while expanding seasonal themes like winter markets. Page 159
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Appendix 3 15 • Support partner events like the Farmers Market and local rallies. • Collaborate with businesses to offer discounts during events and engage visitors with interactive activities and workshops. • Partner with local talent and performers to showcase community pride, and develop volunteer opportunities to increase community involvement. Elgin BID Guides and W ebsite: • Provide business and food & drink guides available online and in print, with dedicated pages for City Centre businesses on the website. • Distribute guides more widely to hotels, tourist centres, and popular attractions. • Add interactive maps, customer reviews, and themed sections (e.g., "Best for Families") to the online versions. • Secure funding to upgrade the website for improved accessibility, featuring interactive directories linked to member websites and social media. Social Media Promotions: • Actively promote the City Centre and businesses on Facebook, Instagram, and soon TikTok, with a growing follower base. • Increase engagement through diverse content, including behind-the-scenes videos, live event coverage, and customer testimonials. • Use polls, quizzes, and competitions to interact with followers, and collaborate with influencers for cross-promotion. • Create targeted campaigns with exclusive social media offers to reach specific demographics and attract new audiences. Entice & Inviting Elgin A Pristine and Secure City Centre Championing a Safe and Immaculate Environment for Everyone Current Activity Future Enhancements City Centre Floral Displays: • Manage and coordinate summer floral displays and baskets, including planting, installation, and maintenance. • Introduced dwarf fruit trees and bushes to add variety and interest. • Expand to seasonal floral displays for spring, autumn, and winter, maintaining year-round vibrancy. • Incorporate native plants and edible gardens (e.g., herbs, vegetables) to promote biodiversity and community engagement. • Implement sustainable practices like eco-friendly irrigation systems. • Establish community volunteer programmes and launch an ‘Adopt-a-Spot’ initiative, encouraging businesses and residents to care for specific display areas. Gull Programme • Use non-lethal methods such as sonic devices, lasers, hawks, and permitted nest removal, preventing over 1,200 • Explore advanced technologies for more effective gull deterrence. • Lead community education campaigns on gull control. • Partner with other Northeast BIDs and NatureScot to overcome licensing barriers and develop comprehensive, sustainable, and humane management strategies. Page 160
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Appendix 3 16 gulls from hatching in five years. Address issues involving rogue gulls. Clean & Green Initiative • Conduct daily waste pickups, fly poster and graffiti removal, and general cleaning within the district. • Employ a dedicated cleaning team three mornings a week to maintain cleanliness. • Support the Commercial Waste Management Policy (2018) and assist businesses with waste-related issues. • Adopt advanced cleaning techniques using eco-friendly products and sustainable practices. • Implement innovative waste management solutions and promote recycling initiatives. • Launch awareness campaigns to educate the public on keeping the City Centre clean. • Secure funding to introduce a deep-clean service, including power washing problematic areas. Heritage and Art Projects • Advocate for heritage and art initiatives to enhance cultural appeal, increase footfall, and support the business community. • Partner with local schools, colleges, and community groups to develop collaborative art and heritage projects. • Create new installations, organise exhibitions, and host public art events showcasing local artists. • Secure funding and corporate sponsorships for large-scale projects, offering branding opportunities for businesses. • Host cultural events and festivals highlighting Elgin’s heritage and art. • Use targeted marketing campaigns to promote projects via social media, local media, and tourism networks. Notice Boards, Banners, Signage, and High Street W i-Fi • Maintain three digital screens across the district, sharing valuable updates with visitors and residents. • Provide High Street Wi-Fi, which has been underutilised. • Introduce High Street banners with seasonal and event-themed designs. • Improve signage to enhance navigation and visibility for local businesses. • Expand Wi-Fi coverage beyond the High Street and explore advertising opportunities for local businesses. • Upgrade digital screens with interactive features like touch functionality and real-time updates, offering a more engaging experience. • Increase the variety of content displayed, including event announcements and promotions. Engaged & Supported Business Community A Vibrant and Well-Represented City Centre Advocating for and Providing a Strong Voice for Business Needs and Priorities Page 161
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Appendix 3 17 Current Activity Future Enhancements Promoting the value of the city centre • Highlight the importance of Elgin’s City Centre to residents and visitors, showcasing its vibrant business community and unique offerings. • Emphasise the economic significance of City Centre businesses, which contribute over 10% of non-domestic rates for the Moray area. • Actively promote the City Centre’s value through campaigns and initiatives designed to attract visitors and support business members. • Continue advocating for the City Centre by maintaining a strong voice on key issues, promoting its trading economy, and emphasising its critical role in driving local economic growth. Developing a Stronger City Centre Economy • Collaborate with City Centre stakeholders to identify and leverage opportunities that enhance the trading economy. • Foster an environment where businesses can thrive and discover new growth opportunities. • Engage businesses and stakeholders in projects that strengthen the City Centre economy. • Partner with businesses, local authorities, and community groups to implement innovative practices and organise promotional events to drive economic growth. • Represent City Centre businesses with a formal mandate from the statutory ballot. • Facilitate feedback and act as the collective voice for businesses through representation on the BID board, which • Re-establish steering groups and develop forums during the 2025–30 term to increase engagement in decision- making. • Use tools like polls, questionnaires, group sessions, and one-on-one meetings to ensure businesses have a direct influence on key decisions. Page 162
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Appendix 3 18 includes levy-paying business representatives. Elgin BID Street Ambassadors • Provide a consistent and approachable presence in the City Centre. • Offer rapid-response assistance for businesses, addressing individual and collective issues efficiently. • Maintain a visible and reliable City Centre Ambassador service to continue providing support and engagement for businesses, fostering a vibrant and thriving City Centre. Business Continuity and Partnership W orking • Act quickly during emergencies (e.g., floods, fires, or pandemics) to represent business needs in multi-agency response groups. • Keep businesses informed and ensure their concerns are addressed during crises. • Engage stakeholders to achieve collective goals for the City Centre. • Strengthen collaboration with partners and stakeholders to enhance the City Centre’s resilience, attractiveness, and economic vitality. • Maintain a strong voice for businesses in decision-making forums to ensure their needs are prioritised. • Actively participate in multi-agency response groups to prevent decisions that could disadvantage businesses or the trading economy. Page 163
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Appendix 3 19 Safe & Secure City Centre Championing for a Safe and Secure City Centre where everyone feels safe, and businesses work together Current Activity Future Enhancements Community Safety Partnership • Collaborate with partners such as Police Scotland, Moray Council, NHS, Fire & Rescue Services, and other stakeholders to address community safety, crime reduction, and anti-social behaviour. • Raise business concerns and promote initiatives to deter criminal activities. • Attend quarterly meetings with community partners to strategise on combating crime and anti-social behaviour, including fire-related incidents. • Conduct regular safety audits, crime prevention workshops, and public awareness campaigns. • Strengthen relationships with law enforcement and emergency services for faster incident responses and better support for businesses. • Implement innovative measures to maintain a safe and welcoming environment for residents, visitors, and businesses alike. Security and upgrades • Operate a yearly grant to improve shop frontages, gutters, painting, and lighting, awarding £27,976.32 to 68 businesses in Phase 3. • Provide up to £200 for businesses to invest in essential security measures. • Partner with stakeholders to upgrade lighting in specific areas, improving visibility and deterring anti-social behaviour. • Seek funding to expand lighting upgrades throughout the district where feasible. • Continue proactive measures like crime prevention workshops and public awareness campaigns. • Foster relationships with emergency services to ensure a swift response to incidents. Current Activities: Page 164
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Appendix 3 20 • Launch a new Hospitality W atch initiative to support local pubs and hospitality businesses by reducing anti- social behaviour and enhancing patron experiences. • Provide ongoing coordination and support for Hospitality Watch, ensuring high standards and best practices across the hospitality sector. • Collaborate with businesses to reduce anti-social behaviour and create a welcoming environment. • Promote Hospitality Watch through marketing and community events, encouraging participation and fostering collaboration within the sector. Training Initiatives • Organise training courses for businesses on topics like social media, GDPR, and Mental Health First Aid. • Expand training programmes to include sector-specific topics such as retail crime reduction, advanced social media strategies, GDPR compliance, and customer service excellence. • Offer flexible formats, including online webinars, in-person workshops, and on-demand courses. • Secure funding to ensure training is low-cost or free for businesses where possible. • Conduct regular feedback sessions to continuously refine training offerings and ensure relevance. Responder Service • Serve as a primary point of contact for businesses, offering support on a wide range of issues, including during crises like the COVID-19 pandemic. • Maintain this frontline service, ensuring businesses always have a reliable resource for queries and assistance. W orking Together • Facilitate collaboration among businesses to share resources, promote one another, and address key community issues. • Organise regular networking events, including workshops, seminars, and social gatherings, to encourage collaboration and knowledge sharing. • Create a dedicated members section on the BID website with features such as a business directory, discussion forums, and collaborative project spaces. • Foster a supportive and united business community through both in-person and digital networking opportunities. Page 165
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Appendix 3 21 The BID Area Strategic Decisions for the 2025-2030 BID During the development of the 2025-2030 Elgin BID Business Plan, the BID Directors explored the possibility of revising the BID Area. However, after thorough consideration and recognising the strong synergy between the BID programmes and the dynamics of our City Centre, it was unanimously decided to maintain the existing boundaries for the fourth term. Consequently, the BID Area will remain unchanged, continuing to encompass all separate rateable properties in the heart of Elgin City Centre. This includes a diverse mix of retail, office, leisure, and other commercial businesses. This version aims to clearly communicate the decision-making process and the reasons behind maintaining the existing BID boundaries, reinforcing the commitment to supporting the dynamic City Centre business community. The BID area extends from the following streets, included either in whole or in part: Academy Street (Part) Blackfriars Road Batchen Street Boroughbriggs Road (Part) Commerce Street Cooper Park (Part) Culbard Street Cumming Street (Part) Francis Place Gordon Street Greyfriars Street (Part) Hall Place Harrow Inn Close Hay Street (Part) High Street Lossie Wynd Lossie Wynd North Masonic Close Mayne Road (Part) Moray Street Moss Street (Part) North College Street (Part) North Guildry Street North Port North Street Northfield Terrace South College Street (Part) South Street (Part) Thunderton Place Trinity Place (Part) Trinity Road Page 166
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Appendix 3 22 There are approximately 421 commercial properties in the Elgin BID area, which will generate an estimated income of £170,500 per annum, the equivalent of an estimated £852,500 over 5 years. The Elgin BID levy has been calculated at 1.6% of the rateable value of non-domestic properties falling within the BID area. This figure was reached by the BID Board of Directors following detailed discussions. Page 167
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Appendix 3 23 BID Levy Arrangements Levy Management A minimum levy of £60 is proposed, payable for all non-domestic properties liable to pay the non-domestic rate within the Elgin BID area, having a rateable value of up to £5,000. A maximum levy of £9,760 is proposed for non-domestic properties liable to pay the non-domestic rate having the rateable value of £610,000 and above. The BID levy will be index linked and tied to CPI on the date of the issue of the Levy invoices, but subject to the agreement of the board of directors on an annual basis. Any increase will be at a rate annually of not more than a maximum of 3.0% on the previous years BID levy. W ho W ill Pay the Levy A BID levy is an equitable and fair way of funding additional projects and services, which the local authority and other statutory bodies are not required to provide. There are approximately 421 commercial properties in the BID area which will generate a BID investment levy income of approximately £170,500 per annum and an estimated total levy income of £852,500 over 5 years. The Elgin BID levy has been calculated at 1.6% of the rateable value of non-domestic properties falling within the BID area. This figure was reached by the BID Board of Directors following detailed discussions. A minimum levy of £60 is proposed, payable for all non-domestic properties liable to pay the non-domestic rate within the Elgin BID area, having a rateable value of up to £5,000. A maximum levy of £9,760 is proposed for non-domestic properties liable to pay the non-domestic rate having the rateable value of £610,000 and above. The annual levy will be linked after the first year to the Consumer Price Index (CPI) on the date of the issue of the levy invoices. Any increase in the CPI at that date will result in a corresponding increase in the following year’s BID levy or any revaluation of the non-domestic rate during the term of the BID. The BID Board reserves the right not to implement the annual CPI increase should they deem it appropriate. Page 168
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Appendix 3 24 Exclusions Following discussion, the BID Board of Directors agreed to retain the existing exclusions. It is proposed to exempt lock-up garages, car parking, advertising stations, and the city substation from the BID levy. Zero Rated properties will also be exempt, in order to support their business owners as they develop their properties. As soon as these properties are liable for a Rateable Value, they will be eligible to pay the levy at a rate of 1.6%. The BID Board decided that there is no benefit from being part of the BID to the following categories of property and therefore are exempt from paying the levy e.g, Ad-spaces, fishing lodges, nursing homes, non-retail charities, places of Worship, health care centres, War Veterans Associations, Girl Guiding, The Scouts, The Boys Brigade, RAF Air Cadets. The Levy Table The BID Board of Directors have made the decision to keep the BID levy at the same rate as Phase 3, this is in recognition of the pressures faced by their members. The below table is a guide only Rateable value (up to) £5,000 £10,000 £25,000 £50,000 £200,000 £500,000 £610,000 Proposed annual levy (1.6%) £60 £160 £400 £800 £3,200 £8,000 £9,760 Weekly cost £1.54 £3.07 £7.69 £15.83 £61.54 £153.80 £187.69 Page 169
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Appendix 3 25 Enforcement In the event of any non-payment of the BID improvement levy, it will be strongly pursued by Moray Council (as the billing body) using the recovery powers available to the Council to ensure complete fairness to all the businesses that have paid. Moray Council will be entitled to charge an additional fee to the levy amount to meet any additional costs incurred in the recovery of the levy. Collection of the Levy Moray Council will distribute invoices for the levy on behalf of the BID. These will be issued at the beginning of each financial year with the following payment options as standard practice: - • Properties with a levy fee of up to £100 per annum will receive one invoice, to be paid within one month of the date of the levy demand notice. • All other levy payments (those over £100) will be paid in two instalments - one instalment payable within one month of the date of issue of the levy demand-notice and the second payable six months later. Add image of Your vote counts Page 170
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Appendix 3 26 Financials for 2025-2030 The BID Board of Directors will continue to seek to use the money raised through the BID levy to lever additional project support and sponsorship to add value to the contribution from businesses. While exploring options of external funding to enhance and support any projects that will benefit the businesses and community. The Board shall have the ability to adapt or alter the projects and services as required to reflect any change in economic circumstances or any new opportunities that may arise and which are in the best interests of the businesses providing that the BID aims, and objectives remain adhered to. Income and Expenditure Table Income Year 1 Year 2 Year 3 Year 4 Year 5 Grand Total Total per year £170,500 £170,500 £170,500 £170,500 £170,500 £852,500 Key Development Themes Year 1 Year 2 Year 3 Year 4 Year 5 Total Vibrant & Thriving Elgin: Promoting Elgin City Centre to through strategic marketing and events. Boost Commerce: Create campaigns and initiatives that highlight and support the unique offerings of Elgin's businesses. £34,746 £34,400 £34,400 £34,400 £29,500 £167,446 Beautiful & Inviting Elgin Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. £23,500 £24,000 £24,000 £24,000 £23,500 £119,000 Page 171
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Appendix 3 27 Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. Engaged & Supported Business Community Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. £5,500 £5,600 £5,600 £5,600 £5,500 £27,800 Safe & Secure Elgin Safe City Centre: W ork with local law enforcement and community groups to ensure a safe environment for businesses and visitors. Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. £4,500 £4,500 £4,500 £4,500 £3,000 £21,000 Operational costs, including staffing, auditing, BID levy collection, Insurance, Utility bills, monitoring and evaluation £93,254 £93,000 £93,000 £93,000 £100,000 £472,254 Contingency £9,000 £9,000 £9,000 £9,000 £9,000 £45,000 Page 172
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Appendix 3 28 BID Ballot Process The vote will be a confidential postal vote conducted by the Civica Election Services and in line with Scottish Government BID legislation. Prior to the ballot papers being issued, a “Notice of Ballot” will be sent to all eligible persons (the person liable to pay the non-domestic rate) within the BID area. Pre-Ballot The BID Proposer must submit, at least 98 days in advance of the ballot date, the BID Proposals to the Local Authority, the Scottish Ministers and the billing body along with a letter detailing their intention to put the BID Proposals to ballot. Under legislation the prescribed local authority BID Proposal veto period, is 70 days prior to the day of the ballot. The local authority is required, under legislation, to notify the BID proposers and the Scottish Government, in writing, if the authority is or is not vetoing the BID proposals. A ‘Notice of Ballot’ will be issued at least 42 days before the day of ballot. The BID Proposer will make available a copy of the BID Proposal to any person, who is eligible to vote on the BID Proposals, who requests a copy. The Ballot • Ballot papers will be issued to every business in the BID area at least 42 days (27th of February 2025) before the day of ballot (10th of April 2025) • Ballot papers, together with a copy of the Elgin BID Business Plan will be posted to the person responsible for casting a vote within their business. In the case of national companies, the responsibility for voting may lie with head office. • The BID ballot is a confidential postal ballot conducted by Moray Council on behalf of the City of Elgin BID Ltd and in line with Scottish BID legislation. • Where a property is vacant the voting papers will be sent to the property owner. Page 173
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Appendix 3 29 • The final date for all ballot papers to be returned is 5pm on the 10th of April 2025. Ballot papers received after this time and date will be null and void. • Voting papers will be easy to complete, businesses simply place a cross on either “Yes” or “No” to the question “are you in favour of a BID?” The ballot paper must then be signed by the person eligible to vote and returned in the pre-paid envelope. • For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. • All eligible persons (i.e. those persons liable to pay non-domestic rates) will have one vote for each of the properties that they occupy. Where a person is liable to pay the non-domestic rate for more than one property, that individual shall be eligible to cast more than one vote. However, they will also be required to pay the levy for each of the properties that they occupy. Each paper counts as one vote. It is important that every paper received is completed and returned. • The ballot papers will be counted on 11th April 2025 and the result will be announced by Moray Council within one week. • Following a successful ballot the City of Elgin BID Ltd will commence on 14th April 2025 and will run for a period of five years until the 31st of March 2030. Page 174
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Appendix 3 30 Meet the BID Board of Directors The BID Board of Directors are drawn from the different trading sectors (retail, office, hospitality and property owners) and oversee delivery of the BID’s City Centre programmes. BID Chairman: Stephen Young (Manager St Giles Centre) John Divers (Councillor – The Moray Council) Darren MacDonald (Director, Nort East Financial Service) Derek Duncan (Moray College UHI) Juliette Buchan (Director Against the Grain) Kathrine MacIntosh (Robertsons- Construction) Leigh Ellis (Manager Muckle Cross Pub) Stuart Huyton (Elgin Museum) Sophie Shorter (Bank of Scotland) Image of directors to be used Page 175
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Appendix 3 31 Governance and Measuring success Elgin BID Ltd, will continue to be a not-for-profit limited company by guarantee with no share capital, will continue and deliver the renewed Business Plan for the period 14th April 2025 to 31st March 2030 through its voluntary Board of Directors and a Management Team. The Company will continue to be managed by its Board of Directors operating in an open and transparent way and answerable to the businesses in the BID area. The Directors are committed to the highest standards of management, governance and accountability; recognising good governance helps deliver the strategic objects of the company. There will be a detailed set of protocols (the Operating Agreement) which will cover, as well as other items, the billing, collection and transfer of the levy to the Company. The Board of Directors may consist of up to 14 directors, of which there are currently 10 in office. An active campaign will be launched after the successful ballot to recruit additional directors to the Board. Every eligible person that pays the levy will have the opportunity to nominate themselves or someone else from within the BID area to be elected to the Company Board but limited to one eligible person from each eligible property. Nominations of directors, representatives, or advisors from outside the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. The Company will continue to be run by the businesses for the businesses. This Board will be responsible for all decisions relating to staff, contracts, the delivery of the approved business plan and other activities generated by the BID. The Board will be representative of the businesses and stakeholders in the area. The Chair, Vice Chair and Finance Director will be elected from the directors of the Board. The Board will include 1 representative from Moray Council. There will also be non-voting representatives from Police Scotland. Other non- voting members or local groups may be co-opted onto the Board at the Board’s discretion. The BID Company Board will have the authority to adapt or alter the projects and services from year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Additionally, the BID Company Board reserve the right to consider creating a charitable arm of the company to enable it to secure additional funding, which can only be sourced with charitable status. Page 176
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Appendix 3 32 Information Angela Norrie BID Manager City of Elgin Business Improvement District 13 Harrow Inn Close Elgin IV30 1BP hello@elginbid.co.uk 01343 550652 Page 177
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Appendix 5 Board Meeting 12th February 2024 5pm, Elgin BID Office In Attendance Apologies Angela Norrie (AN) Stephen Young (SY) John Divers (JD) Juliette Buchan (JB) Leigh Ellis (LE) Darren MacDonald (DM) Katherine Mackintosh (KM) Sarah Holmes (SaH) Sophie Masson (SM) Natalie Shewan (NS) Mark Angus (MA) Stuart Huyton (SH) Derek Duncan (DD) Discussion: Last Meeting Note & Action Point Update Sent out prior to meeting, no comments. Discussion: Renewal Ballot Discussion took place regarding the following if successful in next phase of Ballot: • No increase would be made to the BID Levy • No expansion on the boundaries of the district area, although Voluntary members will be considered after research into best practises undertaken and a suitable package is introduced. • Cash Machines, any businesses holding is required to pay a BID levy. Directors agreed to look at the potential of removing for next phase. In previous conversations with Moray Council it was asked if consideration would be given to grow EBID to cover Moray. At the time management Staff made Moray Council aware this would not be feasible for next phase as to much work would be required in the ground of researching what could be provided to all areas as multiple factors must be considered. All directors agreed this being the case but did agree that other communities could benefit from a blueprint that other areas could adopt. This would include some of the practises and workings EBID undertook and resources to support success. Conclusions All directors unanimously agreed Discussion: BID Levy collection procedures Discussion held on the procedure for collection of BID Levy, procedures were out of date, and due to time restraints meant that what was previously agreed, did not work for the management team or BID members. It was agreed that the procedure should be BID members receive the invoice, then a final reminder then sheriff office letter if payment has not been received.. SY suggests that we do not go into businesses and LE suggests we only have contact through Email and not face to face. However if any business would like to arrange a meeting to discuss the BID Levy then 2 members of staff should be present. SY suggest we move away from the office and hold meetings at the St Giles Centre with himself present. Some businesses receive 2 invoices within the year however if they only pay under £100 we only Page 178
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Appendix 5 give then the 1 invoice for the year. We are finding it hard to collect from takeaways as they change names and email addresses often. Conclusions Agree to email exchanges only and in extreme measures have meeting with SY present. All voted yes to this new policy Action Points Person Responsible • Create and implement a new BID Levy collection procedures AN Discussion: Budget 2024 Although there has been a saving from previous years in certain areas of the budget. Due to seeing an increase in prices from partners and for essential equipment to support initiatives and the requirements now needed to hold a license to run these events. It was noted this could impact the delivery of some of the events and consideration was now needed where higher levels of safety and security measurements are required. Where we have been successful gathering £5,000 of funding from Elgin Councillors to support the cleaning undertaken by BID. We originally gathered a quote for a sweeping machine this has now raised to £32,000. Suggested to use the funding of £5K for the purchase of the Gum, graffiti remover and time will be dedicated to source funding so one can be purchased if successful in the next phase of Ballot. (SaH) When it comes to marketing we should be advertising the sponsorship of The Elgin Pipe Band. This led to conversation of donation to St Giles Church for when we use Church for events and how this may change if Church does go up for sale. Town Centre Wi-Fi Elgin BID currently are the only ones who offer this service. It was spoken about in previous years that in a partnership fund Moray Council would look to expand this offering across other sections of the district, but this never happened. The current Wi-Fi provision is temperamental and relies of an area that tends to fall off the window. This is currently placed in St Giles Centre and even they cannot access the service. Management team to look at providers and offerings of a Wi-Fi suitable for the district especially high foot fall areas. This could be utilised to capture how many people are using town facilities but requires a marketing plan to make sure all are aware of the project encompassing from locals to those touring local area. (SY) Wages and allocation of budget must be included to support Living wage increase and any increment Directors see fit to make. All agreed the draft budget proposal Conclusions All directors unanimously agreed Action Points Person Responsible Wifi providers to be consulted with for town centre provision AN Discussion: Website Page 179
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Appendix 5 Discussion on EBID current website. How it is currently displayed makes it nonuser friendly and is no longer fit for purpose. We have been approached by a website and social media developer, Archie from Highland Heights Media. We have held an introduction meeting and quotes were provided on levels of services. (SAH) suggested meeting with (AN) to discuss this further and give consideration to holding a members login section where information can be up dated by the individuals and can access potential resources while also looking at the users side, and capturing the analytics, such as who is using the website. Conclusions (SaH) & (AN) to meet to discuss. Discussion: Renewal Ballot Event Lunch consultation event is taking place, this is where members are asked to consider 3 main objectives of what they would like EBID to concentrate on in the next phase. (AN) asked directors to confirm who would be attending (SY, DM, KM, (LE) and JD) if prior engagements finish on time and apologies from (SaH, JB & SM) they all have prior engagements. (JD) spoke about the councillors meeting where it was voted 8 to 6 in agreeing to support EBID going to ballot. 5 conservatives and 1 SNP councillor voted no. There are a number of new representatives who do not know what EBID does. (AN) commented that the main engagement comes from 3 of the Elgin Councillors and suggested holding a RSVP event, following on from their next full meeting. We could utilise this to educate the new members while showcasing what we have been successful in over this period and what we would want the next phase to potentially look like. (JD) mentioned that if we wished to do this then going through Mady Tough would be a good way, and that both the chair (SY) and Manager (AN) would be expected to attend and give a presentation later in the year. (SY) commented that this would be a good way to differentiate between ourselves and other local business support providers, while highlighting how we also work in partnership raising common issues and concerns such as parking and antisocial behaviour. Conclusions 4-5 directors will attend lunch event Discussion: AOCB Premises: (SaH) asked if premises are still being looked at. Yes but currently there has been nothing that covers all our needs. Datasbase: The new system is now in place and all members credentials are now installed. The team have been spending time getting to know the layout of the system and all functions. A weekly report will be made available to the directors on stats recorded once all training is complete from Vacinity. (SaH) commented that budget showed spelling mistake that needs amended. Stationery instead of Stationary. Embrace Elgin Magazine: discussion on dates when these should be delivered out. Due to issues with Royal Mail delivering the magazines we have had it reported that not all received in timeline that was expected. (AN) to look at timeline and readjust the dates for delivery. We will also look to add to the list of distribution holders. Currently Tescos, Museum, College, Library and some hairdressers hold. Page 180
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Appendix 5 Staffing: Tina has resigned from her position as Marketing & Communication Executive she will be leaving EBID on the 1st March after 6 years of service. Directors: Mark Angus (G&M rep) will be stepping down from the board in April. Management team was asked to leave the meeting for directors to speak confidentially. Meeting adjourned after this. Next meeting date- 15th April 2024 202 Page 181
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Appendix 6 Board Meeting 15th May 2023, 4.30pm, St Giles Centre In Attendance Apologies Angela Norrie (AN) Tina Mainland (TM) Stephen Young (SY) Derek Duncan (DD) John Divers (JD) Juliette Buchan (JB) Sarah Holmes (SaH) Natalie Shewan (NS) Mark Angus (MA) Stuart Huyton (SH) Katherine Mackintosh (KM) Discussion: Last Meeting Note & Action Point Update Sent out prior to meeting, no comments. Conclusions Discussion: Team Update The two new members of the team have started. Pam is the new Office Administrator, she comes with a varied admin background. Sam is our new Street Ambassador, he has a horticultural background and has been an event volunteer since 2019. The Street Ambassadors have been busy cleaning the streets as bins have been overflowing and there is a lot of litter. JD highlighted that if this continues to make him aware and he will go to the Waste department manager. The team have also been busy removing fly posters, over 100 were taken down in a two week period. TM has raised this with Licensing in Moray Council and they have emailed companies to make them aware of the law. Anti-Social Behaviour has been increasing with national businesses having concerns for their safety of their staff when lone working. A safety survey will be going out to businesses to gather on information/concerns on safety. DD asked about the current CCTV in the Town Centre. JD explained it has been upgraded to a higher spec, it is now digitised and can zoom in to get clearer details. The problem is the camera at Poundland is missing and Police Scotland were unable to get permission from landlords to put a replacement on a surrounding building. JD suggested AN to meet up with Neil Morrison to get a clearer picture of the problems they are facing. AN had met with Essential Edinburgh BID to discuss their BID Cop. They have essentially paid for two police officers for their BID district, AN explained that should issues worsen and Police presence does not increase then this could be an option we have to look at. Conclusions The new team members Pam and Sam are settling in well. Page 182
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Appendix 6 Issues the team are facing are litter, fly posting and concerns with anti-social behaviour. Action Points Person Responsible • Discussion: Town Summit Findings We attended the Moray Towns Summit, speakers were people outwith Elgin and we heard about their towns and the plans they have. We held two sessions where we ran diamond ranking sessions to find out what worked well in the town and where the gaps were. Both sessions were well attended with over 40 attending in total. The issues raised were nothing new, with large vacant units, rates, grant funding and the state of buildings being the highest ranking issues. Another point raised was BID needs to be better at shouting about success stories and the work we are doing. Following the summit more partnerships have come forward to find out how we can work better together. We will be meeting with Gary Templeton from Moray Council to discuss funding for a potential new project we have thought of. Their team also have potential funding that could be used for business grants, we will be meeting them at a later date to discuss further. AN will send the review of our sessions around the Board alongside the stats from DYW Moray’s Young people’s survey. Conclusions In May we attended the Moray Town Centre Summit. This was a positive summit and our sessions were well attended. No new issues were raised that towns are facing. Following the sessions there is funding to come from Moray Council for a potential future project that we have been planning. Action Points Person Responsible • Send session review & DYW survey AN Discussion: Hospitality Trail A new project that we will be looking to launch this Summer is The Elgin Pub Trail. This will engage with hospitality businesses that we haven’t done much for in the past. The trail will work where participants will get a trail card, once it has been stamped with a number of different participating businesses they will be able to get a free t-shirt. Pub trails have worked very well in other BIDs and have been received well by both the businesses and public. TM will work on the trail and keep the Board updated on progress. Conclusions A new pub trail will be created to increase engagement with hospitality businesses that we haven’t had as much engagement with in the past. Page 183
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Appendix 6 Action Points Person Responsible Discussion: AGM Prep As discussed at the previous Board meeting, our budget has decreased. To save money AN explained to the Board that we are looking to go back to the previous set up of the AGM & Awards Night and hold again in the Beechtree at Moray College, all in attendance agreed. The current date for the AGM is the 6th October, DD highlighted this is the college graduation night so dates may need to be checked so we can be accommodated. Conclusions To save money, Board agreed to move the AGM & Awards Night back to the Beechtree at Moray College. Action Points Person Responsible • Contact Moray College to check dates for AGM TM Discussion: Ballot Overview To start the ballot process, we will be holding the first Business Breakfast in July. This and future events will be used to gather business’s views for the business plan for Phase 4. AN has been waiting on a meeting with Moray Council to discuss the Ballot, this has been put on hold as they are looking to employ a new member of the team to run the ballot process from their side. Phil Prentice from Scotland’s Town Partnership has said that CIVCA have a new team in place so we shouldn’t face the same problems as we did in 2019. Conclusions To start the ballot process, we will be holding the first Business Breakfast in July. Moray Council are looking to employ a new member of the team to run the ballot from their side. Action Points Person Responsible Discussion: AOCB JB asked if we could look into different options to advertise businesses to get people moving around the town. JB suggested to have businesses sponsor the planters. SaH suggested to find out if we can use the hoarding at Poundland. We will investigate different options. Batchen Lane carpark has a number of spaces used up by Moray Council pool car space, TM will contact Karen McGilly in Moray Council to find out if they can be freed up as the carpark is one of the highest used carparks now. SaH raised the concern that once the front of Poundland is completed, the damage at the back done by the fire could keep North Street closed whilst they repair it. We will find a contact in Poundland or contact Jim Grant to find out more about their plans. Once North Street is reopened an education piece will need Page 184
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Appendix 6 to be created to have traffic move back down North Street, future plans are in place to stop traffic going up Batchen Street. Action Points Person Responsible • Investigate options to advertise businesses and move people around town • Contact MC to ask if pool car spaces in Batchen Lane carpark can be freed up • Contact Poundland/Jim Grant to find out plans for the building work AN/TM TM AN Next meeting date- 3rd July 2023 Action Point Summary 15th May 2023 Action Points 15th May 2023 Update Town Center Summit • Send session review & DYW survey AN Action completed AGM Prep • Contact Moray College to check dates for AGM TM 6/10 is unavailable, waiting to hear back what dates they have available. AOCB • Investigate options to advertise businesses and move people around town • Contact MC to ask if pool car spaces in Batchen Lane carpark can be freed up • Contact Poundland/Jim Grant to find out plans for the building work AN/TM TM AN Ongoing TM emailed, waiting to hear back Ongoing Previous Meetings Action Points Action Points 13th March 2023 Update Cleaning Services • Source 3 quotes for a higher spec street sweeper TM Ongoing- One quote has come in for £22k, other quotes are still to be sourced. Page 185
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Appendix 6 Events Update • Send JD the event safety management plan AN Action Points 16th January 2023 Update Governance • Create new Director application form AN Ongoing Action Points 21st March 2022 Update AOCB • New QR code stickers for street signs • Look in to creating new street signs TM GC/TM On-going On-going Page 186
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Appendix 7 Board Meeting 5th August 2024 5pm, Elgin BID Office In Attendance Apologies Angela Norrie (AN) Stephen Young (SY) Juliette Buchan (JB) Leigh Ellis (LE) Darren MacDonald (DM) Katherine Mackintosh (KM) Stuart Huyton (SH) Sarah Holmes (SaH) John Divers (JD) Sophie Masson (SM) Derek Duncan (DD) Discussion: Last Meeting Note & Action Point Update All agree previous minutes, no concerns Discussion: Ballot update Discussion was had on how we can potentially changed the undecided votes to a yes vote. Directors would help by possibly have a conversation with members they believe they can speak to about turning an undecided into a supportive vote. This could be in the form of a 1 to 1 if this might help. While we spoke about a meet the team meeting with the councillors it is also suggested that we go to the Council office rather than them coming to our office as everyone feels they wont attend unless we bring it to them. KM would not be available on the 15th to attend this. The management team also commented time frames would also have to be considered to tie in with committee meeting dates. The directors were again asked to confirm the following regarding any levy increase going forward for phase 4. What would it be as it would need to be in our proposals. SaH asked if we could look at this yearly, yes but within proposals we would need to cap the percentage that could be reach over this phase. Discussion took place regarding the cost of everything that EBID does is also going up. With inflation on equipment and services, costings are going up. All directors agreed it would not be in the best interest to increase the levy for the first year. It was agreed directors would keep this on the agenda and review on a regular basis. The management team asked for clarification if the BID area would be expanded. It was felt by the team even though we had received interest from a small amount of businesses out with the district, due to the nature of these businesses we were still not in a position to be able to provide a strong enough service for them. All agreed, district area to stay the same. With this in mind the directors were asked to give consideration to the exclusions. Discussion was held on removal of ATM’s but after further talk it was agreed that instead of removing, we should look at how we can promote these services. All agreed no changes to the exclusions or who is liable to pay the levy. Budget sheets looked over, Board have suggested making a change to where the Street Ambassadors should lie within the table and this will be amended, other than this all was agreed. Directors were asked to confirm that the cost of ballot would not be covered by levy payers and that financially Elgin BID would cover the cost. DM asked “did we not already cover and agree these before?” Yes, however this was discussed in a confidential meeting regarding another matter and wasn’t recorded as it was just a conversation and some board members had already left. Action Points Person Responsible • LW to look into booking a room at the Council office • Speaking to members to gain support • Move Street Ambassadors to Green Elgin section on budget sheet LW LW & Board LW Page 187
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Discussion: Food and Drink Distilled and our F&D Festival to close together and not everyone wants to go to both. Can we possibly look at working with Distilled or changing dates – possibly have F&D at the end of June, start of July. This year F&D landed when the schools have just gone back. Going forward making a list of all events to be sent out with dates for the year so that all are aware in advance Action Points Person Responsible • Look into dates ect for next year LW Discussion: Social Media • We don’t have proof of what we do on a daily basis (street ambassadors) • Close Facebook Group- if this is used right it can be good and very helpful. • Is the page beneficial? – all agree it is very useful. • We should start again and state exactly what it is used for- send out again to let everyone know. • SaH is happy to become admin in Groups to monitor over the evenings and weekends • A statement needs to be put out with terms of the group again explaining what it is there for. • Create a pinned post to stay at the top of the page stating the rules so it can always be seen. • We need better marketing and more of a presence on social media. We need to tap into what people are looking for e.g back to school, winter time, where to get what you need. • Staff training for LW & SM • Start putting up photos of what we have done i.e rubbish bags (how much) how many BID grants we have done etc. • Endless amount of content can go out. The more the better. • Look into a part time marketing person. Action Points Person Responsible • Staff training • Adding SaH to be admin on socials SaH LW Discussion: AOCB We need to promote EBID more, look at getting a uniform for everyone to wear when out of office e.g Ambassadors out cleaning etc and for events to stand out and everyone to know who we are. Look at having Staff and Street Ambassador written on the back with small logo on front. Look at all year round also for this. Action Points Person Responsible • Get staff uniform sooner rather than later LW & AN Next meeting date- 30th September 2024 202 Page 188
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Appendix 8 Mr J W Mundell Chief Executive Moray Council Headquarters High Street Elgin IV30 1BX City of Elgin BID 13 Harrow Inn Close Elgin IV30 1BP 22nd November 2024 Dear Mr Mundell Planning etc. (Scotland) Act 2006 Business Improvement Districts (Scotland) Regulations 2007 City of Elgin BID Business Improvement District - Formal Submission of BID Proposals to the Local Authority and the Scottish Government We refer to the above legislation, which requires the BID Proposer to notify you in writing that we wish to put the City of Elgin BID, BID Proposals to a ballot. This letter is our formal request for Moray Council, to instruct the ballot holder to put the BID Proposals to a ballot on the 10th of April 2025. Will you kindly acknowledge receipt of this letter. Yours sincerely, Mr Stephen Young Chairperson On behalf of City of Elgin BID cc Scottish Government SIDs Director Page 189
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Baseline Services Agreement for Elgin Business Improvement District Page 190
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2 Baseline Services For Elgin Business Improvement District Table of Contents: Page 1. Introduction 3 2. Statutory Services Environmental Protection 4 • Street Cleansing. • Waste Management. • Complimentary/requested services. • Horticultural/Ground care services on Council owned land Transportation 7 Environmental Health 9 3. Non-Statutory Services Economic Growth & Regeneration 11 Page 191
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3 1. Introduction Moray Council provides a range of services to Elgin City Centre. To ensure that any investments by a BID are additional to existing services, an updated Operating Agreement will be drawn up between Moray Council and City of Elgin BID Ltd. Regular reviews of the services will be provided and their contribution to achieving Elgin’s BID objectives will be assessed. This baseline services information does not detail the full range of services provided by Moray Council but is instead limited to the Elgin BID related services. The baseline information described is those provided in the current financial year (2024/2025) and is a mix of statutory duties, permitted and / or discretionary activities. Service levels provided in future financial years will depend on the level of funding available to Moray Council and may be varied in line with budgetary constraints. However, Moray Council will not disproportionately vary services in the City of Elgin BID area because of the existence of the BID. Page 192
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4 2. Statutory Services Service Area Activity Area Environmental Protection Description/ Specification 1) Street Cleansing 2) Waste Management 3) Complimentary/requested services 4) Horticultural/Ground care services on Council owned land Contact Mike Neary Waste Manager mike.neary@moray.gov.uk Existing Activity 1) Street Cleansing The Council provides a regular programme of street cleansing including: • Provision of free-standing litter bins throughout the BIDS area and, their routine servicing • Litter picking (Manual) • Road Channel Sweeping • Fly Posting removal • Removal of dog fouling 2) Waste Management The Council provides a regular service for: • Refuse Collections from non-domestic rate payers at a minimum collection frequency of once weekly (chargeable) • Recycling Collections from Non-domestic rate payers at a minimum collection frequency of once weekly (chargeable) 3) Complimentary/Requested Services The council provides additional complimentary services available on request: • Fly Tipping Removal • Advice and assistance to non-domestic rate payers relating to effective waste management practices. Page 193
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5 • Provision of waste/recycling services for ad hoc events (chargeable) • Emergency cover available from on call staff to manage issues that arise with relation to provision. 4) Horticultural / Groundcare The Council undertakes supply of the following services and assets: • Treatment of ground level weeds (Weed control using herbicide is carried out twice per year to treat weeds present at time of treatment. Treatments are weather dependent with the first application planned for May/June and the second application planned to take place in August/September. Vegetation is not removed after treatment) • Elgin War Memorial (Summer & spring bedding plant in tubs) Operational Times Service staff are available to provide information on matters pertaining to waste / recycling / litter and fly-tipping etc. during office hours: ➢ 0845 – 1700hrs Monday to Friday Operational staff are available to provide front line services between: ➢ 0730- 1530hrs Monday to Friday Street sweeping and litter clearance function is catered for between: ➢ 0630 – 1430hrs Monday to Friday and, ➢ 0600 – 0900hrs Saturday and Sunday Equipment Levels Not specific to BID area Staff Levels Not Specific to BID area Key Performance Indicators Street Cleansing – now undertaken in line with operational parameters. Page 194
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6 Legislation/Policy Environmental Protection Act 1990 Waste (Scotland) Regulations 2012 Boundary Area Moray wide Non-Compliance Procedure Additional Information or Notes Enquiries are recorded on modular software which highlights the matter to officers and allows inspections to be undertaken / communications to be made and issues resolved. Street Cleanliness was managed in line with the Local Environmental Audit Management System (LEAMS). Moray Council no longer participate in this programme. Therefore, action is now undertaken in line with the Code of Practice for Litter & Refuse and operational parameters. Page 195
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7 Service Area Activity Area Transportation Description/ Specification Transportation has responsibility for the management of all traffic and road safety functions, street works coordination, active and sustainable travel, transport planning and strategies, off street carparks, public transport unit (PTU) including school transport and m.connect. Maintenance and operation of six harbours, including a dredger. Contact Kelly Wiltshire Strategic Transport Services Manager kelly.wiltshire@moray.gov.uk Existing Activity As above Operational Times Office hours, however, may include events at other times. Equipment Levels Not specific to BID area Staff Levels Not specific to BID area Key Performance Indicators N/A Legislation/Policy Legislation: Roads (Scotland) Act 1984 Road Traffic Regulation Act 198 Harbours Act 1964 Pilotage Act 1987 Grampian Regional Council (Harbours) Order Confirmation Act 1987 Education (Scotland) Act 1980 Town & Country Planning (Scotland) Act 1997, amongst others. Policy: National Transport Strategy Low Carbon Economic Strategy for Scotland Page 196
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8 Elgin Transport Strategy Moray Active Travel Strategy, amongst others Boundary Area Moray wide Non-Compliance Procedure N/A Additional Information or Notes N/A Page 197
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9 Service Area Activity Area Environmental Health Description/ Specification To maintain and improve environmental conditions to the benefit of public health through the provision, cost effective services (including advice) and enforcement of statutes. Contact Karen Sievewright Environmental Health and Trading Standards Manager Karen.sievewright@moray.gov.uk Existing Activity Food safety • advice and enforcement Housing • statutory nuisance enforcement • tolerable standards enforcement • repairing standard enforcement Health and Safety at Work • advice and enforcement Public Health including food or water related infectious disease – investigation and enforcement. Community Safety including antisocial behaviour. Operational Times Office hours, may include events at other times Equipment Levels Not specific to BID area Staff Levels Not specific to BID area Key Performance Indicators N/A Legislation/Policy Food Safety Act and associated regulations Health and Safety Act and associated regulations Environmental Protection Act 1990 Public Health Act 2008 Housing Scotland Act 1987-2006 Page 198
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10 Anti-social behaviour Act 2004 Prevention of Damage by Pests Act 1949, amongst others Boundary Area Moray wide Non-Compliance Procedure Additional Information or Notes N/A Page 199
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11 3. Non-Statutory Services Service Area Activity Area Economic Growth & Regeneration Description/ Specification Develop and manage programmes, projects and services in the areas of Economic Growth, Regeneration, Tourism, Business Support, Community Wealth Building, Employability and External Funding. Contact Kirsty Conti Manager, Economic Growth & Regeneration Kirsty.conti@moray.gov.uk Existing Activity Economic Growth, Regeneration and Tourism Develop and deliver tasks & projects as part of the Moray Economic Strategy Action plans, Moray Growth Deal Cultural Quarter fundraising, Employability Strategy & the Local Outcome Improvement Plans. Deliver Employability Service for young people and adults including key worker service, lead Moray Pathways Local Employability Partnership and work to address issues/remove barriers to employment. Develop and deliver place partnership projects such as Forres Conservation and Heritage Scheme. Deliver Rural Tourism Infrastructure improvements e.g. Moray’s Routes. Develop, administrate & co-ordinate across all Council Departments the Town Centre Capital Grant Scheme. Provision of Film Liaison Service - a ‘one stop shop’ of free advice and support to the film industry for permissions, locations & facilities. Co-ordination, booking & support for markets and other non- commercial events on Elgin’s Plainstones. Participate/comment on consultation of the Moray events Organisation Group along with other Council departments, Police, Fire and Ambulance Services for major events. Matters include licensing, road closure, environmental health etc., to ensure that events are both safe and enjoyable. Co-ordinate Moray Doors Open Day, which is part of the Scotland-wide festival that celebrates places and stories, old Page 200
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12 and new, working closely with venues and groups to develop and produce local programmes for the community. The organisation of the event ensures the area’s history and heritage are accessible to all and encourages people to explore the venues. Work to establish a new operating trust for the Moray Museum Service, facilitate conservation of the collections. Business Support and External Funding Provide a comprehensive Business Gateway Service to businesses, whichever stage the business is at or sector they operate in. This publicly funded, free to access business support includes advice and practical guidance: one to one support; specialist advice; key sectoral support; business skills workshops; webinars; networking events and delivery of specialist programmes. The support and advice include access to finance, recruitment, digital business skills, expanding into overseas markets. Manage external funding allocated to Council including UK Shared Prosperity Fund, Place Based Investment Programme, and Coastal Community Fund including responsibility for EU funding audits. Act as lead applicant for community groups where only Local Authorities can apply e.g. Regeneration Capital Grant Fund. Co-ordinate and promote Moray Gift Card Supplier Development Programme - a public sector partnership which delivers a variety of free tender training, workshops, webinars, and a range of online resources to connect businesses with the Scottish public sector. Development of the Community Wealth Building Strategy – Community Wealth Building is a new economic development approach which aims to retain wealth within the local economy and placing increased control in the hands of local people. The strategy and action plan has been tailored specifically to the needs of the Moray economy and community. Provide first point of contact for the development and support of Business Improvement Districts. Page 201
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13 Provide advice and assistance on the wide range of funding streams to all Council services and partnerships. This includes funding initiatives and programmes with the UK Government, Scottish Government, Lottery and Trust funding to maximise opportunities to assist the local economy and community. Lead on consultation of potential Local Visitor Levy and look to provide guidance on Subsidy Control. Operational Times Normally Monday – Friday, 09:00 – 17:00, however may include evening & weekends for ad hoc meetings and events. Equipment Levels Not specific to BID area Staff Levels Not specific to BID area Key Performance Indicators N/A Legislation/Policy Scottish Government Strategic objective: To make Scotland a more successful country by building on our economic strengths and creating opportunities for all. The Strategy document can be found on The Scottish Government’s website: https://www.gov.scot/publications/scotlands-national- strategy-economic-transformation/ Boundary Area Moray wide Non-Compliance Procedure N/A Additional Information or Notes The Moray Economic Strategy: was produced in 2012 by the Moray Community Planning Partnership to provide a long- term economic strategy for Moray. The strategy was reviewed and in November 2022 a refreshed strategy was published. The strategy takes account of changes in the economic landscape since 2012 not least cuts to public funding; it also reflects the work undertaken for the Moray Growth Deal and a post pandemic world. The strategy is for the period 2022-2032. The Strategy document can be found on the Council’s website: http://www.moray.gov.uk/moray_standard/page_75361.html Page 202
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14 For Business Gateway Service, please see: http://www.moray.gov.uk/moray_standard/page_59743.html and https://www.bgateway.com/local-offices/moray/local-support Page 203
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1 Local Police Plan 2020 - 23 Your Moray Moray Page 204
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2 The Chief Constable has responsibility for the policing of Scotland Page 205
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3 Contents Foreword………………………………………………………….………..4 Policing on a page………………………………………………….…...5 Local Police Plan…………………………………………………….……6 How we identified our priorities………………………………….…….7 Introducing Moray………………………………………………….……8 Moray Community Planning Partnership Priorities……………...…9 How we will achieve our outcomes……………………….…….…..11 Community Planning Board – Partners……………………….……..13 Our priorities in detail……………………………………………..….…14 Local policing arrangements…………………………………...…….25 Performance and accountability…………………………………….26 Equalities…………………………………………………………………..27 Local contact details…………………………………………………...28 Page 206
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4 Foreword As Divisional Commander for North East Division, on behalf of the Chief Constable, it gives me great pleasure to present the Moray Local Policing Plan for 2020 - 2023. Moray continues to thrive through the delivery of a number of key infrastructure projects not least the expansion within RAF Lossiemouth. Partnership working, which has always been strong, has been further enhanced through the Community Planning Partnership, which has developed a Local Outcome Improvement Plan (LOIP) and Locality Plans, to deliver better outcomes for the citizens of Moray. Albeit still in development this will provide a framework for focused partnership working moving forward. Keeping people safe is at the heart of local policing and our community based approach has contributed to record lows in crime and ‘highest ever’ detection rates. These could only have been achieved through the community planning approach with all statutory partners, the third sector and indeed communities themselves. As such, this plan is written aligning to Police Scotland’s priorities for Policing and our Joint Strategy for Policing (2020) Policing for a safe, protected and resilient Scotland, local policing playing a key role in delivering the strategic outcomes, and also the Moray LOIP and Locality Plans where there are clearly priorities identified to which the Police have a role however, the preventative agenda is a shared one, demonstrating our strength as a Partnership. Recognising our role in identifying and supporting the most vulnerable in our communities, we will ensure that our workforce remains aligned to the national policing priorities and other national strategies relating to mental health and indeed the broader definition of public protection. We will also take cognisance of emerging crime trends such as cyber. North East Division is committed to providing an excellent police service for the future, taking account of the views of those we serve. It is exciting to see us explore the opportunities for integration with partners and maximising the use of digital technology as we contribute to ensuring Moray remains one of the safest places to live, work and visit. Chief Superintendent Campbell Thomson Divisional Commander, North East Division Page 207
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5 Policing on a page – we will: Page 208
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6 Page 209
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7 How we identified our priorities The Local Policing Plan for Moray is intrinsically aligned to the Moray Local Outcome Improvement Plan (LOIP) which was published by Community Planning Moray. Outlined within this document are our priorities for Policing and outcomes which, when achieved, will contribute to the LOIP and the strategic vision for Moray. These priorities and outcomes were identified through a number of sources and processes which include: Police Scotland Strategic Assessment 2020-23 for North East Division which details threats that impact on policing at both divisional and local authority level. Community consultation Community Planning Moray’s refreshed Local Outcome Improvement Plan 2017-27 Policing for a safe, protected and resilient Scotland (Joint Strategy for Policing 2020) Police Scotland’s Annual Police Plan All of these sources have provided critical information in identifying what is important to the diverse communities within Moray and as such we have structured our resources to meet these demands. Page 210
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8 Introducing Moray Moray lies in the north east of Scotland between Inverness and the Highlands to the west and Aberdeen and Aberdeenshire to the east. Its area of 2,238 square kilometres makes it the eighth largest council area in Scotland. The area is mostly rural, comprising 70% open countryside and a further 25% woodland. However, in terms of its population, it ranks 25th out of 32 with a population of 94,750. Just over half of the population live in the five main towns of Elgin, Forres, Buckie, Lossiemouth and Keith. Population levels vary across Moray’s main towns ranging from 23,178 in Elgin to 4,734 in Lossiemouth. There are also a number of smaller, more rural areas. Although the overall age profile broadly follows the national trend towards an aging population, in fact, Moray has higher percentages of people in each of the 75+, 60+, and 45+ age groups when compared with the Scottish average. In particular, the evidence indicates that there are higher percentages of older people in the more coastal and rural areas. According to the National Records of Scotland it is predicted that by 2039 the number aged over 65 will have increased by 73% in Moray compared to 66% nationally. The flip side to a higher proportion of older people is a lower proportion of younger and working-age people. A smaller available workforce has implications for the stability of the local economy and in parts of Moray the area’s aging population will result in a smaller available workforce in the coming years and also increase service demand in certain areas. The Moray economy is still largely based on its natural resources with the focus on agriculture, fishing, forestry, food products, whisky and tourism. The largest employer is the Ministry of Defence (MOD) with bases at Kinloss and Lossiemouth and due to ongoing developments in these areas, the MOD population will increase significantly over the coming years. (Source – Your Moray) Page 211
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9 Moray Community Planning Partnership Priorities We have developed our priorities to focus on where the collective efforts of the partners and communities can add most value in improving local outcomes and tackling inequalities. We asked more than 50 partner and community representatives who attended our Community Planning development day in June 2017 to consider where we should focus our efforts in light of all of the evidence we gathered. The result was that the overarching outcome for Moray should be ‘Raising Aspirations’ and four main priority areas to direct the Partnership’s work which were identified as having the potential to make the most difference to Moray were: 1. Growing, diverse and sustainable economy 2. Building a better future for our children and young people in Moray 3. Empowering and connecting communities 4. Changing our relationship with alcohol Additionally, these priorities provide local context for the cascade of national priorities for the Partnership and underpin the need for the Public Sector to work more efficiently together. In addition to working together at the strategic level across Moray we also need to undertake joint working at local levels as described in the next section. Page 212
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11 How we will achieve our outcomes – by working together Achieving our ambition building community relationships Community engagement will be a keystone from which we will build the foundation for our focus on raising ambitions and making Moray better for everyone. We recognise that our plan to address inequalities of outcomes is in its infancy and key steps for the Partnership will be to develop a shared understanding of the statistical and experience based evidence to inform and develop actions that will make a difference to our communities. We will use this to adapt and grow our LOIP and locality plans and to add depth and detail. To achieve this we want to build on the information we have from previous work with communities and to progress with cohesive and purposeful engagement around our priorities. Our Community Engagement Group is developing plans and proposals for locality plan-related engagement activities, including determination of the most appropriate community engagement tools to use. These tools could include, but are not limited to, Planning for Real, Participatory Budgeting or Place Standard. Our model of engagement is shown on the next page. Page 214
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12 Cohesive and purposeful approach to community engagement Ideally we will see this model of engagement enabling the development of more resilient and self-sufficient communities who have influence over the delivery of public services to their communities and capacity for joint and community based delivery. More information about our approach to community engagement is in our Community Engagement Strategy. Page 215
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13 Community Planning Board – Partners The Community Planning Board will have the ultimate responsibility for delivering this Plan. A list of the partners who are part of the Community Planning Partnership at the board level are listed below. Many more partners including community representatives and third sector organisations are part of the wider Community Planning Partnership at various levels. Community Planning Partnership Board Cairngorms National Park Authority Community Engagement Group Highlands & Islands Enterprise Moray HITRANS Moray College UHI Moray Council Moray Integration Joint Board NHS Grampian Police Scotland Scottish Fire & Rescue Service Skills Development Scotland tsiMORAY Scottish Government (Source – Your Moray) Page 216
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14 Our priorities in detail Vulnerable people may be, for any reason, unable to take care of themselves or unable to protect themselves against significant harm or exploitation and are more likely to come to harm and/or be a victim of crime than those who are not considered vulnerable. Protecting Vulnerable People aims to work with partners, the community and the private sector to identify vulnerabilities at an early stage and put in place multi-agency strategies and interventions, including Distress Brief Interventions, to assist those at risk and prevent them coming to harm. Assisting vulnerable people is an increasing aspect of day-to-day policing in Moray, whether the vulnerability be through age, disability, infirmity, illness, mental wellbeing, drug and alcohol intoxication or any other factor. The Moray Community Planning LOIP provides a blueprint for how multi- agency solutions are being developed to keep vulnerable people safe and in particular how to develop connected and cohesive communities. Where harm to vulnerable people cannot be prevented and they become a victim of crime, we will continue to develop trauma- informed practices to assist victims whether this be in relation to Child Protection, Adult Protection, Serious Sexual Crime, Offender Management, Domestic Abuse, Human Trafficking, or Honour Based Violence. We will utilise a victim centred approach to all such crimes reported to us and victims will be dealt with by trained officers, will be listened to, supported and offered the assistance they need to overcome challenges that such abuse may cause. Crime trend analysis indicates Domestic Abuse and Serious Sexual Crime continue to be areas where the public have confidence to report recent and non-recent offences to Police. Recent offences are increasingly likely to have a ‘cyber’ element where a number of online and digital platforms are used and we are committed, along with partners, to continue to educate in order to prevent this type of offending. Page 217
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15 Focusing on prevention and intervention we will work collaboratively to ensure localised delivery of national strategies relating to Mental Health, Drugs and Alcohol and Suicide Prevention ensuring support is available to the most vulnerable in society where and when it is required and provided by the agency most suitable to address these needs. This commitment includes supporting the Associate Distress Brief Intervention process introduced in Moray, which connects those who encounter Police in crisis and distress with ongoing support via referral to Penumbra. Governance for the LOIP is via Community Planning structures, the Public Protection Executive Group oversees the various strands of public protection multi-agency groups including the Child Protection Committee, Adult Protection Committee, and other co-existing partnerships such as the Alcohol and Drug Partnership, Community Justice Partnership and the Violence Against Women Partnership, ensure a holistic approach is taken to protecting vulnerable people. Through multi-agency strategic review, oversight and learning we will continue to ensure this framework is fit for purpose to deliver on the intentions and aims. Overall intention Challenge attitudes about all forms of Domestic Abuse With partners, identify those most vulnerable in our communities and develop multi-agency strategies and early intervention mechanisms to minimise their risk of coming to harm Raise awareness to prevent Child and Adult Abuse, Serious Sexual Crime, Domestic Abuse, Human Trafficking and Honour Based Violence Police and partner aims Changing attitudes about Domestic Abuse in all its forms Using a whole population approach: I. Increase awareness of Domestic Abuse by 2023 II. Reduce number of children who are witness to Domestic Abuse by 2023 Increase the uptake and retention of people in the Justice System with drug and alcohol problems in specialist services Increase the number of Distress Brief Intervention opportunities for people with mental health issues by 10% by 2023 Reduce suicide rates among men in Moray Reduce harmful levels of alcohol consumption and drug related deaths Page 218
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16 Serious Organised Crime (SOC) takes many forms, a number of which affect the communities in Moray. The exploitation of vulnerable people by those who supply controlled drugs is one aspect of SOC which many people are aware of. North East Division is committed to pursuing those responsible for supplying controlled drugs throughout the area through our local drugs initiative, Operation Aspen, and to working with partners to support those exploited by these individuals and organised crime groups. In addition, ‘Breaking the Cycle’ is a key area in which we intend to work collaboratively with partners to provide support and signpost available services which may assist in releasing those with addiction problems from the circumstances in which they find themselves. We will also work with partners to reduce the numbers of drug related deaths. Moray experiences drug suppliers from elsewhere in the UK travelling to the area where they utilise the homes of vulnerable individuals in order to supply controlled drugs through intimidation, violence or the promise of controlled drugs. This tactic is known as ‘Cuckooing’. It is also recognised that organised crime groups from elsewhere in the UK operate in Moray while the principal of these groups remain based in their home city directing the supply of controlled drugs. This tactic is known as ‘County Lines’ due to the fact that the telephone line used to source controlled drugs remains elsewhere in the UK, with drug dealing effectively taking place across ‘County Lines’, both geographically and figuratively through the telephone. Other forms of SOC include Human Trafficking, elements of Cyber crime and the criminal use of Firearms. Crimes of this nature are extremely rare in Moray, however, we will ensure that our staff locally are equipped to deal with crimes of this nature should they occur and that we have ready access to national resources and expertise. Page 219
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17 An increasing crime type is Cyber crime and in particular online fraud. North East Division is committed to working with partners in both the public and private sectors in order to raise awareness and prevent crimes of this nature, support victims and detect perpetrators. Overall intention Increase the number of referrals to drug and alcohol services yearly Target suppliers of controlled drugs in Moray Increase awareness in Cyber crime to reduce the number of victims Identify and support victims of ‘Cuckooing’ and ‘County Lines’ drug activity Police and partner aims A thriving and well connected place where more people live well in their communities A whole population approach to prevention and reducing related harms Page 220
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18 Antisocial Behaviour, Violence and Disorder encompasses a wide range of crimes and offences from lower level nuisance behaviour and disorder to more serious crimes of Assault and Robbery. Antisocial Behaviour adversely affects the quality of life of our communities and this type of behaviour such as youth annoyance and Vandalism can diminish the feeling of community safety. Violent crime in Moray is reducing and we will continue our multi- agency prevention and diversionary themed focus to maintain this trend. Where we cannot prevent crime we will conduct thorough and robust investigations to ensure those responsible are dealt with in the most appropriate way. The Moray LOIP provides a framework for multi-agency solutions to deliver better outcomes for the communities of Moray. Within the plan there is a clear appreciation of the destructive impact of harmful levels of alcohol consumption and the social and cultural links to Antisocial Behaviour, Violence and Disorder. We will continue to work collectively towards a better understanding of these issues and the promotion of a responsible drinking culture. We will work with partners to support early interventions highlighting the challenges and consequences of excessive alcohol consumption to children, young persons and adults. We will also seek to enhance partner oriented referral pathways, developed and designed to signpost offenders to support mechanisms to prevent re-offending. Where we have been unable to prevent crime we will support those affected to prevent repeat victimisation and share information with partners to ensure a holistic approach to their care. Working with our Criminal Justice partners we will effectively manage offenders through a range of prevention methods including Antisocial Behaviour legislation, restrictive Bail conditions and curfews designed to inhibit criminal behaviour and will monitor those coming back to the community from a period of incarceration for violence offences. We will also closely monitor communities experiencing the poorest outcomes in terms of Antisocial Behaviour and will fully engage in the Locality planning process. Page 221
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19 We will proactively tackle these issues with a joint focus on prevention and where necessary we will investigate and detect. Overall intention Reduce Violence yearly Reduce alcohol related Violence and Antisocial Behaviour Empower communities Enhance community safety Police and partner aims Safer children: to protect children from the risk of harm, abuse and neglect and promote and support safer environments and communities Develop stronger, more resilient, supportive, influential and inclusive communities A whole population approach to prevention and reducing related harms Page 222
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20 Road Safety and Road Crime remains a priority in Moray and the wider Grampian area, not only for Police Scotland but also for a number of our partner organisations. Our collective and collaborative approach seeks to reduce road collisions and casualties, with the aim of making the local road network a safe place for all road users. The Road Safety North East Scotland partnership structure enables a co- ordinated and focused approach on road safety and road casualty reduction. This allows us to consider and address local issues while supporting the strategic intentions of the local North East Scotland Road Casualty Reduction Strategy and the national priorities aligned to the Scottish Government’s Road Safety Framework. The overarching policing strategy of Operation CEDAR (Challenge, Educate, Detect and Reduce) is now well known and recognised as an effective approach to road safety. Police Scotland continues to actively target those using the roads for the purposes of committing crime. An intelligence led approach by our Community Policing Teams, in conjunction with specialist resources and partners, has seen successes in terms of deterring and detecting crime in the area. Overall intention Reduce road casualties Enhance road safety for all road users Prevent instances of crime occurring on our road network Improve road safety by proactively addressing the issue of drink and drug driving Page 223
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21 Police and partner aims To reduce the instances of road collisions and casualties To focus road safety education and encouragement opportunities on identified vulnerable road users To continue an intelligence led approach in targeting road users involved in crime on the North East road network To identify and consider any emerging trends or strategic issues in terms of road safety and road crime, and ensure an appropriate local response Page 224
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22 Acquisitive Crime is an all- encompassing term and includes a number of crimes such as Thefts by Housebreaking, Vehicle Crime, Shoplifting, Fraud and Theft. Overall, Acquisitive Crime in Moray continues to decrease. Our division wide approach to dealing with Acquisitive Crime, Operation Magpie, will therefore continue to deal with this effectively in Moray with a particular focus on crimes occurring in our rural communities. This divisional strategy will involve the promotion of our crime prevention message, coordination of intelligence gathering, targeting of offenders and locations, and providing a visible Police presence in affected locations. We will continue to work collaboratively as a Corporate Parent to reduce the rate of children and young people charged with a criminal offence, aim to reduce the number of people receiving a first ever criminal conviction and aim to reduce reoffending, all through the use of multi-agency diversionary measures. Overall intention Continue to prevent and reduce Acquisitive Crime Increase public confidence Increase awareness in Cyber crime to prevent victims Police and partner aims Fewer people receiving a first ever Court conviction each year by 2026 Fewer people reconvicted within one year of receiving a community or custodial sentence by 2026 Fewer young people (under 18) charged with an offence by 2026 Page 225
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23 Counter Terrorism and Domestic Extremism (CT&DE) relates to the threat posed by International Terrorism and acts of Domestic Extremism. Moray plays an important role in the strategic defence of the United Kingdom, with Ministry of Defence (MOD) staff based at both Lossiemouth and Kinloss. North East Division is committed to working with Community Planning partners and partners in the Armed Forces to contribute to the security of these locations and the safety and local integration of their personnel and their families. Locally, Police Officers and Staff will continue to work collaboratively with all partners to ensure that all aspects of the national Contest Strategy are implemented. We will maintain our commitment to the Moray Emergency, Event and Resilience Planning Partnership and will continue to work with local and regional resilience partners to produce a coordinated response to emergency incidents. Overall intention With partners we will: Prevent - Safeguard vulnerable persons from being drawn into terrorism Pursue - Encourage and share information to identify and tackle suspicious activity Protect - Share knowledge so that our communities and businesses can help protect themselves Prepare - Plan and be ready for the threat of International Terrorism and Domestic Extremism Page 226
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24 Police and partner aims Prevent - Together with partners, we will identify and safeguard vulnerable individuals from being drawn into terrorism, ensuring those vulnerable to extremist and terrorist views are given appropriate advice and support at an early stage. Pursue - Together with partners, we will ensure that we promptly share information about any form of activity that may be linked to Counter Terrorism and/or Domestic Extremism (CT&DE). Protect - Together with partners, we will improve awareness of the cyber related attacks and develop awareness of how to improve resilience and counter this threat. We will improve awareness of best practice for proportionate, cost effective physical security for community and commercial buildings, and community events across the North East. We will Increase awareness of the CT&DE threat and improve accessibility of training packages available to mitigate the threat across all sectors in the North East. Prepare - Together with partners, we will ensure relevant multi- agency exercises in the area have a counter terrorism consideration. We will work with businesses to develop their plans for a variety of emergency situations. Page 227
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25 Local policing arrangements The Divisional Commander is supported by three Superintendents who have Operational, Partnerships and Support functions. Moray has a dedicated Local Area Commander, a Chief Inspector, who is responsible for day to day Policing. The local Criminal Investigation Department deal with the most serious and complex crime. This is led locally by a Detective Superintendent. Local Policing is further supported by the following national Specialist Units, among others, many of which are based locally: Specialist Crime Division Criminal Justice Division Operational Support Division - Supports Local Policing with Armed Policing, Specialist Operations, Roads Policing Licensing and Violence Reduction Unit Emergency, Event and Resilience Planning Border Policing Contact, Command and Control Division Corporate Communications In addition, the Special Constabulary play a vital part in the Policing of Moray. Our aim is to deliver Policing that is visible, accessible and responsive to the needs of the people across Moray. Listening and responding to the changing needs of our communities is key, and our local Community Policing Teams are empowered and encouraged to work with elected officials and community members to resolve local challenges. Page 228
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26 Performance and accountability In addition to internal governance processes which effectively record crime and direct the deployment of resources we will continue to publish our performance information to the Moray Council Scrutiny Board. The Divisional Commander, or their deputy, will attend and provide an update on progress against this Plan, overall performance, and any other matters deemed relevant to the delivery of Policing in Moray. The Local Area Commander and the Local Area Inspectors, or their deputies, will engage with elected members, communities and other key stakeholders. Page 229
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27 Equalities All of our work is underpinned by our commitment to equality and diversity, in our dealing with the public we serve, as well as our own staff. Across Police Scotland we are committed to developing and promoting best practice in the advancement of our Equality Outcomes. This commitment is strengthened by our values of Integrity, Fairness, Respect and Human Rights. We recognise that effective and fair Policing is about reflecting the needs and expectations of individuals and local communities. Survey results show that different communities have differing expectations and contrasting experiences of the service provided by the Police. Our aim is to ensure that our service to all is fair and consistent, keeping those who are most vulnerable safe and enhancing their quality of life. Page 230
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28 Local contact details Police Scotland North East Division Queen Street ABERDEEN AB10 1ZA For more detailed information on how to contact your Local Policing Team please refer to our website at www.scotland.police.uk or through our social media platforms. We will continue to keep in touch with you to keep you updated on the ongoing work being done to tackle the issues that are affecting life for you and your community: Dial 999 for an emergency that requires urgent police attention. For non-emergency contact, call 101, the single non-emergency number. If you have information about crime in your area and wish to provide it anonymously, call CRIMESTOPPERS on 0800 555 111. Service users who are deaf or have a hearing impairment can contact Police Scotland via TextRelay on 18001 101 for non-emergency, or 18000 in an emergency. Page 231
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Appendix 11 Board Agreement Board Agreement City of Elgin BID 02/12/2024 I confirm, as a member of the City of Elgin BID Board agree, that the decisions on the following elements of the BID Proposals were taken with my full knowledge and support: - • The BID Area • The BID Levy • Exemptions to paying the BID Levy • BID Levy Caps and Thresholds • Content of the BID Proposals • Content of the Business Plan Name Signature Date Stephen Young 09/08/24 Page 232
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1 Appendix 3 Elgin BID Renewal Ballot Fourth Term Business Plan 14th April 2025 to 31st March 2030 Draft Word only version Image to be used – St Giles Church Item 8. Page 233
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2 Appendix 3 Contents Page 2 Contents Page 3 Welcome from the BID Chair Page 4 Why Business Improvement Districts are Important Pages 5-6 What Elgin will lose if there is no Elgin BID Pages 7-10 What BID Has Delivered 2020-2025 Pages 11-12 Looking to the Future 2025-2030 Page 13 The Four BID Themes for Term 2025-2030: o Vibrant & Thriving Elgin o Beautiful & Inviting Elgin o Engaged & Supported Business Community o Safe & Secure Elgin Pages 14-20 Term Four Theme Activities Pages 21-22 The BID Area Pages 23-25 BID Levy Arrangements Pages 26-27 Financials for 2025-2030 Pages 28-29 BID Ballot Process Page 30 Meet the BID Board of Directors Pages 31 Governance and Measuring Success Page 234
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3 Appendix 3 Welcome from the BID Chair On behalf of the Elgin BID Board, it is my pleasure to present our Business Plan for Phase Four. As we embark on this new chapter, it is important to reflect on the remarkable journey we have undertaken together over the past four years and to look forward with ambition and optimism. Since the inception of Elgin BID in 2010, and through our subsequent renewals in 2015 and 2020, we have consistently worked to enhance the vibrancy and economic resilience of Elgin City Centre. Our collective efforts have driven significant investments and improvements, making our city a more attractive place to live, work, and visit. Over the last phase, our projects have delivered substantial benefits. Our success stories include the establishment of the Elgin Gift Card and the loyalty card programme, both of which have strengthened local spending and community engagement. Additionally, we have significantly reduced vacant property, transforming Elgin into a thriving business hub. Our commitment to fostering a supportive environment for businesses has been unwavering. Through tailored support services, grant schemes, and marketing initiatives, we have helped our members navigate challenges and seize new opportunities. We have been instrumental in securing free parking pilots, which aligned with our events in the city, which have improved accessibility and footfall for businesses. As we transition into Phase Four, our focus will be on building upon these achievements. We aim to introduce new initiatives that further enhance the business landscape, promote sustainability, and drive economic growth. Our plans include expanding our support for digital transformation, increasing collaboration among businesses, and continuing to advocate for infrastructure improvements that benefit all stakeholders. We believe that by working together, we can achieve even greater success in the coming years. Our business plan is not just a roadmap; it is a testament to our shared vision and commitment to making Elgin a thriving hub of activity and prosperity. Thank you for your continued support and dedication. Together, we will ensure that Elgin BID remains a driving force for positive change in our community. Sincerely, Stephen Young Image to be used – Stephen Young Chair, Elgin BID Page 235
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4 Appendix 3 Why Business Improvement Districts are Important Business Improvement District’s (BIDs) are a geographically defined area where businesses come together and agree to invest collectively in projects and services that the businesses identify will improve the trading environment over and above those provided by statutory authorities. The activities undertaken by the Elgin BID are funded with money collected through the investment levy set and paid by property occupiers in the BID area (unless exempt in full or part). Additional funding is attained over and above the investment levy payments, to further improve the changes and development opportunities in our area, which results in a greater impact via the BID than individual businesses working alone or in small groups could achieve. The first BID was established over 55 years ago and in spring 2010 the Elgin City Centre businesses voted to create Elgin BID. Following the success of its first term, the businesses voted in 2014 to renew the BID for another 5-year term, demonstrating confidence in its positive impact. Subsequently, in 2019, the businesses supported a third renewal, extending the BID for an additional 5years. This consistent support highlights the BIDs ongoing value in fostering economic growth, improving infrastructure, and ensuring a vibrant City Centre. Development of Business Improvement Districts is part of the Scottish Government’s Economic Strategy and as of December 2024, there are 37 fully operational BIDs in Scotland and a further 20 are currently in development. The Business Improvement District model is also replicated throughout the UK and Ireland where there are now over 322 BIDs. Having a successful Business Improvement District enhances and develops an area in ways that would not happen otherwise and further allows businesses to have a voice and be represented in respect of key matters in order to drive change in ways that benefits businesses, their staff, customers and clients. Page 236
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5 Appendix 3 What Elgin will lose if there is no Elgin BID: The last 15 years has seen a huge amount of work undertaken and substantial investment made. Without Elgin BID there will be no central body to co-ordinate and spearhead activity on a City-wide basis. Without Elgin BID there will be NO; There would be no co-ordinated marketing campaigns for the Elgin BID members and the City Centre delivered through; Social Media platforms including Facebook (following is now at 7,731 people which has increased by 1,089 since 2023) or Instagram for the use of promoting local businesses, events being held in town or to advise messages from our partners. There would be no more digital signage – Currently we hold 3 Boards situated in central locations which hold digital images of information such as events, education on gulls and promotion of City Centre. There will be no town centre wide co-ordinated activity to reduce vacant property numbers by helping new start businesses coming to the Town Centre. There will be no promotion of vacant buildings or conducting of viewings, including instances where guidance is required in partnership with local authority departments such as Environmental Health, Building Standards, or Building Control. There would be no co-ordinated effort to sustain regular income to local businesses as the Elgin Gift Card, which currently ensures money stays in the City Centre would cease to operate. There will be no dedicated professional cleaning services or equipment operated by Elgin BID Street Ambassadors. Leaving a financial shortfall of £24,134.40 making it harder for other organisations to subsidise. There will be no dedicated Gull management programme for the commercial proprieties, leaving a financial short fall in the region of £11,000 per year. There will be no co-ordinated events programme such as the Christmas Light Switch on and Food & Drink Festival or those held in partnership such as Chinese New Year, Speayside Rally or Cannon Bawz to draw footfall into the City Centre leaving a loss of a yearly financial investment to the sum of £47,275.07. There would be no monthly Farmers Market operating in the manner it currently does. Depleting the security of it continuing and the opportunities for existing businesses to attend and for those new vendors to consider Elgin as its next choice of venue becoming weaker. There would be no co-ordinated, organising, maintaining, maintenance, storage or fundraising to keep Elgin Christmas Light display in the City Centre Page 237
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6 Appendix 3 There will be no more street planters, hanging baskets and weed management which would lead the way for Seagulls to build nests, lay eggs and become a nuisance making areas look untidy, unkempt and over grown. There would be no financial support to ongoing access to funding opportunities for the businesses through the Elgin BID Grant scheme. The scheme which allows businesses to apply yearly for grants of up to £500.00 per year. Seeing an investment of £27,293 over the last five years cease. There would be no more free accredited training materials, resources and information. There would be no sign posting to such agencies as Business Gateway, Federation of Small Businesses and Moray Chamber of Commerce. There would be a dilution to identifying ways for business members to reduce operating costs or networking with partnerships and providers. There will be a decease in the Partnership & strategical working, including funding and grant opportunities. Alongside the communication from partners and vis versa from businesses would perish hindering the connection of both and the development of Elgin. There will be no voice campaigning for the Elgin City Centre business community on issues like business rates relief and planning applications that negatively impact on the City Image to be used – Shop signage from Grant Scheme Page 238
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7 Appendix 3 What BID has delivered 2020-2025 The City Centre Business’s Aspirations were: The BID Business Plan for 2020-25 reflected the comments, views, and aspirations of the businesses to create a well promoted, safe, and vibrant and well managed City Centre for customers, clients, employees, businesses, and investors which were of importance at that time across the themes of: o Explore and Enjoy Elgin City Centre through strong marketing and promotion o Embrace Elgin’s environment with pride and passion o Embrace what we can achieve by working together through business engagement o Enjoy a Safe City Centre, where businesses, staff members and the public can enjoy all that Elgin has to offer o Embrace our community by providing opportunities for local people to get involved and celebrate the City Centre o Enjoy and Embrace the diverse, high quality business, service and shopping offer within Elgin City Centre Examples of activity in our Third Term includes: Dynamic Marketing Initiatives for Elgin City Centre Elevating Visibility and Engagement Comprehensive Marketing Strategy: We are committed to elevating the profile of Elgin City Centre and its businesses through a robust marketing strategy that encompasses social media, online platforms, and traditional print media. Our ongoing efforts ensure that every campaign resonates with our community and beyond. Embrace Elgin Magazine: The creation of our very own 'Embrace Elgin' magazine, took place in 2023. Seeing two additions successfully reach over 11,000 residential and commercial properties across Elgin with each issue. This publication showcases the vibrant life of our city centre, celebrating local businesses and community events. Elgin City Centre Gift Card: Boosting the local economy with the Elgin City Centre Gift Card, designed to provide a direct economic stimulus to the businesses within the BID area. This initiative not only supports our shops and services but also offers residents and visitors a versatile gift option that keeps spending local. Page 239
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8 Appendix 3 Revitalisation Campaigns with Moray Council: In collaboration with Moray Council, we've launched targeted campaigns to rejuvenate interest and activity in the city centre post-COVID-19 restrictions. These efforts are crucial in inviting the public back to enjoy the safe, dynamic environment we've worked so hard to maintain. Festive Marketing Campaign: Our festive marketing campaign is designed to spotlight the unique offerings of individual businesses, various sectors, and the city centre as a whole. From seasonal delights to exclusive promotions, we ensure that Elgin shines brightly each holiday season, attracting visitors and locals alike to partake in the festive spirit. Engaging and Championing the City Centre Empowering Local Businesses Strong Advocacy: We serve as a powerful voice for Elgin City Centre businesses, ensuring your views are not only heard but acted upon. Support and Advice: During challenging times, such as the COVID-19 pandemic, we've been there to offer guidance and support, helping businesses navigate through uncertainty. Celebrating Excellence: The annual Elgin City Centre Business Awards spotlight the high calibre of our local businesses. In 2024, these awards drew an impressive 3,721 online votes alongside 1002 paper votes from customers, underscoring the community's support and recognition. Driving Positive Change: We advocate for projects and initiatives that will significantly enhance the City Centre, benefiting all businesses. Partnership Working: By collaborating effectively with city stakeholders, including Moray Council, Police Scotland, Fire and Rescue Scotland and Elgin Community Council, we amplify the impact of our collective efforts, ensuring that the business community’s voice is influential in city centre developments. Enhancing the City Centre Vibrant and Attractive City Centre Dynamic Events: Our annual events programme, including our Food & Drink Festival, Classic car show, Halloween family event and the Christmas light switch on and others, draws the public into the heart of Elgin, enhancing foot traffic and business exposure. Urban Beauty Initiatives: Over 1,200 gull eggs have been ethically removed to reduce nuisance, following Nature Scot guidelines. Additionally, our city blooms with our floral displays each summer, meticulously maintained to beautify our streets. Page 240
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9 Appendix 3 Strategic Partnerships: Collaborating with stakeholders like Moray Council on key city developments, including the Cashmere to Cathedral initiative revitalisation of historic sites. Improving streetlights in some of the closes in partnership with Moray Council and Elgin Community Council to enhance the city's charm and functionality. A Safe and Welcoming City Centre Security and Community Well-being Collaborative Security Efforts: Regular meetings with local police, local fire brigade, the council, and stakeholders focus on tackling city centre issues effectively. Crime Reduction: Recognising the economic impact of antisocial behaviour, we implement strategic measures, and community safety programmes: Working alongside businesses and agencies, we foster a safe environment with initiatives aimed at reducing crime and enhancing safety. Enhance lighting : Throughout Harrow Inn Close and Fife Arms Close, lighting was improved in partnership, to bring an ambience to this areas while creating a safer environment at night. Cleaning Services : Since 2021 we have held a contract with a street cleaning company operating three mornings a week. On top of this, our two part time Street Ambassadors also clean all closes, Streets and grassed areas. These sections are crafted to not only highlight the achievements and ongoing projects but also to engage and excite business members about the future developments and benefits of supporting the BID for Phase 4. Page 241
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10 Appendix 3 Image to be used – Events/ Consultation Event Image to be used – Fife Arms Close- Image to be used – Gift Card - Image to be used – BID Awards Page 242
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11 Appendix 3 Looking to the Future – 2025-2030 Consultation with BID Businesses: Questionnaire Throughout July 2024 we circulated a detailed Business Consultation Questionnaire to all the businesses based in the City Centre as well as to the head offices of respective national companies. We received back 47 representing a response rate of 11.2% which compares favorably with other similar sized BIDs. The business consultation demonstrated overwhelming support for BID to continue for a further term with replies from our business stakeholders demonstrating: Support for the BID to continue 11.2% Do not support BID continuing 0.9% Don’t know 6.4% Business Focus Groups In addition to our questionnaire survey further engagement and consultation was undertaken via Business Focus Group Sessions over the period July 2023 to June 2024. Page 243
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12 Appendix 3 Your Priorities for the Next 5 Years: Consultation Insights and Strategic Focus for 2025-2030 The feedback gathered during our comprehensive consultation process has been meticulously evaluated and serves as the foundation for this Business Plan. This proposal is centred on the priority projects, issues, and activities identified by City Centre businesses as crucial for addressing in the 2025-2030 term. Our aim is to enhance, develop, and improve the trading environment within the BID area, ensuring it not only meets but exceeds the expectations of our business community. In our approach, we have engaged extensively with our members over the past year to gather insights and identify opportunities. This ensures that our services, support, and projects are relevant and valuable. Elgin BID will, on behalf of our business members, act in a clear and structured way to drive forward the projects outlined in the themes above, ensuring that we are meeting the business members priorities and responding to their desires. Focus of the BID Business Plan 2025-30: The BID Business Plan 2025-30 aligns with the core BID mission: Our Mission Statement: is to work collaboratively with the business community in Elgin City Centre to provide support and advice, and to promote the city as a premier destination to: “Embrace, Enjoy, and Explore” Elgin BID will continue to be “to deliver a series of projects and services to improve the trading environment of Elgin City Centre to the benefit of the City Centre economy, the levy paying businesses, their customers, clients and visitors”. Page 244
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13 Appendix 3 The Four BID Themes for term 2025-2030 Vibrant & Thriving Elgin a) Promote Elgin City Centre: Attract visitors and enhance the city's appeal through strategic marketing and events. b) Boost Commerce: Create campaigns and initiatives that highlight the unique offerings of Elgin's businesses. Beautiful & Inviting Elgin a) Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. b) Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. Engaged & Supported Business Community a) Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. b) Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. Safe & Secure Elgin a) Safe City Centre: Work with local law enforcement and community groups to ensure a safe environment for businesses and visitors. b) Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. Page 245
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14 Appendix 3 Vibrant & Thriving Elgin PROMOTING, MARKETING, AND CELEBRATING THE CITY CENTRE TO RAISE AWARENESS AND ATTRACT MORE PEOPLE, ENSURING ELGIN REMAINS A VIBRANT AND THRIVING HUB Current Activity Future Enhancements Business Spotlights: Promote local businesses through social media, The Embrace Elgin Magazine (delivered to all properties in Elgin), and local newspaper ads. These features consistently rank in the top 10 most-read articles. Increase reach with social media campaigns featuring videos, interactive content, and influencer collaborations. Organise joint promotional events and seasonal campaigns highlighting holiday offers and local events. Secure funding to expand the magazine's distribution to neighbouring towns and launch interactive digital editions with clickable ads and video features. Upgrade the website with a dedicated Business Spotlights section featuring profiles, customer reviews, and direct business links. Elgin BID Business Awards: Recognise outstanding businesses through awards voted for by customers, with 3721 online votes and 1002 paper votes received in 2024. Finalists are celebrated at an annual awards ceremony. . Broaden participation through increased promotion via social media, radio, and events. Introduce new award categories recognising innovation, sustainability, and community contributions. Enhance the awards ceremony with live entertainment, guest speakers, and audience participation. Showcase finalists and winners digitally with profiles, interviews, and customer testimonials. Annual Festive Marketing Campaign: Promote Elgin’s businesses through print materials, banners, social media, and press releases to encourage holiday spending. Create engaging online content, including virtual tours and festive videos, and collaborate with local influencers to reach broader audiences. Partner with tourism boards to position Elgin as a festive shopping destination. Use targeted advertising and real-time feedback to personalise campaigns and adjust strategies based on customer insights. Elgin City Centre Gift Card: Launched in 2018, with a digital version introduced in 2022. Over 90 businesses participate, supporting the #elginloveslocal campaign. Recruit more businesses to join the programme and expand card distribution points. Offer customer incentives like discounts and promotions for card users. Promote the card at community events and highlight its convenience to boost sales and local spending. Events, Marketing, and Promotion: Host events like the Food & Drink Festival, Classic Vehicle Show, Christmas Light Switch-On, and Dog Parades. Support partner events like the Farmers Market and local rallies. Introduce new events, such as music festivals and cultural celebrations, while expanding seasonal themes like winter markets. Collaborate with businesses to offer discounts during events and engage visitors with interactive activities and workshops. Page 246
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15 Appendix 3 Partner with local talent and performers to showcase community pride, and develop volunteer opportunities to increase community involvement. Elgin BID Guides and Website: Provide business and food & drink guides available online and in print, with dedicated pages for City Centre businesses on the website. Distribute guides more widely to hotels, tourist centres, and popular attractions. Add interactive maps, customer reviews, and themed sections (e.g., "Best for Families") to the online versions. Secure funding to upgrade the website for improved accessibility, featuring interactive directories linked to member websites and social media. Social Media Promotions: Actively promote the City Centre and businesses on Facebook, Instagram, and soon TikTok, with a growing follower base. Increase engagement through diverse content, including behind-the-scenes videos, live event coverage, and customer testimonials. Use polls, quizzes, and competitions to interact with followers, and collaborate with influencers for cross-promotion. Create targeted campaigns with exclusive social media offers to reach specific demographics and attract new audiences. Entice & Inviting Elgin A Pristine and Secure City Centre Championing a Safe and Immaculate Environment for Everyone Current Activity Future Enhancements City Centre Floral Displays: Manage and coordinate summer floral displays and baskets, including planting, installation, and maintenance. Introduced dwarf fruit trees and bushes to add variety and interest. Expand to seasonal floral displays for spring, autumn, and winter, maintaining year-round vibrancy. Incorporate native plants and edible gardens (e.g., herbs, vegetables) to promote biodiversity and community engagement. Implement sustainable practices like eco-friendly irrigation systems. Establish community volunteer programmes and launch an ‘Adopt-a-Spot’ initiative, encouraging businesses and residents to care for specific display areas. Gull Programme Use non-lethal methods such as sonic devices, lasers, hawks, and permitted nest removal, preventing over 1,200 gulls from hatching in five years. Address issues involving rogue gulls. Explore advanced technologies for more effective gull deterrence. Lead community education campaigns on gull control. Partner with other Northeast BIDs and NatureScot to overcome licensing barriers and develop comprehensive, sustainable, and humane management strategies. Clean & Green Initiative Conduct daily waste pickups, fly poster and graffiti removal, and general cleaning within the district. Adopt advanced cleaning techniques using eco-friendly products and sustainable practices. Implement innovative waste management solutions and promote recycling initiatives. Launch awareness campaigns to educate the public on keeping the City Centre clean. Page 247
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16 Appendix 3 Employ a dedicated cleaning team three mornings a week to maintain cleanliness. Support the Commercial Waste Management Policy (2018) and assist businesses with waste-related issues. Secure funding to introduce a deep-clean service, including power washing problematic areas. Heritage and Art Projects Advocate for heritage and art initiatives to enhance cultural appeal, increase footfall, and support the business community. Partner with local schools, colleges, and community groups to develop collaborative art and heritage projects. Create new installations, organise exhibitions, and host public art events showcasing local artists. Secure funding and corporate sponsorships for large-scale projects, offering branding opportunities for businesses. Host cultural events and festivals highlighting Elgin’s heritage and art. Use targeted marketing campaigns to promote projects via social media, local media, and tourism networks. Notice Boards, Banners, Signage, and High Street Wi-Fi Maintain three digital screens across the district, sharing valuable updates with visitors and residents. Provide High Street Wi-Fi, which has been underutilised. Introduce High Street banners with seasonal and event-themed designs. Improve signage to enhance navigation and visibility for local businesses. Expand Wi-Fi coverage beyond the High Street and explore advertising opportunities for local businesses. Upgrade digital screens with interactive features like touch functionality and real-time updates, offering a more engaging experience. Increase the variety of content displayed, including event announcements and promotions. Engaged & Supported Business Community A Vibrant and Well-Represented City Centre Advocating for and Providing a Strong Voice for Business Needs and Priorities Current Activity Future Enhancements Promoting the value of the city centre Highlight the importance of Elgin’s City Centre to residents and visitors, showcasing its vibrant business community and unique offerings. Continue advocating for the City Centre by maintaining a strong voice on key issues, promoting its trading economy, and emphasising its critical role in driving local economic growth. Page 248
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17 Appendix 3 Emphasise the economic significance of City Centre businesses, which contribute over 10% of non-domestic rates for the Moray area. Actively promote the City Centre’s value through campaigns and initiatives designed to attract visitors and support business members. Developing a Stronger City Centre Economy Collaborate with City Centre stakeholders to identify and leverage opportunities that enhance the trading economy. Foster an environment where businesses can thrive and discover new growth opportunities. Engage businesses and stakeholders in projects that strengthen the City Centre economy. Partner with businesses, local authorities, and community groups to implement innovative practices and organise promotional events to drive economic growth. Represent City Centre businesses with a formal mandate from the statutory ballot. Facilitate feedback and act as the collective voice for businesses through representation on the BID board, which includes levy-paying business representatives. Re-establish steering groups and develop forums during the 2025–30 term to increase engagement in decision- making. Use tools like polls, questionnaires, group sessions, and one-on-one meetings to ensure businesses have a direct influence on key decisions. Elgin BID Street Ambassadors Provide a consistent and approachable presence in the City Centre. Maintain a visible and reliable City Centre Ambassador service to continue providing support and engagement for businesses, fostering a vibrant and thriving City Centre. Page 249
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18 Appendix 3 Offer rapid-response assistance for businesses, addressing individual and collective issues efficiently. Business Continuity and Partnership Working Act quickly during emergencies (e.g., floods, fires, or pandemics) to represent business needs in multi-agency response groups. Keep businesses informed and ensure their concerns are addressed during crises. Engage stakeholders to achieve collective goals for the City Centre. Strengthen collaboration with partners and stakeholders to enhance the City Centre’s resilience, attractiveness, and economic vitality. Maintain a strong voice for businesses in decision-making forums to ensure their needs are prioritised. Actively participate in multi-agency response groups to prevent decisions that could disadvantage businesses or the trading economy. Safe & Secure City Centre Championing for a Safe and Secure City Centre where everyone feels safe, and businesses work together Current Activity Future Enhancements Page 250
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19 Appendix 3 Community Safety Partnership Collaborate with partners such as Police Scotland, Moray Council, NHS, Fire & Rescue Services, and other stakeholders to address community safety, crime reduction, and anti-social behaviour. Raise business concerns and promote initiatives to deter criminal activities. Attend quarterly meetings with community partners to strategise on combating crime and anti-social behaviour, including fire-related incidents. Conduct regular safety audits, crime prevention workshops, and public awareness campaigns. Strengthen relationships with law enforcement and emergency services for faster incident responses and better support for businesses. Implement innovative measures to maintain a safe and welcoming environment for residents, visitors, and businesses alike. Security and upgrades Operate a yearly grant to improve shop frontages, gutters, painting, and lighting, awarding £27,976.32 to 68 businesses in Phase 3. Provide up to £200 for businesses to invest in essential security measures. Partner with stakeholders to upgrade lighting in specific areas, improving visibility and deterring anti-social behaviour. Seek funding to expand lighting upgrades throughout the district where feasible. Continue proactive measures like crime prevention workshops and public awareness campaigns. Foster relationships with emergency services to ensure a swift response to incidents. Current Activities: Launch a new Hospitality Watch initiative to support local pubs and hospitality businesses by reducing anti- social behaviour and enhancing patron experiences. Provide ongoing coordination and support for Hospitality Watch, ensuring high standards and best practices across the hospitality sector. Collaborate with businesses to reduce anti-social behaviour and create a welcoming environment. Promote Hospitality Watch through marketing and community events, encouraging participation and fostering collaboration within the sector. Page 251
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20 Appendix 3 Training Initiatives Organise training courses for businesses on topics like social media, GDPR, and Mental Health First Aid. Expand training programmes to include sector-specific topics such as retail crime reduction, advanced social media strategies, GDPR compliance, and customer service excellence. Offer flexible formats, including online webinars, in-person workshops, and on-demand courses. Secure funding to ensure training is low-cost or free for businesses where possible. Conduct regular feedback sessions to continuously refine training offerings and ensure relevance. Responder Service Serve as a primary point of contact for businesses, offering support on a wide range of issues, including during crises like the COVID-19 pandemic. Maintain this frontline service, ensuring businesses always have a reliable resource for queries and assistance. Working Together Facilitate collaboration among businesses to share resources, promote one another, and address key community issues. Organise regular networking events, including workshops, seminars, and social gatherings, to encourage collaboration and knowledge sharing. Create a dedicated members section on the BID website with features such as a business directory, discussion forums, and collaborative project spaces. Foster a supportive and united business community through both in-person and digital networking opportunities. The BID Area Strategic Decisions for the 2025-2030 BID Page 252
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21 Appendix 3 During the development of the 2025-2030 Elgin BID Business Plan, the BID Directors explored the possibility of revising the BID Area. However, after thorough consideration and recognising the strong synergy between the BID programmes and the dynamics of our City Centre, it was unanimously decided to maintain the existing boundaries for the fourth term. Consequently, the BID Area will remain unchanged, continuing to encompass all separate rateable properties in the heart of Elgin City Centre. This includes a diverse mix of retail, office, leisure, and other commercial businesses. This version aims to clearly communicate the decision-making process and the reasons behind maintaining the existing BID boundaries, reinforcing the commitment to supporting the dynamic City Centre business community. The BID area extends from the following streets, included either in whole or in part: Academy Street (Part) Blackfriars Road Batchen Street Boroughbriggs Road (Part) Commerce Street Cooper Park (Part) Culbard Street Cumming Street (Part) Francis Place Gordon Street Greyfriars Street (Part) Hall Place Harrow Inn Close Hay Street (Part) High Street Lossie Wynd Lossie Wynd North Masonic Close Mayne Road (Part) Moray Street Moss Street (Part) North College Street (Part) North Guildry Street North Port North Street Northfield Terrace South College Street (Part) South Street (Part) Thunderton Place Trinity Place (Part) Trinity Road Page 253
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22 Appendix 3 There are approximately 421 commercial properties in the Elgin BID area, which will generate an estimated income of £170,500 per annum, the equivalent of an estimated £852,500 over 5 years. The Elgin BID levy has been calculated at 1.6% of the rateable value of non-domestic properties falling within the BID area. This figure was reached by the BID Board of Directors following detailed discussions. Page 254
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23 Appendix 3 BID Levy Arrangements Levy Management A minimum levy of £60 is proposed, payable for all non-domestic properties liable to pay the non-domestic rate within the Elgin BID area, having a rateable value of up to £5,000. A maximum levy of £9,760 is proposed for non-domestic properties liable to pay the non-domestic rate having the rateable value of £610,000 and above. The BID levy will be index linked and tied to CPI on the date of the issue of the Levy invoices, but subject to the agreement of the board of directors on an annual basis. Any increase will be at a rate annually of not more than a maximum of 3.0% on the previous years BID levy. Who Will Pay the Levy A BID levy is an equitable and fair way of funding additional projects and services, which the local authority and other statutory bodies are not required to provide. There are approximately 421 commercial properties in the BID area which will generate a BID investment levy income of approximately £170,500 per annum and an estimated total levy income of £852,500 over 5 years. The Elgin BID levy has been calculated at 1.6% of the rateable value of non-domestic properties falling within the BID area. This figure was reached by the BID Board of Directors following detailed discussions. A minimum levy of £60 is proposed, payable for all non-domestic properties liable to pay the non-domestic rate within the Elgin BID area, having a rateable value of up to £5,000. A maximum levy of £9,760 is proposed for non-domestic properties liable to pay the non-domestic rate having the rateable value of £610,000 and above. The annual levy will be linked after the first year to the Consumer Price Index (CPI) on the date of the issue of the levy invoices. Any increase in the CPI at that date will result in a corresponding increase in the following year’s BID levy or any revaluation of the non-domestic rate during the term of the BID. The BID Board reserves the right not to implement the annual CPI increase should they deem it appropriate. Page 255
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24 Appendix 3 Exclusions Following discussion, the BID Board of Directors agreed to retain the existing exclusions. It is proposed to exempt lock-up garages, car parking, advertising stations, and the city substation from the BID levy. Zero Rated properties will also be exempt, in order to support their business owners as they develop their properties. As soon as these properties are liable for a Rateable Value, they will be eligible to pay the levy at a rate of 1.6%. The BID Board decided that there is no benefit from being part of the BID to the following categories of property and therefore are exempt from paying the levy e.g, Ad-spaces, fishing lodges, nursing homes, non-retail charities, places of Worship, health care centres, War Veterans Associations, Girl Guiding, The Scouts, The Boys Brigade, RAF Air Cadets. The Levy Table The BID Board of Directors have made the decision to keep the BID levy at the same rate as Phase 3, this is in recognition of the pressures faced by their members. The below table is a guide only Rateable value (up to) £5,000 £10,000 £25,000 £50,000 £200,000 £500,000 £610,000 Proposed annual levy (1.6%) £60 £160 £400 £800 £3,200 £8,000 £9,760 Weekly cost £1.54 £3.07 £7.69 £15.83 £61.54 £153.80 £187.69 Page 256
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25 Appendix 3 Enforcement In the event of any non-payment of the BID improvement levy, it will be strongly pursued by Moray Council (as the billing body) using the recovery powers available to the Council to ensure complete fairness to all the businesses that have paid. Moray Council will be entitled to charge an additional fee to the levy amount to meet any additional costs incurred in the recovery of the levy. Collection of the Levy Moray Council will distribute invoices for the levy on behalf of the BID. These will be issued at the beginning of each financial year with the following payment options as standard practice: - Properties with a levy fee of up to £100 per annum will receive one invoice, to be paid within one month of the date of the levy demand notice. All other levy payments (those over £100) will be paid in two instalments - one instalment payable within one month of the date of issue of the levy demand-notice and the second payable six months later. Add image of Your vote counts Page 257
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26 Appendix 3 Financials for 2025-2030 The BID Board of Directors will continue to seek to use the money raised through the BID levy to lever additional project support and sponsorship to add value to the contribution from businesses. While exploring options of external funding to enhance and support any projects that will benefit the businesses and community. The Board shall have the ability to adapt or alter the projects and services as required to reflect any change in economic circumstances or any new opportunities that may arise and which are in the best interests of the businesses providing that the BID aims, and objectives remain adhered to. Income and Expenditure Table Income Year 1 Year 2 Year 3 Year 4 Year 5 Grand Total £170,500 £170,500 £170,500 £170,500 £170,500 £852,500Total per year Key Development Themes Year 1 Year 2 Year 3 Year 4 Year 5 Total Vibrant & Thriving Elgin: Promoting Elgin City Centre to through strategic marketing and events. Boost Commerce: Create campaigns and initiatives that highlight and support the unique offerings of Elgin's businesses. £34,746 £34,400 £34,400 £34,400 £29,500 £167,446 Beautiful & Inviting Elgin Enhance City Spaces: Improve the city centre's aesthetics and infrastructure to create a welcoming environment. £23,500 £24,000 £24,000 £24,000 £23,500 £119,000 Page 258
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27 Appendix 3 Environmental Pride: Foster community pride in Elgin's heritage and environment through beautification projects. Engaged & Supported Business Community Champion Local Business: Represent and advocate for the interests of Elgin's businesses with local authorities and stakeholders. Collaborative Growth: Facilitate networking and collaboration among businesses to drive mutual success. £5,500 £5,600 £5,600 £5,600 £5,500 £27,800 Safe & Secure Elgin Safe City Centre: Work with local law enforcement and community groups to ensure a safe environment for businesses and visitors. Public Confidence: Promote a secure city centre where people can shop, dine, and enjoy with peace of mind. £4,500 £4,500 £4,500 £4,500 £3,000 £21,000 Operational costs, including staffing, auditing, BID levy collection, Insurance, Utility bills, monitoring and evaluation £93,254 £93,000 £93,000 £93,000 £100,000 £472,254 Contingency £9,000 £9,000 £9,000 £9,000 £9,000 £45,000 Page 259
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28 Appendix 3 BID Ballot Process The vote will be a confidential postal vote conducted by the Civica Election Services and in line with Scottish Government BID legislation. Prior to the ballot papers being issued, a “Notice of Ballot” will be sent to all eligible persons (the person liable to pay the non-domestic rate) within the BID area. Pre-Ballot The BID Proposer must submit, at least 98 days in advance of the ballot date, the BID Proposals to the Local Authority, the Scottish Ministers and the billing body along with a letter detailing their intention to put the BID Proposals to ballot. Under legislation the prescribed local authority BID Proposal veto period, is 70 days prior to the day of the ballot. The local authority is required, under legislation, to notify the BID proposers and the Scottish Government, in writing, if the authority is or is not vetoing the BID proposals. A ‘Notice of Ballot’ will be issued at least 42 days before the day of ballot. The BID Proposer will make available a copy of the BID Proposal to any person, who is eligible to vote on the BID Proposals, who requests a copy. The Ballot Ballot papers will be issued to every business in the BID area at least 42 days (27th of February 2025) before the day of ballot (10th of April 2025) Ballot papers, together with a copy of the Elgin BID Business Plan will be posted to the person responsible for casting a vote within their business. In the case of national companies, the responsibility for voting may lie with head office. The BID ballot is a confidential postal ballot conducted by Moray Council on behalf of the City of Elgin BID Ltd and in line with Scottish BID legislation. Where a property is vacant the voting papers will be sent to the property owner. Page 260
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29 Appendix 3 The final date for all ballot papers to be returned is 5pm on the 10th of April 2025. Ballot papers received after this time and date will be null and void. Voting papers will be easy to complete, businesses simply place a cross on either “Yes” or “No” to the question “are you in favour of a BID?” The ballot paper must then be signed by the person eligible to vote and returned in the pre-paid envelope. For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. All eligible persons (i.e. those persons liable to pay non-domestic rates) will have one vote for each of the properties that they occupy. Where a person is liable to pay the non-domestic rate for more than one property, that individual shall be eligible to cast more than one vote. However, they will also be required to pay the levy for each of the properties that they occupy. Each paper counts as one vote. It is important that every paper received is completed and returned. The ballot papers will be counted on 11th April 2025 and the result will be announced by Moray Council within one week. Following a successful ballot the City of Elgin BID Ltd will commence on 14th April 2025 and will run for a period of five years until the 31st of March 2030. Page 261
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30 Appendix 3 Meet the BID Board of Directors The BID Board of Directors are drawn from the different trading sectors (retail, office, hospitality and property owners) and oversee delivery of the BID’s City Centre programmes. BID Chairman: Stephen Young (Manager St Giles Centre) John Divers (Councillor – The Moray Council) Darren MacDonald (Director, Nort East Financial Service) Derek Duncan (Moray College UHI) Juliette Buchan (Director Against the Grain) Kathrine MacIntosh (Robertsons- Construction) Leigh Ellis (Manager Muckle Cross Pub) Stuart Huyton (Elgin Museum) Sophie Shorter (Bank of Scotland) Image of directors to be used Page 262
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31 Appendix 3 Governance and Measuring success Elgin BID Ltd, will continue to be a not-for-profit limited company by guarantee with no share capital, will continue and deliver the renewed Business Plan for the period 14th April 2025 to 31st March 2030 through its voluntary Board of Directors and a Management Team. The Company will continue to be managed by its Board of Directors operating in an open and transparent way and answerable to the businesses in the BID area. The Directors are committed to the highest standards of management, governance and accountability; recognising good governance helps deliver the strategic objects of the company. There will be a detailed set of protocols (the Operating Agreement) which will cover, as well as other items, the billing, collection and transfer of the levy to the Company. The Board of Directors may consist of up to 14 directors, of which there are currently 10 in office. An active campaign will be launched after the successful ballot to recruit additional directors to the Board. Every eligible person that pays the levy will have the opportunity to nominate themselves or someone else from within the BID area to be elected to the Company Board but limited to one eligible person from each eligible property. Nominations of directors, representatives, or advisors from outside the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. The Company will continue to be run by the businesses for the businesses. This Board will be responsible for all decisions relating to staff, contracts, the delivery of the approved business plan and other activities generated by the BID. The Board will be representative of the businesses and stakeholders in the area. The Chair, Vice Chair and Finance Director will be elected from the directors of the Board. The Board will include 1 representative from Moray Council. There will also be non-voting representatives from Police Scotland. Other non-voting members or local groups may be co-opted onto the Board at the Board’s discretion. The BID Company Board will have the authority to adapt or alter the projects and services from year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Additionally, the BID Company Board reserve the right to consider creating a charitable arm of the company to enable it to secure additional funding, which can only be sourced with charitable status. Page 263
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32 Appendix 3 Information Angela Norrie BID Manager City of Elgin Business Improvement District 13 Harrow Inn Close Elgin IV30 1BP hello@elginbid.co.uk 01343 550652 Page 264
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APPENDIX 4 Elgin Business Improvement District (BID) Proposal Assessment of Proposal against the Council’s Power of Veto The Planning etc. (Scotland) Act 2006, Part 9 – Business Improvement Districts, gives the Council the Power of Veto over a BID proposal. The local authority must consider a BID proposal within the prescribed period, 70 days before the ballot date, and give notice that it is or is not going to veto the proposal. For the Elgin BID proposal this must be by 30 January 2025. If exercising a veto, the local authority must set out the reason why and give details of the right of appeal. If not exercising a veto, then the local authority must set out its reasons for not doing so. The circumstances when a local authority can exercise its veto are set out in the Act and the Business Improvement Districts (Scotland) Regulations 2007. Planning etc. (Scotland) Act 2006 42 Power of Veto (4)(a) ‘ to conflict with any structure plan, local plan, strategic development plan or local development plan which has been approved or adopted under the principal Act and which applies to the proposed business improvement district or any part of it,’ The aims and objectives of Elgin BID, as set in in their Business Proposal and Plan, complement and help to deliver the strategy, policies and proposals set out in the Development Plan. At a national level, the National Planning Framework 4 (2023) now forms park of the Development Plan. It details a range of policies which help to promote the regeneration of town centres, including ‘Policy 27 – City, town, local and commercial centres.’ At a regional level, Moray Council’s Local Development Plan – Development Policy 7, sets a framework for Retail/Town Centres. The Elgin settlement statement details within the Development Strategy/Placemaking Objectives – ‘to support and enhance the vitality of Elgin Town Centre Elgin City Centre Masterplan sets out a detailed programme to ensure Elgin City Centre is a prosperous, attractive and healthy place. The aims and objectives as detailed in Elgin BID’s Business Proposal and Plan do not conflict with these plans. Therefore, there is no reason to exercise the Council’s right of veto. (4)(b) ‘ to conflict to a material extent with any policy formally adopted by and contained in a document published by the authority (whether or not the authority are under a statutory duty to prepare such a document)’ Item 8. Page 265
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Moray Council’s Corporate Plan 2024-2029 sets out the Council’s vison ‘A Moray where people prosper, free from poverty and inequality. Our businesses and communities prosper’ The ‘Ambitious’ theme, within Our Values states we will: Be outward looking Promote and celebrate Moray Be a great place to work Our Priorities include: Build Stronger Greener Vibrant Economy with delivery of the Moray Growth Deal and a focus on a wellbeing economy, one that provides opportunities for all. Build thriving, resilient, empowered communities with our focus on: involving and empowering our communities in shaping places that people want to live in, visit and invest in Creating and supporting flourishing, healthy communities by considering climate change and biodiversity in everything The aims and objectives as detailed in Elgin BID’s Business Proposal and Plan do not conflict with this. Therefore, there is no reason to exercise the Council’s right of veto. (4)(c) ‘ to lead to a significantly disproportionate financial burden being imposed on— (i) any person entitled to vote in the ballot on the proposals, or (ii) any class of such persons, as compared to other such persons or classes.’ The BID proposal details that the levy structure is based on the rateable value of all non-domestic properties located within the BID area, with the levy paid by the eligible occupier of the eligible property. Eligible occupiers are those that are listed on the Local Assessors Valuation Role as having the liability for non-domestic rates. A minimum levy of £60 is proposed for those eligible properties with a rateable of up to £5,000, with a maximum levy of £9,760 proposed for eligible properties with a rateable value of £610,000 and above. The levy of 1.6% of the rateable value, remains the same level as the existing BID term. The levy will be linked to the Consumer Price Index (CPI) on the date of the issue of the levy invoices each year, this is same as previous BID terms, with the BID Board reserving the right not to implement the annual CPI increase should they deem it appropriate. Page 266
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It is noted that during the current BID term, the BID Board have not implemented the annual CPI increase. The BID proposal proposes properties which will be exempt from paying the levy: lock-up garages; car parking; advertising stations and the city substation. This remains unchanged from the current BID term. Therefore, it is considered that the levy structure proposed does not impose a significantly disproportionate financial burden on any person, business or sector. Page 267
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The Business Improvement Districts (Scotland) Regulations 2007 14 Veto of BID proposals (2)(a) ‘the level of support (as evidenced by the result of the BID ballot or re- ballot, as the case may be) for the BID proposals, where this information is available’ The Business Proposal and Plan evidence a wide range of consultation has been undertaken with businesses and stakeholders over a year- long period, commencing July 2023, to inform the preparation of the Business Proposal and Plan for the next term and to gauge levels of support. This engagement included: Business Breakfast (July 2023) AGM and Business Awards (October 2023) Business Evening (November 2023) Business Lunch (February 2024) Three Partnership Community Consultations (May – July 2024) Business Questionnaire (July 2024) One to one consultations with a cross section of businesses As an existing BID, they engage regularly with their levy payers through various mediums including their website, social media, information bulletins, newsletters and business events, all of which have allowed for ongoing updates and feedback to be shared. The BID Business proposal details 47 voters are in favour of Elgin BID remaining for another 5-year term, which equates to 11.2% of the levy payers. This fulfils/does not fulfil the requirement for the BID proposer to demonstrate support from at least 5% of local ratepayers before the proposal may go forward to a ballot. Advice from Scotland’s Improvement Districts (SIDs) for the BID renewal process is once the BID proposer can demonstrate the minimum level of support; the focus should shift to completing the remaining components for the BID renewal ballot. Therefore, there is reason/no reason to exercise the Council’s right of veto. (2)(b) ‘the nature and extent of the conflicts mentioned in section 42(4) of the 2006 Act;’ Page 268
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As detailed above it is not considered that there are any conflicts with Council policies or plans. Therefore, there is no reason to exercise the Council’s right of veto. (2)(c) ‘in relation to section 42(4)(c) of the 2006 Act, the structure of the proposed BID levy and how the financial burden of the business improvement district is to be distributed amongst ratepayers and the other eligible persons in the geographical area of the business improvement district.’ As detailed above, the BID Company has proposed a levy structure which is unchanged from the previous term and is not expected to impose a disproportionate financial burden on any person, business or sector. Therefore, there is no reason to exercise the Council’s right of veto. (2)(d) ‘in relation to section 42(4)(c) of the 2006 Act, how the financial burden of the business improvement district may have been disproportionately distributed among ratepayers and the other eligible persons as a result of the selection of the geographic area or areas of the business improvement district’ The BID area boundary will remain unchanged from the previous term. Therefore, there is no reason to exercise the Council’s right of veto. (2)(e) ‘the extent to which the BID proposer discussed the BID proposals with the authority before submitting the BID proposals to the authority under regulation 5’ The BID Manager maintained regular contact with officers from Economic Growth and Regeneration throughout the development of the BID Business Proposal and Business Plan. This was through meetings, call and emails, in addition to the operational meetings as set out in the Operational Agreement. Therefore, there is no reason to exercise the Council’s right of veto. (2)(f) ‘the cost incurred by any person in developing the BID proposals and canvassing in relation to the BID proposals’ The BID Business Proposal and Plan have been put forward by the BID Board, which includes a spread of representatives across sectors. The cost of the preparation of the BID Proposal is being funded through the existing BID levy and is therefore not being funded and driven by any vested interest. Page 269
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Therefore, there is no reason to exercise the Council’s right of veto. Page 270
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APPENDIX 5 Elgin BID Renewal – List of Council Properties Liable for BID Levy Moray Council: BID Levy Payable-Elgin BID3 Year Five: 2024-25 Bid Levy (%) 1.6% Rateable Value Total Levy Payable PROPERTY ADDRESS OFFICES 23095 N001099 HIGH STREET ELGIN £355,000 £5,680.00 OFFICES 31779 N005697 2-10 HIGH STREET ELGIN £286,000 £4,576.00 LIBRARY 22992 N002852 LIBRARY, COOPER PARK ELGIN £180,000 £2,880.00 COMMUNITY CENTRE 23873 N001163 TRINITY ROAD ELGIN £69,500 £1,112.00 OFFICE 35759 N002249 12 GREYFRIARS STREET ELGIN £28,750 £460.00 OFFICE 34954 N004196 11 NORTH GUILDRY STREET ELGIN £28,250 £452.00 OFFICES 23610 N008262 236-240 HIGH STREET ELGIN £20,000 £320.00 OFFICES 23755 N004479 9 NORTH GUILDRY STREET ELGIN £19,750 £316.00 OFFICE 86594 602311 232 HIGH STREET ELGIN £16,750 £268.00 OFFICES 95557 17 HIGH STREET ELGIN £10,500 £168.00 CAFÉ 23599 N000601 239 HIGH STREET ELGIN £8,500 £136.00 CAFÉ 86291 N601818 TRINITY ROAD ELGIN £6,000 £96.00 £1,029,000 LEVY PAYABLE OVER 2 INSTALMENTS £16,464.00 PROPERTY ADDRESS STORE 23796 N005379 29C SOUTH STREET ELGIN £3,400 £60.00 £3,400 LEVY PAYABLE BY SINGLE INSTALMENT £60.00 TOTAL RATEABLE VALUE £1,032,400 TOTAL LEVY PAYABLE BY MORAY COUNCIL £16,524.00 Item 8. Page 271
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APPENDIX 6 Elgin Business Improvement District (BID) Proposal Rationale on the Council vote of the Elgin BID proposal at the ballot stage. Elgin BID facilitates partnerships between the council, businesses, and other stakeholders to achieve shared goals. Elgin BID has been a key partner in developing the Elgin City Centre Masterplan which was then the focus for the Council’s bid to the Levelling Up Fund. This was awarded £18.3M in the third round of the Fund. Elgin BID will be a key delivery partner during the construction phases of the project and in particular in the redevelopment of the former Gordon Arms Hotel. Good communication with businesses will be vital during construction of all these projects and the Moray Growth Deal projects, which inevitably will bring a degree of disruption in the short term. Council officers will work closely with Elgin BID to raise awareness of the projects and their long-term benefits to Elgin. Elgin BID is also a key partner on the Elgin Town Board, which was awarded £20M from the UK Government Long Term Town Fund. Elgin BID was heavily involved in the extensive consultation which informed the draft Investment Plan and 10-year Vision which were submitted to the UK Government on 31st July. Confirmation of the funding was announced at the November 2024 budget. As above, close communication with businesses will be key to the successful delivery of the projects within the Investment Plan. In addition to the above, Elgin BID has supported the Council to roll-out town centre grant schemes over the last few years, helping raise awareness of the grant and in scoring and assessing submissions. The above partnership working contributes to the corporate plan priority to build thriving, resilient, empowered communities that people want to live in, visit and invest in and to build stronger, greener, vibrant economy through delivery of the Moray Growth Deal. Additionally supporting Elgin BID delivers benefits on: Economic Development Increased Footfall: promotion of Elgin to attract more visitors to the area, which benefits businesses and, by extension, boosts local economic activity. Support for Businesses: representing and advocating for the interest of Elgin’s businesses and offering small grants scheme to help local businesses with additional funding opportunities. A thriving business environment strengthens the local economy. Item 8. Page 273
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APPENDIX 6 Enhanced Public Services Supplementary Services: Elgin BID projects include services beyond those which the council already provides, such as improved cleanliness, landscaping, and safety measures. Partnership Opportunities Leverage Funding: By supporting Elgin BID, this helps unlock additional funding that can complement public investment. Collaboration: The BID facilitates partnerships between the council, businesses, and other stakeholders to achieve shared goals. Having a presence on the Board of Directors Having a councillor on the board of Elgin BID is an asset that strengthens the partnership between the council, local businesses and the broader community. As a board member, they gain deeper insight into the challenges faced by businesses in the BID area and, with a voice at the table, play a key role in shaping the initiatives undertaken by Elgin BID. Therefore, it is recommended that Council agree to vote in favour of the Elgin BID proposal at the ballot stage. Page 274
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REPORT TO: SPECIAL MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: COMMON GOOD CONSULTATION – ROYSVALE PARK FORRES BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 This report asks Council to consider the results of a public consultation, seek court authority for short term disposal to provide a construction area and the appropriation of a 12m strip of land for a bus drop off area for the proposed site for the new Forres Academy. 1.2 This report is submitted to Council in terms of Section III (B) (20) of the Council’s Scheme of Administration relating to the management of Common Good and Trust property. 2. RECOMMENDATION 2.1 It is recommended that the Council: i) considers and notes the outcome of the public consultation in relation to the proposed short term disposal of part of Roysvale Park to provide a construction area, and the proposed change of use of part of Roysvale Park to provide a bus drop off area; ii) authorises the Legal Services Manager to apply to the Court for permission to proceed with the short-term disposal of part of Roysvale Park to provide a construction area, and appropriation of part of Roysvale Park to provide a bus drop off area; and iii) notes the proposed management proposals comprising (i) the laying of a new 2.5m wide footpath adjacent to the pavilion to improve accessibility through the Park and (ii) laying of new drainage and ground improvement works to facilitate the drainage of the new Forres Academy and improve the drainage and condition of the Park (subject to any necessary planning permission being granted). Item 9. Page 275
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3. BACKGROUND 3.1 Forres Academy was part of a successful bid to Scottish Government for Learning Estate Investment Programme (LEIP) Phase 3 funding. Following approval at the Education, Children’s and Leisure Services Committee on 19 September 2023 (para 16 of the minute refers), a feasibility study to support the Future Forres Academy Project was instructed and undertaken by hub North Scotland supported by JM Architects, Goodson Associates (Civil and Structural Engineers), Rybka (Mechanical and Electrical Engineers), Currie and Brown (Quantity Surveyors), The Learning Crowd (Educationalists) and Ryder (Consultation). The study concluded that a refurbishment option would not offer value for money and be unlikely to meet the aspirations of the local community and it was therefore decided to progress with a new build solution. With RAAC being discovered in the school this further challenged the viability and value for money of a refurbishment option. The study continued to complete an appraisal of three site options, which had been distilled from a desk top appraisal of eight sites, for a new build school against fourteen factors weighted with respect to national policies that Moray Council are aligned with. This included the National Planning Framework (NPF4), local living and 20-minute neighbourhoods, climate change and reducing carbon emissions policies. 3.2 The Education, Children’s and Leisure Services Committee on 14 May 2024 considered the outcome of the feasibility study along with the outcome of public engagement and recommended to Moray Council that the Applegrove/ Roysvale site be the preferred development site for the future Forres Academy (para 10 of the minute refers). Moray Council on 22 May 2024 agreed the recommendation that Applegrove/ Roysvale site be the preferred development site for the Future Forres Academy new build. (para 11 of the minute refers) Roysvale Park has been identified as the only viable site to facilitate the construction compound. 3.3 Roysvale Park is categorised as an inalienable Common Good Asset and in order to appropriate or dispose of any part of the Park the Council would require to obtain the consent of the Court in terms of Section 75(2) Local Government (Scotland) Act 1973. 3.4 Section 104 of the Community Empowerment (Scotland) Act 2015, which came into force on 27 June 2018, requires that before taking any decision to dispose or change the use of a Common Good Asset the Council must publish details about the proposed disposal or change of use. In publishing these details, the Council must also: (i) notify the relevant community council and any community body that is known to have an interest in the asset; and (ii) invite those bodies to make representations in respect of the proposals. 3.5 In deciding whether to dispose or change the use of a Common Good Asset, the Council must have regard to any representations made, whether by those invited or by some other relevant party. Page 276
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3.6 The next step given the decision of the Council on 22 May 2024, referred to above, was to consult the public regarding the Common Good use. (i) to support the school construction by using Common Good land as a construction area (for site setup, contractor's compound and construction traffic parking) for the duration of the build and (ii) for permanent development of Common Good land as a bus drop off area. 3.7 The consultation also included two management proposals which, although they do not require the consent of the court, the Council included in the consultation for full transparency. The management proposals were (i) the laying of a new 2.5m wide footpath adjacent to the pavilion to improve accessibility through the Park; and (ii) laying of new drainage and ground improvement works to facilitate the drainage of the new Forres Academy and improve the drainage and condition of the Park. 3.8 The consultation ran from 18 September until 12 November 2024 and comprised a consultation document published on the council website and siting copies of a notice in Forres library and community centre. In addition, a notice was put on the Council’s social media, a notice placed in the Press and Journal, Northern Scot and Forres Gazette, and the local community council and local community groups were notified by email. A public drop-in session was also held on 21 October 2024 between 1600-1900 to allow any queries from the public in relation to the consultation to be answered. 3.9 275 representations/responses to the consultation were received through the response template, 17 by direct email and 2 by post. All representations and responses have been published on the Council’s website as required by Section 104 of the Community Empowerment (Scotland) Act 2015 and can be found here 3.10 An independent review of the representations has been carried out and identified key themes and these are summarised in the table below with a summary of the responses from the Council. Many representations were received in relation to the location of the new Forres Academy. Whilst the proposed changes to the Common Good Asset arise solely as a result of the construction of the new Forres Academy (and are therefore inextricably linked) the representations have been separated into those arising directly from the proposed changes to the common good and those arising from the construction or location of the new Forres Academy (ranked in terms of prevalence of responses): Page 277
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Prevalence of comments Summary of Representations Council Response DIRECTLY RESULTING FROM COMMON GOOD PROPOSALS 1 Temporary loss of greenspace during construction (and re-seeding period thereafter - up to 44 months) As outlined in the consultation document, the proposal has been developed to minimise the area of common good land being used during the construction period so that the park, swing park, footpath and playing fields can still be used by the public, and on completion the majority will be returned for public use with improved drainage to enhance community use of the green space/ playing fields for future use. 2 Drainage: Concern this will not be improved and the flooding impact on the area. A planning application will need to be separately submitted for consideration which would consider the design, layout, noise and transport assessment. Any planning application will have to have regard to relevant policies on flooding and SEPA is a statutory consultee for planning applications whose comments would be fed into the design and the application. 3 Loss of mature trees As outlined in the consultation document, if the proposal is taken forward, all of the well established trees will be retained or replaced as required. In addition the proposal has been developed to minimise the area of common good land being used during the construction period so that Page 278
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the park, swing park, footpath and playing fields can still be used by the public, and on completion the majority will be returned for public use with improved drainage to enhance community use of the green space/ playing fields for future use 4 Bus drop off: extent or location The width of the proposed bus drop off is inclusive of a shared footway/ cycleway and will be reviewed during the design process if the proposal is taken forward. 5 Environmental concerns: including disruption to wildlife, litter, emissions A planning application will need to be separately submitted for consideration which would consider the design, layout, noise and transport assessment. The wider environmental issues raised would also be addressed through the planning application. 6 Encroachment of contractor compound into the Park during construction phase The proposal has been developed to minimise the area of common good land being used during the construction period so that the park, swing park, footpath and playing fields can still be used by the public, and on completion the majority will be returned for public use with improved drainage to enhance community use of the green space/ playing fields for future use 7 Footpath: no need for additional footpath With regards the proposed footpath adjacent to the pavilion, the proposal notes that this requirement is subject to detailed design, however, was Page 279
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included in the consultation for information. 8 Positive: welcome new footpath With regards the proposed footpath adjacent to the pavilion, the proposal notes that this requirement is subject to detailed design, however, was included in the consultation for information. 9 Positive: Existing drainage issues should be resolved A planning application will need to be separately submitted for consideration which would consider the design, layout, noise and transport assessment. Any planning application will have to have regard to relevant policies on flooding and SEPA is a statutory consultee for planning applications whose comments would be fed into the design and the application. RESULTING FROM CONSTRUCTION OF NEW SCHOOL (NOT DIRECTLY RELATED TO COMMON GOOD) 1 Traffic: including impact of construction traffic, road safety, traffic congestion associated with new school A planning application will need to be separately submitted for consideration which would consider the design, layout, noise and transport assessment which would involve an assessment of the capacity/operation of the existing network and will identify any areas where intervention/ mitigation is necessary in order to address any additional traffic generated as a result of the development. 2 Health and wellbeing concerns: to primary pupils and residents during construction Disruption to pupils and/or residents is not within the scope of the common good consultation Page 280
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however a planning application will be separately submitted for consideration which would consider the design, layout, noise and transport assessment and associated mitigations. Further to the response provided, a construction phase plan would also be required under CDM 2015 which would cover the issues raised. A Construction Traffic Management Plan and Construction Environmental Management Plan would also be required. 3 Drainage: Concern re the flooding impact on the area A planning application will need to be separately submitted for consideration which would consider the design, layout, noise and transport assessment. Any planning application will have to have regard to relevant policies on flooding and SEPA is a statutory consultee for planning applications whose comments would be fed into the design and the application. Further to the response provided, any constraints from SEPA and the flood team would be flagged during the pre-planning application phase. 4 Risk of new Forres Academy expanding into the Park in future Not relevant to current proposals but noted that school roll due to remain static for next 10 years 5 Noise pollution from the construction itself. A planning application will need to be separately submitted for consideration which would Page 281
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consider the noise and transport assessment which would involve an assessment of the capacity/operation of the existing network and will identify any areas where intervention/ mitigation is necessary in order to address any additional traffic generated as a result of the development. Further to the response provided, this issue would be dealt with under an environmental and construction management plan which would require to be submitted as part of the planning application. 3.11 The representations contained a mix of positive, negative and neutral comments on the proposals. Having undertaken the community consultation in accordance with legislative requirements and having considered the detail and nature of all the representations received, it is considered that:- i) the issues and concerns raised will be sufficiently mitigated through the design or planning process. In addition to the Council’s responses summarised above, it is further noted that: a construction phase plan would be required under CDM 2015 which would address the concerns raised under "Health and Wellbeing concerns: to primary pupils and residents during construction", noise pollution will also be addressed under the construction management plan to be submitted as part of the planning application; concerns around drainage and flooding impact of the new school, any constraints from SEPA and the flood team would be flagged and addressed during the pre-planning application phase; a number of positive representations were received noting the urgent requirement for the new school and accepting the short term disruption in order to secure the long term future of the school and improvements to the Park; the area to be utilised temporarily during construction as site setup, contractor’s compound and construction traffic parking for the duration of the build is estimated to be for a period of around 32 months. Following completion of the construction and removal of the compound area, the area will revert to its original grassed condition. The area will require to be fenced off for a further period of 12 months to allow the grass seeding to establish and restore the area to its original status; Page 282
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The bus drop-off area would be a maximum 12m width of land inclusive of a 4.5m shared footway/ cycleway and would look to retain (or replace as required) all of the well-established trees; and • the proposals have been developed to minimise the area of common good land being used during the construction period so that the Park, swing park, footpath and playing field can still be used and enjoyed by the public. (ii) considering the implications covered in Section 5 of this Report (Summary of Implications), on balance, the overall benefit of providing the new Forres Academy at this site outweighs the negative impacts that the proposals may have on the Common Good. 4. PROPOSAL 4.1 Having regard to the consultation responses received, and considering that the detail of the proposals will not be known until after further applications for planning permission have been made, it is recommended that the Council: authorises an application to the Court for: (i) the short-term disposal of an area of Roysvale Park to provide a construction area; and, (ii) the appropriation of part of Roysvale Park to provide a bus drop off area; 4.2 notes the proposed management proposals comprising (i) the laying of a new 2.5m wide footpath adjacent to the pavilion to improve accessibility through the Park, and (ii) laying of new drainage and ground improvement works to facilitate the drainage of the new Forres Academy and improve the drainage and condition of the Park (subject to any necessary planning permission being granted). 4.3 The next steps for the project are the submission of a pre-planning application where any constraints or issues would be raised by statutory consultees. These would require to be addressed prior to a planning application being submitted. In addition, the Council require to undertake consultation on the relocation of the school as detailed under the Schools (Consultation) (Scotland) Act 2010. The public will have opportunity at these stages of the process to comment and/or submit representations. Page 283
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5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) This report supports the priorities of the 2024 - 2029 Corporate Plan to: • Tackle Poverty and Inequality • Build thriving, resilient and empowered communities and supports the LOIP outcomes: Building a better future for children and young people in Moray: • Healthier Children: children get the healthiest start in life and are supported to achieve the best possible mental health and wellbeing and there is equity for vulnerable groups (b) Policy and Legal Roysvale Park is inalienable Common Good and its appropriation and disposal requires the authority of the Court in terms of Section 75(2) of the Local Government (Scotland) Act 1973. The Council is required to carry out a consultation prior to taking a decision on whether to dispose or change the use of common good property in terms of Section 104 of the Community Empowerment (Scotland) Act 2015 and must have regard to the representations of those consulted. (c) Financial implications The Council would require to incur the costs of the court proceedings which are estimated at between £3-£5k if the court action is not opposed. If the Council do not proceed with the application, or the application is rejected by the Court then the Council will need to consider the alternate site for the new Forres Academy at an anticipated additional cost of £4m. (d) Risk Implications If the Court was to reject the application the Council would be unable to recover the expenses incurred and would require to locate the school at an alternative location. A range of locations have already been considered with only one remaining alternative which has complex ownership and access issues. In order to overcome these issues there would be an increase in project delivery timescales and costs. (e) Staffing Implications the work associated with the court process will require to be outsourced and has been factored into the overall project costs. (f) Property The property implications are set out in this report. Page 284
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(g) Equalities/Socio Economic Impact The quality of the learning environment can impact on learning and attainment by as much as 16%. The condition and suitability of our learning estate, and capacity challenges associated with both growth and population decline in some areas, give rise to unequal opportunity across Moray. This proposal supports the Learning Estate Strategy requirement that all Learning Estate buildings meet minimum standards and are fit for purpose. (h) Climate Change and Biodiversity Impacts There is a requirement to consider embodied carbon within construction and whole life operational carbon generated. The scale of this overall impact will be assessed in detail as the project progresses to full business case and this will be balanced against the current operational carbon budgets. The LEIP 3 standards for both operational carbon (energy efficiency) and embodied carbon require the new build design to minimise carbon. A whole life carbon assessment and community wealth building statement will be provided during the pre- planning application stage. (i) Consultations The Head of Governance, Strategy and Performance, Chief Financial Officer, Acting Head of Economic Growth and Development, Acting Development Management and Building Standards Manager, Equal Opportunities Officer, the Legal Services Manager and Democratic Services Manager have been consulted and the comments received have been incorporated into the report. Ward Members, Councillors Robertson, Lawrence, McBain and van der Horn have been consulted and may make their views known at Committee. 6. CONCLUSION 6.1 Following a review and evaluation of the representations received it is recommended that Committee: considers and notes the outcome of the public consultation in relation to the proposed short term disposal of part of Roysvale Park to provide a construction area, and the proposed change of use of part of Roysvale Park to provide a bus drop off area; approve the proposal to seek court authority for short term disposal and change of use to provide a construction area and the appropriation of a 12m strip of land for a bus drop off area for the new Forres Academy; and, note the proposed management proposals comprising: i) the laying of a new 2.5m wide footpath adjacent to the pavilion to improve accessibility through the Park; and, (ii) laying of new drainage and ground improvement works to facilitate the drainage of the new Page 285
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Forres Academy and improve the drainage and condition of the Park (subject to any necessary planning permission being granted). Author of Report: Shona Leese, Senior Project Officer, Learning Estate Team Background Papers: Ref: Page 286
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REPORT TO: SPECIAL MORAY COUNCIL ON 21 JANUARY 2025 SUBJECT: MORAY SPORT AND LEISURE ASSET REVIEW UPDATE BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To inform the Council of the findings of the external Moray Sport and Leisure Asset Review and based on these findings to propose recommendations in regards to income generation and future service direction. 1.2 This report is submitted to Committee in terms of Section III (D) (13) of the Council's Scheme of Administration relating to exercise of the Council’s statutory functions to provide facilities and support activities related to the development of recreation, sport, culture and social activities. 2. RECOMMENDATION 2.1 It is recommended that Council:- i) considers and notes the findings of the external Moray Sport and Leisure Asset Review report; ii) based on the findings of the report agree to increase service charges as detailed in report to maximise income generation; iii) agree to realign service direction based on Scotland’s National Framework for Physical Activity for Health and our local approach – focussing on health and wellbeing and the prevention agenda; iv) agree the proposed draft weighting criteria for further development in regards to rationalisation of the Sport and Leisure Estate; v) agree to hold an Elected Members workshop to discuss rationalisation, governance and service direction; and vi) agree a report comes back to Council with a proposal that will contribute to the long term financial sustainability of the Council. Item 10. Page 287
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3. BACKGROUND 3.1 At the meeting of Moray Council on 25 October 2023, the Council considered the short to medium term financial strategy for the Council (para 14 of the Minute refers). In relation to Leisure and Library services as part of the overall savings, in order to advance the work to reduce the remaining budget gap, with savings options being brought forward at the earliest opportunity, the Council agreed to commence public and workforce engagement on the possible future remodelling of Libraries and Sport and Leisure (pools and dry facilities) and report back to the Council on lower cost service options for future consideration, including income generation. 3.2 At the meeting of Moray Council on 26 June 2024, the Council further agreed to undertake an external sport and leisure asset review to provide a further evidence base that contributes to the design of the future leisure estate (para 16 of the Minute refers). 3.3 A copy of the Sport and Leisure Asset Review Report is contained in Appendix I. A summary of the key findings is as follows; Critical need to balance financial sustainability with the accessibility and strategic goals of the Council. Condition of current facilities is a major consideration in the future planning of the service as major capital investment is required to ensure services remain functional Sport and Leisure Service must be realigned to better support public health objectives, community wellbeing and financial sustainability. Careful planning in any facility rationalisation or capital investment is required to ensure accessibility across both rural and urban areas. Explore cost-saving opportunities such as energy efficiency improvements and increase income through service charges in specific areas that are well below the regional average. Explore a more streamlined governance model that could drive further efficiencies. 3.4 Based on the price benchmarking analysis within the report it is proposed to adopt the service charges for sport and leisure contained in Appendix II for the 2025/26 financial year. It is anticipated that these service charges could generate an additional £150,000 income for the service. These charges will included in the comprehensive list of council charges to be published after the a meeting of Moray Council on 19 February 2025 within the overall Council Service Charges report. This does not wholly address the savings required of the service but provides an interim step towards an improved financial position which is supported by the findings of the report. Therefore, this should be acted upon quickly while other options are explored and considered. 3.5 As endorsed by the Community Planning Partnership, Moray are now developing and aspiring to implement a Systems Based Approach to Physical Activity which aligns with Scotland’s new National Framework for Physical Activity for Health. As per the recommendation in the Asset Review report to Page 288
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realign the Service to better support public health objectives it is proposed to aspire to a new strategic direction for the Service as captured in Appendix III. 3.6 The size of the Sport and Leisure Estate is unsustainable in this current financial climate. A number of these assets are no longer energy efficient, some generate a significant carbon footprint and for some their condition continues to deteriorate. The most recent high level assessment of the condition of the Leisure estate, including Moray Leisure Centre, is covered in the external report. Major capital investment is required for most facilities. The Council does not have the necessary level of funding to invest in them all to keep them sustainable and efficient. Therefore, aside from any revenue considerations about the future of facilities, there will need to be prioritisation of the capital investment to ensure their ongoing operation. To put this into perspective the 10 year capital plan which is being considered in a separate report at Council includes £7.8 million for the Leisure and Libraries Estate, however the Leisure Asset Review has determined a requirement for £27m alone for the Leisure Estate to remain sustainable. Drawing on the criteria used in the external report to consider the facilities, the criteria below have been identified to inform the rationalisation of the sport and leisure estate. It would, however, also be feasible to take a simpler approach based on fewer criteria, for example: condition at 40%, usage at 40% and accessibility at 20%. The Council is invited to agree the proposed weighting criteria as draft and that the approach to be adopted is discussed and refined at a future Elected Members workshop prior to a further report being brought back to Council; Weighting Criteria % Accessibility 15 Population Growth 3 Income Generation 5 Expenditure 5 Usage 20 Fit Life Memberships 5 Latent Demand 2 Social Value 5 Condition of Facilities/Capital Investment required 35 Utilities consumption & CO2 emissions 5 3.7 Due to the volume of information and findings gathered in the Sport and Leisure Asset Review report and the complexity of the Sport and Leisure Estate it is proposed to hold an Elected Members workshop to discuss the rationalisation, governance and service direction in greater detail prior to a further Committee report coming back to Council. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) i) In relation to the LOIP, this report supports developing a diverse, inclusive and sustainable economy and improving the wellbeing of our population. A leisure facility supports the local economy through provision of employment and is a factor in individuals choosing to reside Page 289
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in an area, as well as supporting the overall wellbeing of residents through physical, psychological and social wellbeing. ii) In relation to the Corporate Plan, this report contributes to two of the three main priority areas which are tackling poverty and inequality and building thriving, resilient and empowered communities. (b) Policy and Legal i) National Policy: The report links to the Scottish Government’s Physical Activity for Health National Framework, which aims to strengthen access and ensure sustainability of active places and spaces. It also links to the aspiration of everyone having access to a network of quality places where they can get involved in sport, as identified as a key objective in Sportscotland’s Corporate Strategy “Sport for Life”. ii) Service Statutory Requirements: Local Authorities have a legal duty to ensure adequate provision of facilities for recreational, sporting, cultural and social activities. Improving the health and wellbeing of the Moray community through sport, leisure and recreation is not only an integral part of the local vision, but it is also a national priority. iii) Local Policy: The Moray Sport and Leisure Capital Investment Plan continues to be developed as the overarching development plan for leisure assets. The network of quality places and the level of adequate provision still requires to be determined at a local level. The level of quality and adequate provision will be dependent on available funding. This review will provide a further evidence base to populate and finalise this investment plan. (c) Financial implications The financial implications connected to this report relate to proposals for Sport and Leisure Service Charges for the 2025/26 financial year. The additional income from increases in charges can be difficult to predict as usage may be affected by the higher charges. However, it is anticipated that these service charges could generate an additional £175,000 income for the service. There are no other financial implications directly connected to this report. (d) Risk Implications The risk of not progressing with the recommendations in this report will have an impact on the achievement of both the Council’s short to medium term and medium to long term financial strategies. There is also risk that not progressing with the realignment of service direction will have an impact on the transformation of the service as we require to become more flexible and agile to address community need and public health objectives. (e) Staffing Implications There are no staffing implications connected to this report. Page 290
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(f) Property There are no property implications directly connected to this report, however the proposed Elected Members workshop will discuss rationalisation options of the Sport & Leisure Estate. (g) Equalities/Socio Economic Impact An equalities impact assessment has not been identified as being required for this report. (h) Climate Change and Biodiversity Impacts No climate change or biodiversity implications have been determined for this report; however, environmental impacts will be considered at the Elected Members workshop and considered as part of future decisions. (i) Consultations In preparing this report, consultations have been undertaken with the Chief Financial Officer, Head of Housing and Property, Democratic Services Manager and Head of Governance, Strategy and Performance whose comments have been incorporated in the report. Moray Leisure Centre management has also been consulted in relation to the Fitlife charges. 5. CONCLUSION 5.1 That the Council note the findings of the external Sport and Leisure Asset Review report and based on the findings of the report agree to increase service charges as detailed in report to maximise income generation and to realign service direction based on Scotland’s National Framework for Physical Activity for Health and our local approach – focussing on health and wellbeing and the prevention agenda. 5.2 That the Council consider and agree as draft the proposed weighting criteria to give direction to the future rationalisation of the Sport and Leisure Estate. Further, that the approach to be adopted is discussed and refined at a future Elected Members workshop on rationalisation, governance and service direction. A report will be brought back to Council with a proposal that will contribute to the medium to long term financial strategy as well as the long term sustainability of the Council. Author of Report: Kim Slater, Sport and Culture Service Manager Background Papers: Ref: Page 291
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Moray Council Sports And Leisure Review October 2024 Item 10. Page 293
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Page | 2 Contents 1. Executive Summary 2 2. Introduction 6 3. Strategic and Policy Context 11 4. Moray Sports Facilities Accessibility 15 5. Financial Sustainability 27 6. Usage and Social Value 52 7. Condition Survey and Capital Investment Needs 68 8. Governance and Management Models 80 9. Conclusion 90 10. Appendices 93 Page 294
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Page | 3 1. Executive Summary The Moray Sports Facilities Review was initiated in response to the significant financial challenges facing Moray Council, alongside the need to modernise aging infrastructure and ensure that sports and leisure services continue to meet the needs of local communities. This review examines the current state of sports and leisure provision across the region, identifies opportunities for operational efficiencies and income growth, and presents options for rationalising facilities to ensure long-term financial sustainability. The findings from this review will provide a roadmap for delivering high-quality, accessible services that align with both local and national strategic priorities. Context Moray Council operates a range of sports and leisure facilities across both urban and rural areas. Many of these facilities are small in scale, attached to schools (with restricted community access), aging and require substantial investment to maintain or upgrade. At the same time, the Council is operating within an environment of ongoing budget constraints, which necessitates difficult decisions about which services and facilities can be sustained in the long term. The review also comes at a time when national health and wellbeing strategies are placing increasing emphasis on the role of physical activity in reducing long-term health inequalities. This wider context shapes the need for a reimagined approach to how sports and leisure services are delivered across Moray. Key Findings Strategic and Policy Context: The review aligns with broader national priorities set by the Scottish Government, such as improving public health outcomes, fostering social inclusion, and promoting environmental sustainability. Locally, the Council faces unique challenges in balancing these strategic goals with the financial realities of operating an aging infrastructure and ensuring services remain accessible to all residents, particularly those in more rural and deprived areas. The report highlights the need for a more coordinated approach to service delivery that maximises impact while ensuring financial sustainability. Financial Sustainability: A key driver of this review is the financial sustainability of Moray’s sports and leisure services. Many facilities are operating at a deficit (Moray Council Combined deficit for all sport and Page 295
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Page | 4 leisure facilities and services is circa £850k pa, Moray Leisure Centre circa £380k pa), with income generation failing to keep pace with rising operational and maintenance costs. The financial analysis reveals wide variation in the cost-effectiveness of different venues. The review highlights the need for targeted investments to increase income from high-demand services, such as expanding fitness and group exercise facilities, as well as repurposing underutilised spaces to increase efficiency. Facility rationalisation is presented as a necessary option to address unsustainable deficits, though it must be approached carefully to avoid disproportionate impacts on access. Facility Accessibility: Is a fundamental consideration in the provision of sports and leisure services, particularly in a region as geographically diverse as Moray. The review highlights significant disparities in access between urban and rural areas, with residents in rural locations like Keith, Speyside, and Fochabers experiencing limited access to facilities. Additionally, the analysis shows that certain facilities, particularly in more deprived areas, play a critical role in promoting health and social inclusion. Any decisions about facility closures or service rationalisation must consider the potential impact on these vulnerable communities. Measures such as improving public transport links, adjusting opening hours, and enhancing multi-use facilities are suggested to mitigate the effects of rationalisation and ensure equitable access. Usage and Social Value: The analysis of usage patterns and social value underscores the importance of sports and leisure services to the broader health and wellbeing of Moray’s residents. Moray Leisure Centre, for example, contributes nearly 50% of all participation across the region, reflecting its central role in delivering accessible and affordable services. The report highlights the considerable social value generated by these services, particularly in terms of improving mental and physical health, fostering community cohesion, and reducing social isolation. This social value is a key consideration in the Council’s commitment to addressing health inequalities and promoting community wellbeing. Future decisions about service provision must take into account the potential for facilities to contribute to these broader societal goals. Facility Condition and Capital Investment Needs Many of Moray’s sports and leisure facilities are nearing the end of their operational lifespan and require significant capital investment to remain viable. The condition surveys (2022) undertaken as part of this review estimate over £32 million is required Page 296
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Page | 5 in upgrades and repairs. Given the scale of this investment, the report emphasises the need to prioritise those facilities that offer the highest return on social and financial value. Facilities that are underutilised, expensive to maintain, or located in areas with declining populations may be candidates for closure or repurposing. However, any rationalisation must be balanced against the social value provided by these services. Governance and Management Models: The review highlights the fragmented nature of the current governance and management structures, with sports and leisure services being delivered by a combination of Moray Council, Moray Leisure Centre, and Moray Sports Centre. In addition there are a number of sports clubs, community organisations, and private operators that operate assets and deliver supplementary services in both urban and rural areas. This has led to inefficiencies, duplication of services, and inconsistencies in service delivery. The report recommends in the short term exploring a more unified governance model, either through a regional partnership approach and in the medium to long term considering the options to develop a single entity model for managing the Council Venues along with Moray Leisure Centre. A streamlined governance structure could help reduce costs, improve operational efficiency, and create a more coordinated approach to service delivery, with the potential to better align services with national and local health and wellbeing goals. However, it also presents significant challenges, including potential disruption during the transition period, TUPE and the need to harmonise staffing conditions/costs etc, and the risk of losing community-driven aspects of service delivery. Careful consideration and detailed planning will be essential to ensure that any changes ultimately lead to enhanced services for residents and improved financial sustainability. Data-Driven Insights for Future Decision Making A significant outcome of this review is the development of a comprehensive data model, which provides a dynamic and detailed understanding of the current state of sports and leisure provision in Moray. This model includes financial performance metrics, usage patterns, and accessibility data, offering an evidence-based tool to support future decision-making. The model will enable the Council to evaluate various scenarios related to facility rationalisation, investment priorities, and service delivery strategies, ensuring that future decisions are based on robust data. Access to this data model will be available via an online dashboard, which will serve as an invaluable resource for ongoing strategic planning. Page 297
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Page | 6 Microsoft Power BI Conclusion The Moray Sports Facilities Review has provided a comprehensive analysis of the current challenges facing the Council’s sports and leisure services. The report underscores the need for a balanced approach that addresses the financial realities of maintaining an aging facility portfolio while ensuring that services remain accessible, equitable, and aligned with broader social value goals. By leveraging data-driven insights, Moray Council can make informed decisions that safeguard the long-term sustainability of sports and leisure provision, while continuing to support the health and wellbeing of its communities. Page 298
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Page | 7 2. Introduction This review of sports and leisure facilities in Moray was commissioned in response to multiple pressures facing Moray Council and local authorities across Scotland, including financial constraints, rising operational costs, aging infrastructure, and a national drive for improved health and wellbeing outcomes. Sport and leisure services are essential for promoting active lifestyles, fostering community engagement, and supporting both physical and mental health, but maintaining these services has become increasingly difficult amid growing budgetary pressures. In Moray, the delivery of sports and leisure services is fragmented across a range of providers, leading to a lack of cohesion, potential inefficiencies, and gaps in service provision. The review was therefore initiated to explore opportunities for rationalisation, consolidation, and improved management of these facilities to ensure long-term sustainability while continuing to maximise the social impact these services provide to individuals, families, and communities. Moray Council recognises the importance of safeguarding these services for future generations and ensuring they are accessible, affordable, and aligned with the needs of a diverse and evolving population. This report assesses current facility provision, financial performance, governance structures, and future opportunities to improve both service delivery and financial sustainability. Context The Moray region is a mix of urban and rural communities, with a diverse population spread across a relatively large geographical area. Providing equitable access to public services, including sports and leisure, presents a number of challenges, particularly in maintaining high standards of provision in both densely populated areas like Elgin and Buckie and more sparsely populated rural areas. Against this backdrop, Moray Council’s sports and leisure provision plays a critical role in improving public health, fostering community cohesion, and reducing health inequalities. Currently, the sports and leisure landscape in Moray is characterised by a mixed delivery model, which includes: Moray Council: Directly managing sports facilities, most of which are connected to secondary schools. Many of these facilities are relatively small in scale, service more rural populations, have limited community access, Page 299
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Page | 8 thereby limiting their potential for income generation and increasing participation. Moray Leisure Centre (MLC): Located in Elgin is a Scottish charity providing a comprehensive range of sports and leisure services under a lease and service-level agreement with Moray Council. MLC operates as an Arm’s Length External Organisation (ALEO) and is the largest single provider of sports and leisure services in the region. Moray Sports Centre (MSC): Located in Elgin is a private charitable organisation providing additional sports and leisure services, with an emphasis on inclusive fitness and well-being opportunities for the local community. Community and Private Sector Providers: A number of sports clubs, community organisations, and private operators that operate facilities and deliver supplementary services in both urban and rural areas. This fragmented approach has led to duplication of services as well as internal competition between providers for customers, funding, and resources. While the Fit Life membership scheme, jointly delivered by MLC and Moray Council, has been a notable success, the broader system lacks coordination and alignment, leading to inefficiencies and missed opportunities for maximising social impact and service quality. In addition to governance and coordination challenges, many of the council-operated venues and MLC are aging and in need of significant investment in maintenance and refurbishment. There are also questions about whether the current portfolio of facilities is sustainable in the long term, particularly given ongoing budget pressures and the high costs associated with maintaining older buildings. Facility rationalisation and consolidation may present opportunities to reduce overheads, streamline service delivery, and reinvest savings into improving facilities that remain open, while still ensuring that services are accessible to residents across Moray. Furthermore, the Scottish Government’s broader policy framework, particularly around preventative health and social care, highlights the importance of community- based sport and leisure services as a key part of the solution to improving population health, reducing the burden on NHS services, and fostering stronger, more resilient communities. This review aligns with national priorities around public health, particularly those set out in Scotland's Outcomes Physical Activity for Health National Framework, which promotes physical activity for health, wellbeing, and social inclusion. Page 300
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Page | 9 Key Project Objectives This review was tasked with examining how Moray’s sports and leisure services can be transformed to meet the dual challenge of financial sustainability and maximising social impact. The following key objectives guided the project: Maintain Accessibility: To ensure that sports and leisure services are accessible to all residents, particularly in rural areas and for underserved groups such as young people, older adults, and those in areas of higher deprivation. Enhance Financial Sustainability: To assess the financial performance of all sports and leisure facilities and identify opportunities for cost reduction, income generation, and operational efficiencies. Explore Facility Rationalisation: To evaluate the potential for rationalising the current portfolio of venues, including options for consolidating provision in core multi-sport hubs and closing or repurposing underused facilities. Maximise Social Value: To ensure that sports and leisure services continue to contribute to Moray Council’s wider strategic goals around health, wellbeing, and community cohesion, and to explore how these services can be better aligned with the Scottish Government's "prevention" agenda. Review Governance and Management Models: To consider alternative governance and management models that could improve the efficiency and coordination of service delivery, including potential partnerships, outsourcing options, and enhanced collaboration between existing providers. Project Methodology To ensure a comprehensive and evidence-based review, the project adopted a robust methodology that combined quantitative data analysis with qualitative stakeholder engagement. The following steps were undertaken: Stakeholder Engagement: In-depth consultations with key stakeholders, including council officials, leisure managers, and key partners to understand current service provision and explore future opportunities. Data Analysis: Development of a detailed data model that incorporated financial, operational, and usage data from all sports and leisure facilities. This allowed for a thorough assessment of costs, income, participation rates, and social value generated by each facility. Page 301
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Page | 10 Facility Condition Assessments: A review of the physical condition of facilities, identifying maintenance needs and prioritising venues most at risk of failure or those requiring significant refurbishment. Benchmarking: Comparison of Moray’s performance with that of similar local authorities and other leisure providers to identify best practices in financial management, service delivery, and customer engagement. Scenario Modelling: Exploration of several future scenarios, including potential governance changes, facility closures, and the adoption of a "core hub" model to consolidate services in key strategic locations while maintaining community access across Moray. Structure of the Report The remainder of the report is structured to provide a comprehensive overview of the current situation and to present evidence-based recommendations for the future of sports and leisure provision in Moray: Section 3: Strategic and Policy Context: This section sets the broader strategic and policy framework, considering both national and local policies that influence sports and leisure provision. It highlights the key drivers for change, such as financial pressures and public health priorities, and outlines how these shape the future of service delivery in Moray. Section 4: Moray Sports Facilities Accessibility: This section evaluates the accessibility of sports and leisure facilities in Moray, with a focus on travel times, access for deprived communities, and the potential impact of changes in facility provision. It also includes analysis of accessibility by different modes of transport, such as walking, cycling, and public transport. Section 5: Financial Sustainability: A detailed analysis of the financial performance of Moray’s sports and leisure venues, including income, expenditure, and pricing benchmarking. This section explores the potential savings from rationalising facilities and examines ways to enhance income generation and operational efficiency. Section 6: Usage and Social Value: This section reviews the usage levels and patterns of sports and leisure facilities, including participation by different demographic groups and the most popular activities. It also quantifies the broader social value generated by these services, particularly in terms of health, wellbeing, and social cohesion. Page 302
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Page | 11 Section 7: Condition Survey and Capital Investment Needs: An overview of the current condition of Moray’s sports and leisure facilities, based on condition surveys, highlighting key issues around maintenance, refurbishment needs, and the potential capital investment required to address these challenges. Section 8: Facility Rationalisation: This section explores different scenarios for rationalising the portfolio of sports and leisure facilities, including the potential to move to a core hub model. It evaluates the impact of closures or consolidations on accessibility, financial sustainability, and social value. Section 9: Governance and Management Models: A high level assessment of the current governance and management structures for Moray’s sports and leisure services, considering alternative models such as regional partnerships or outsourcing. The section examines how these models could improve efficiency, service delivery, and coordination. Section 10: Conclusion: The final section summarises the overall conclusions of the review, reflecting on the challenges and opportunities for Moray Council’s sports and leisure services. It emphasises the importance of a coordinated approach to ensure long-term sustainability and maximised social impact. Page 303
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Page | 12 3. Strategic and Policy Context Introduction The Moray sports and leisure facilities review is set against a backdrop of evolving national and local priorities that focus on improving public health, fostering inclusive community development, ensuring environmental sustainability, and achieving financial viability. This strategic context reflects the need to align the review with broader governmental frameworks while addressing the unique challenges and opportunities within Moray. A variety of national and local strategies guide this review, each contributing to a comprehensive approach that ensures sports and leisure services support the wellbeing and sustainability goals of the region. The following section examines the critical drivers at both the national and local levels, and identifies the cross-cutting themes that shape the future direction of Moray’s sports and leisure provision. 3.1 National and Local Strategic Drivers At the national level, Scotland’s strategic direction is heavily influenced by the National Performance Framework (NPF), which promotes a vision of national wellbeing and inclusivity, focusing on improving health outcomes and reducing inequalities across the population. Central to this is the recognition of physical activity’s role in supporting healthier lifestyles, as articulated in the A More Active Scotland: Scotland’s Physical Activity Delivery Plan. This plan underlines the importance of providing accessible opportunities for people to engage in regular physical activity, which directly aligns with the objectives of the Moray review. The Sport for Life strategy, promoted by sportscotland, further reinforces this by encouraging lifelong participation in sports as a way to enhance both individual and community wellbeing. Locally, Moray is guided by a suite of strategies, policies and plans that not only reflect these national ambitions but also address the specific needs and aspirations of its communities. The Moray Council Corporate Plan 2024-2029 provides a strategic framework for improving community health, promoting social equity, and fostering economic regeneration. Central to this plan is the Council’s recognition of sports and leisure services as essential public assets that support the health and social wellbeing of residents. These services are viewed as key to addressing the physical and mental health challenges facing the population, particularly in rural areas where access to such amenities can be limited. Page 304
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Page | 13 This emphasis on health and social wellbeing is echoed in the Local Outcome Improvement Plan (LOIP), which highlights the need to reduce inequalities, particularly in areas of rural deprivation. The LOIP makes clear that sports and leisure facilities must be accessible to all segments of the population, ensuring that those in more remote parts of Moray, as well as vulnerable groups such as the elderly and low-income families, have equitable access to physical activity opportunities. The Moray Children and Young People’s Services Plan similarly underscores the importance of supporting young people’s health and wellbeing through accessible sports programs, recognising the preventative role that early engagement in physical activity plays in reducing long-term health inequalities. The financial sustainability of these services is a key concern, as outlined in the Moray Sports and Leisure Service Strategic Business Plan 2020-2023. The Business Plan acknowledges the financial pressures facing local authorities, particularly in the wake of the COVID-19 pandemic, which caused significant disruptions to service delivery and revenue streams. To ensure long-term viability, the plan emphasises the need to diversify income sources, increase participation rates, and explore innovative delivery models, including potential partnerships with local businesses and third-sector organisations. Additionally, the concept of Community Asset Transfers (CAT) is highlighted as a potential pathway to ensuring the sustainability of certain facilities, particularly in smaller communities where local ownership could foster greater community engagement and resilience. Environmental sustainability is another major consideration for the review, in line with the Moray Council Climate Change Strategy, which sets out the Council’s commitment to achieving carbon neutrality. Sports and leisure facilities are significant contributors to the Council’s overall energy consumption, making it essential to incorporate energy-efficient designs and renewable energy solutions in any refurbishment or new construction projects. This includes adopting sustainable technologies such as solar panels, improved insulation, and water-saving systems. Aligning the review with the Council’s climate goals will not only reduce the operational costs of these facilities but also support Moray’s broader commitment to environmental stewardship. 3.2 Cross-Cutting Themes Several cross-cutting themes emerge from these national and local policies, each playing a critical role in shaping the future of sports and leisure services in Moray. Page 305
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Page | 14 Financial Viability and Community Ownership: The financial challenges facing Moray’s sports and leisure services, particularly in the post-pandemic context, require innovative solutions. The review must explore how to increase the financial sustainability of these services without compromising accessibility or quality. This could involve growing membership programs, seeking external funding, and developing partnerships with the private sector. The concept of Community Asset Transfers also offers an opportunity to empower local communities to take ownership of their leisure services, potentially reducing the financial burden on the Council while enhancing local engagement and pride in these facilities. Health and Wellbeing: Improving public health outcomes is at the heart of the national and local strategies. Physical activity is widely recognised as a preventative measure against chronic illnesses such as obesity, heart disease, and mental health disorders. The review of sports and leisure facilities must ensure that these services are designed to support community health by offering inclusive, accessible programs that encourage regular physical activity across all age groups. Special attention must be paid to partnerships with health services, such as integrating leisure facilities into social prescribing programs or collaborating with the NHS to offer rehabilitation and wellbeing services. Equity and Accessibility: Ensuring that all residents, regardless of their socio-economic background or geographic location, have access to high- quality sports and leisure services is a core priority. The LOIP and other local strategies make it clear that addressing inequalities in access is vital for improving community wellbeing. The review must therefore consider how to enhance the reach of services, particularly in rural areas where transport and affordability may be barriers to participation. This could involve exploring mobile or outreach services, reducing financial barriers through affordable pricing models, or co-locating facilities with other community services to maximise accessibility. Sustainability and Environmental Responsibility: The Climate Change Strategy demands that Moray’s public services, including sports and leisure, contribute to the region’s environmental goals. This means that any upgrades or developments undertaken as part of the review must prioritise energy efficiency and sustainability. Facilities should be designed or retrofitted to minimise their carbon footprint, while also promoting sustainable behaviours, such as active travel, among users. Furthermore, outdoor spaces associated with sports facilities could be leveraged to Page 306
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Page | 15 support biodiversity and enhance green infrastructure in line with Moray’s environmental objectives. Community Engagement and Social Value: Finally, community engagement is essential to ensuring that sports and leisure services reflect the needs and aspirations of Moray’s residents. The review should include a strong focus on involving the community in the planning and development process, ensuring that services are co-designed with users. This approach not only enhances the relevance and uptake of services but also contributes to the social value that these facilities bring to the area—fostering social cohesion, reducing isolation, and providing spaces for intergenerational interaction. The Moray sports and leisure facilities review must be firmly grounded in the strategic context set out by national and local policies. These policies highlight the importance of promoting health and wellbeing, ensuring equitable access, pursuing sustainability, and achieving financial viability. By aligning the review with these priorities, Moray Council can ensure that its sports and leisure services continue to support the health, economic, and social wellbeing of the community. The cross- cutting themes of health, equity, sustainability, financial sustainability, and community engagement provide a robust framework for the review, ensuring that the outcomes reflect both the strategic ambitions of the Council and the needs of Moray’s diverse communities. Page 307
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Page | 16 4. Moray Sports Facilities Accessibility Accessibility to key public facilities, including swimming pools, sports halls, and fitness gyms, is crucial for promoting health and well-being across the population of Moray. This section of the report focuses on how accessible these types of facilities are to the overall population of Moray, with particular attention to individual Council Wards and areas identified as having high deprivation levels according to the Scottish Index of Multiple Deprivation (SIMD). Ensuring that communities, especially those in vulnerable areas, have easy access to sports and leisure facilities is fundamental to achieving public health goals and fostering social inclusion. Much of Moray's population lives in rural and semi-rural areas, which affects both the levels of and expectations for accessibility to sports and leisure venues. This dispersed population makes it more challenging for the Council to maintain high levels of accessibility for all facilities, requiring careful consideration of geographic coverage and service availability. The analysis in this section will examine accessibility across a range of travel times and modes of transport, such as walking, cycling, driving, and public transport. Understanding the variation in accessibility by these factors provides insight into how well facilities serve different communities. Furthermore, this section will also include an analysis of population growth and its implications, which will consider how projected increases in population across Moray’s wards will impact future demand for sports and leisure services. This analysis will provide important context for understanding where pressures on facility access may increase and where additional provision may be necessary to meet the needs of growing communities. Moreover, this section will consider the impact of potential facility closures on accessibility levels across Moray, evaluating how the closure of specific swimming pools, sports halls, or fitness gyms might disproportionately affect certain wards or areas with high deprivation. The potential outcomes of these closures will be assessed in terms of both geographical and socio-economic accessibility, highlighting key areas where the reduction in facilities could exacerbate existing disparities in access to sports and leisure services. It is important to note that for some Moray residents, access to sports and leisure facilities may be facilitated by travelling to venues in neighbouring local authority areas which are closer for example leisure facilities in Grantown, Huntly or Nairn. Page 308
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Page | 17 This introduction sets the context for a detailed examination of facility accessibility, alongside the analysis of population growth trends, aiming to inform future decisions on the location and provision of sports and leisure services to ensure equitable access for all residents of Moray. The full Accessibility Analysis is provided within the appendices. 4.1 Moray Wide Accessibility As outlined in Table 4-1, sports halls show the highest accessibility, with 98% of the population able to access these within 10 minutes of driving and 100% within 15 minutes. Fitness suites also demonstrate strong accessibility, particularly for those driving or cycling. However, swimming pools show the lowest levels of accessibility, especially for those relying on walking or public transport, with only 12-34% of the population able to reach these facilities within 20 minutes using these modes. This highlights a potential gap in provision for swimming pools, particularly for more rural areas, where driving remains the most feasible option for access. Table 4-1 Sports facilities Accessibility Summary Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 60% 84% 63% 10 Minutes driving 72% 98% 77% 10 Minutes public transport 14% 39% 12% 10 Minutes walking 14% 39% 12% 15 Minutes cycling 66% 92% 71% 15 Minutes driving 97% 100% 95% 15 Minutes public transport 34% 60% 32% 15 Minutes walking 34% 60% 32% 20 Minutes cycling 67% 97% 74% 20 Minutes driving 99% 100% 98% 20 Minutes public transport 34% 62% 32% 20 Minutes walking 45% 72% 44% 4.2 Accessibility by Council Ward Accessibility levels across council wards show notable differences between urban and rural areas. Figure 4-1, 4-2 and 4-3 illustrates that urban wards such as Elgin City South, Elgin City North, and Buckie have near-total accessibility for fitness suites and sports halls. Conversely, rural areas like Speyside Glenlivet and Fochabers Lhanbryde demonstrate lower accessibility levels, particularly for swimming pools, where access rates drop to 78% and 83%, respectively. Page 309
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Page | 18 This disparity suggests that future planning efforts should focus on enhancing access in these rural areas, ensuring that all residents can engage with fitness and leisure services without facing significant travel barriers. Figure 4-1 15 Minute Drive Accessibility 100% 100% 100% 99% 99% 98% 96% 79% Elgin City South Elgin City North Buckie Heldon and Laich Fochabers Lhanbryde Forres Keith and Cullen Speyside Glenlivet Fitness Suite Accessibility Figure 4-2 15 Minute Drive Accessibility 100% 100% 100% 99% 99% 96% 83% 78% Elgin City South Elgin City North Buckie Forres Heldon and Laich Keith and Cullen Fochaber s Lhanbryd e Speyside Glenlivet Swimming Pool Accessibility Figure 4-3 15 Minute Drive Accessibility Page 310
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Page | 19 100% 100% 100% 100% 100% 100% 100% 99% Heldon and Laich Elgin City South Elgin City North Fochabe rs Lhanbry de Forres Buckie Keith and Cullen Speysid e Glenlivet Sports Hall Accessibility 4.3 Accessibility and Deprivation Accessibility for individuals from the most deprived communities (SIMD Q1) is generally better across all modes of transport when compared to the general population. Table 4-2 shows that 100% of SIMD Q1 residents can access fitness suites, sports halls, and swimming pools within a 15-minute drive, while Table 4-3 shows that the wider Moray population has slightly lower access rates across the same categories. However, rural areas with high deprivation, like Speyside Glenlivet, still face challenges in accessing swimming pools and fitness suites by walking or public transport, exacerbating existing health inequalities. Rationalising facilities in these areas would likely worsen these disparities, making it harder for residents to engage in physical activities. Table 4-2 SIMD Q1 Population Access Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 77% 98% 43% 10 Minutes driving 98% 100% 100% 10 Minutes public transport 45% 100% 45% 10 Minutes walking 45% 100% 45% 15 Minutes cycling 100% 100% 100% 15 Minutes driving 100% 100% 100% 15 Minutes public transport 100% 100% 100% 15 Minutes walking 100% 100% 100% 20 Minutes cycling 100% 100% 98% 20 Minutes driving 100% 100% 100% 20 Minutes public transport 100% 100% 100% 20 Minutes walking 68% 77% 100% Page 311
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Page | 20 Table 4-3 Moray Whole Population Access Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 60% 84% 63% 10 Minutes driving 72% 98% 77% 10 Minutes public transport 14% 39% 12% 10 Minutes walking 14% 39% 12% 15 Minutes cycling 66% 92% 71% 15 Minutes driving 97% 100% 95% 15 Minutes public transport 34% 60% 32% 15 Minutes walking 34% 60% 32% 20 Minutes cycling 67% 97% 74% 20 Minutes driving 99% 100% 98% 20 Minutes public transport 34% 62% 32% 20 Minutes walking 45% 72% 44% 4.3.1 Implications of Facility Rationalisation on Deprived Communities Impact on SIMD Q1 Communities: While facility rationalisation could offer operational efficiencies, it should only proceed where alternative sources of provision are accessible. For communities in SIMD Q1 (most deprived areas), sports halls and fitness suites play a critical role in promoting physical activity, especially given their reliance on walking and public transport for access. Reducing the number of facilities without available alternatives could severely restrict their opportunities for physical activity, exacerbating existing health inequalities. In the case of swimming pools, rationalisation poses unique challenges. Though SIMD Q1 communities currently have reasonable access to pools by car and public transport, any closures or reductions in availability would further limit the potential for access by walking or cycling, modes already constrained for these facilities compared to other venues. Ensuring that accessible options remain available would be essential to maintaining equitable access and supporting positive health outcomes for these communities. 4.3.2 Overall Impact on Health Inequalities: Communities in SIMD Q1 are already at a disadvantage in terms of health outcomes. Closing or consolidating facilities that these communities rely on—especially those within walking distance or accessible by public transport—would likely widen the Page 312
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Page | 21 health inequality gap. Without affordable and nearby options for physical activity, the most deprived populations might experience higher levels of inactivity, which correlates with poorer physical and mental health outcomes. As public transport and walking offer the main modes of access for many deprived individuals, reducing facility provision would disproportionately affect their ability to maintain regular exercise habits. This would undermine public health initiatives aimed at reducing health disparities in Moray. 4.3.3 Impact of Venue Rationalisation The analysis shows that certain facilities, such as Moray Leisure Centre and Forres Swimming Pool & Fitness Centre, play a pivotal role in maintaining high levels of accessibility for swimming pools and fitness suites. Closing these facilities would significantly reduce access, particularly in urban wards like Elgin and Forres, where accessibility would drop by over 50% in some cases. Closures such as Lossiemouth Sports and Community Centre and Moray Sports Centre show minimal or no impact on accessibility. In contrast, rural wards such as Speyside Glenlivet and Keith and Cullen would face a disproportionate impact if facilities like Speyside Sports and Community Centre or Buckie Swimming Pool and Fitness Centre were closed. These closures would severely limit access to key services for already underserved populations, exacerbating health inequalities. It is important to note that for some Moray residents, access to sports and leisure facilities may be facilitated by travelling to venues in neighbouring local authority areas which are closer for example leisure facilities in Grantown, Huntly or Nairn. It is also important to note that where rationalisation may involve the loss of sports hall provision, the impact may be less than anticipated due to the existence of other community facilities such as village halls and primary schools. Hub Model of Provision Table 4-4 below presents various hub options for consolidating sports and leisure facilities in Moray into 3 or 4 core locations, and it assesses the percentage of the population that would have access within a 15-minute and 20-minute drive time. The options are analysed below, with key considerations related to accessibility, sustainability, and the impact on deprived communities. Page 313
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Page | 22 3-Hub Options Forres, Elgin, Buckie (82% within 15 min / 85% within 20 min): o This option provides relatively high accessibility within both 15 and 20-minute drive times, with 85% of the population covered by the larger drive time. However, it leaves some gaps in access for areas further east, particularly around Keith and Fochabers. o Key Considerations: While this option supports major population centres, it could negatively impact residents in smaller towns, especially deprived communities with less access to private transport. The lack of coverage in the east might affect social inclusion and health outcomes in more rural areas. Forres, Elgin, Keith (79% within 15 min / 86% within 20 min): o This configuration offers slightly lower accessibility at 15 minutes compared to the Forres, Elgin, Buckie option but slightly higher accessibility at 20 minutes (86%). Keith’s inclusion in this option offers more coverage for rural communities in the east, but Buckie’s absence limits access to a more densely populated area. o Key Considerations: Keith has a lower population, which may challenge the long-term sustainability of this hub compared to a more populous area like Buckie. However, it serves rural areas and could help maintain access for deprived communities further east, where there are fewer services. Forres, Elgin, Fochabers (80% within 15 min / 92% within 20 min): o This option provides strong coverage, particularly within a 20-minute drive time, where 92% of the population would have access. This high coverage is a result of Fochabers’ central location between Elgin and Buckie, offering broader regional access. o Key Considerations: Fochabers, like Keith, has a relatively low local population to support the hub, which may make it less sustainable long-term. However, its central location improves access for a wide area, potentially reducing travel times for more rural residents. This option also maintains access for deprived communities in central and eastern Moray. Based on existing facilities, This option would result in only 2 pools compared to three in the previous options. Page 314
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Page | 23 4-Hub Options Forres, Elgin, Buckie, Keith (86% within 15 min / 95% within 20 min): o This 4-hub configuration provides the highest level of access, with 95% of the population within a 20-minute drive and 86% within 15 minutes. It balances access across both the larger population centres (Forres, Elgin, Buckie) and the more rural areas around Keith. o Key Considerations: This option combines accessibility for both larger population centres and more remote areas, ensuring that rural residents, including those in deprived communities, are not left behind. However, Keith’s lower population could make the sustainability of its hub more difficult to justify unless it serves a broader regional need. Forres, Elgin, Buckie, Fochabers (85% within 15 min / 92% within 20 min): o This option is comparable to the Forres, Elgin, Buckie, Keith model but provides slightly lower overall accessibility, particularly within a 20-minute drive time (92%). However, Fochabers’ central location may help balance access between eastern and western Moray. o Key Considerations: Like Keith, Fochabers’ smaller local population could present sustainability challenges, but its more central location makes it an efficient choice for maximising accessibility across the region. Maintaining this hub could help improve social inclusion and access for deprived communities in more remote areas, without sacrificing accessibility for residents in the west. Forres, Elgin, Buckie, Aberlour (84% within 15 min / 97% within 20 min): o This option is also comparable to the Forres, Elgin, Buckie, Keith model but provides slightly higher overall accessibility, particularly within a 20-minute drive time (97%). However, Aberlours’ location may help balance access between eastern, western and south Moray. o Key Considerations: Like Keith, Aberlours’ smaller local population could present sustainability challenges, but its location makes it a credible option for maximising accessibility across south of the region. Page 315
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Page | 24 Table 4-4 Hub Model of Provision Hub Options 15 Min Drive 20 Min Drive Forres, Elgin, Buckie 82% 85% Forres, Elgin, Keith 79% 86% Forres, Elgin, Fochabers 80% 92% Forres, Elgin, Buckie, Keith 86% 95% Forres, Elgin, Buckie, Fochabers 85% 92% Forres, Elgin, Buckie, Aberlour 84% 97% Key Considerations Access for Deprived Communities: Ensuring that the most deprived communities in Moray retain access to sports and leisure facilities is critical. Hubs located in Forres, Elgin, and Buckie ensure high access to the more densely populated areas, which include some of the most deprived communities according to the Scottish Index of Multiple Deprivation (SIMD). However, options that exclude Buckie or Forres may reduce access for these groups. Sustainability of Keith and Fochabers: Both Keith and Fochabers have lower population levels compared to the other hub locations. This makes them less sustainable as long-term hubs without significant regional demand or migration of participants from other areas. A hub in Elgin, which serves as a central anchor, is essential in all options due to its higher population and regional pull. Balancing Urban and Rural Access: While the Forres, Elgin, Buckie, Keith option provides the highest overall accessibility, it may stretch resources thin, especially in Keith. Conversely, Forres, Elgin, Fochabers provides a good balance between urban and rural areas, offering broad coverage but with the same sustainability concerns for Fochabers. Among the options, the 4-hub model of Forres, Elgin, Buckie, and Aberlour offers the highest level of accessibility, covering 97% of the population within a 20-minute drive. This option ensures good coverage across both urban and rural areas, particularly for deprived communities, but Aberdour’s smaller population may present sustainability concerns. Page 316
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Page | 25 The Forres, Elgin, Fochabers option provides strong regional coverage, particularly within 20 minutes (92%), and balances accessibility between urban and rural areas, but Fochabers’ small population could limit its long- term viability as a hub and this option only has 2 pools. The Council will need to weigh the trade-offs between accessibility, sustainability, and the social value of maintaining access for more remote areas. 4.4 Population Growth and Implications for Future Access The projected population growth across wards, particularly in Elgin City South, Forres, and Fochabers Lhanbryde, will increase demand for sports and leisure services (Table 4-5). These areas are likely to experience the highest latent demand, requiring expanded capacity or new facilities to accommodate this growth. The current accessibility levels, combined with population projections, suggest that the council will need to invest in infrastructure in these high-growth areas to meet future needs. Rural wards, despite smaller projected population increases, will still face significant access challenges if facilities are rationalised. Maintaining services in these areas will be critical to ensuring equitable access for all Moray residents. Overall, the analysis reveals that while sports halls are well-distributed across Moray, fitness suites and swimming pools present more varied levels of access, particularly in rural areas. Rationalising facilities could disproportionately affect deprived and rural communities, making it crucial for Moray Council to carefully consider accessibility in any future service changes. Strategic investment, particularly in areas experiencing population growth, will be essential to ensuring that sports and leisure facilities remain accessible and capable of meeting the evolving needs of the community. Table 4-5 Housing Units and Population Estimates by Ward (2023-2034) Ward Housing Units to 2034 Primary School Secondary School Pre-School & Adults Total Elgin City South 954 286 229 1,870 2,385 Forres 862 259 207 1,690 2,155 Fochabers Lhanbryde 802 241 192 1,572 2,005 Buckie 772 232 185 1,513 1,930 Heldon And Laich 678 203 163 1,329 1,695 Elgin City North 481 144 115 943 1,203 Page 317
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Page | 26 Speyside Glenlivet 342 103 82 670 855 Keith And Cullen 327 98 78 641 818 Total 5,218 1,565 1,252 10,227 13,045 Table 4-6 2022 Census Population and 2034 Forecasts Ward Census Population 2022 Housing Population increase to 2034 Forecasted Population 2034 Forres 14,989 2,155 17,144 Heldon And Laich 13,584 1,695 15,279 Elgin City South 12,126 2,385 14,511 Elgin City North 11,717 1,203 12,919 Buckie 10,086 1,930 12,016 Fochabers Lhanbryde 9,390 2,005 11,395 Keith And Cullen 9,252 818 10,070 Speyside Glenlivet 8,667 855 9,522 Total 89,813 13,045 102,858 Page 318
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Page | 27 5. Financial Sustainability Introduction Moray Council, like many local authorities across Scotland, faces significant financial pressures due to a combination of rising service demands, limited budget growth, and the need to address broader economic challenges. As the Council strives to meet the needs of its diverse population, there is a growing emphasis on ensuring that all services, including sports and leisure facilities, are financially sustainable. The ongoing fiscal constraints necessitate careful management of resources, particularly in non-statutory services like leisure provision, where the balance between accessibility, quality, and cost-efficiency must be meticulously maintained. This section of the report examines the financial sustainability of Moray’s sports and leisure facilities, exploring how current financial challenges impact both the operational capacity and the long-term viability of these services. The analysis addresses key areas of concern and identifies opportunities for improving financial resilience while maintaining service quality. The subsections of this report will include: Income and Expenditure Analysis: A detailed breakdown of the financial performance of the venues, examining operational costs, revenue streams, and financial gaps. Price Benchmarking: A comparison of pricing models with other local authorities and the private sector, evaluating whether pricing strategies are competitive and sustainable. Impact of Rationalisation on Financial Sustainability: An assessment of how the closure or consolidation of facilities would affect the Council’s budget, including the potential cost savings and the knock-on effects on income and community access. Opportunities to Improve Efficiency and Growth: This section explores potential avenues for increasing revenue, improving operational efficiency, and enhancing financial performance through innovation, partnerships, and alternative service delivery models. By addressing these areas, this report provides a comprehensive view of the financial sustainability of Moray’s sports and leisure services within the wider context of the Council’s financial challenges. The recommendations drawn from this analysis Page 319
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Page | 28 will help guide future decision-making to ensure that the Council can continue to deliver high-quality, accessible services in a financially sustainable manner. There are however, a number of important caveats that should be considered when reviewing the data. These include: The integration of many council venues within the school estate, which means shared operational costs with the schools, affecting the representation of true facility costs. The absence of income for daytime use by schools for Moray Council school venues, which adds to the financial challenge. The fact that community access and operating hours may be restricted due to the dual use of venues by both schools and the public. Variability in the size and scale of different venues, and the need to serve semi-rural populations, leading to higher operational challenges. Moray Council venues having a higher cost base, particularly in terms of staffing costs, compared to Moray Leisure Centre. 5.1 Income and expenditure Analysis Table 5-1 below shows the financial data for Moray Council’s sports and leisure facilities (Including MLC). It reflects varying degrees of financial health from 2019-20 to the budgeted year of 2024-25. This period includes the impact of COVID-19, which significantly affected both income and expenditure. This analysis compares the financial performance of Moray Council’s sports and leisure venues between the pre-COVID period (2019-20) and the post-COVID period (2023-24), highlighting the extent to which venues have recovered or worsened after the pandemic. 5.1.1 Venues with Financial Deficits Moray Leisure Centre: o Pre-COVID (2019-20): Loss of £361,661. o Post-COVID (2023-24): Loss of £380,183, reflecting the pandemic’s long-lasting financial impact. o Trend: the operating deficit is consistent with pre-covid levels suggesting the venue has recovered well post pandemic. Forres House Community Centre: Page 320
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Page | 29 o Pre-COVID (2019-20): Loss of £105,391. o Post-COVID (2023-24): Deficits have substantially increased to £186,603, reflecting a sharp increase in operating deficits. o Trend: The deficits have almost doubled, indicating a significant decline in financial performance post-pandemic. Keith Pool: o Pre-COVID (2019-20): Loss of £64,907. o Post-COVID (2023-24): Deficits have decreased to £64,279, showing a very positive and significant recovery post-pandemic. o Trend: Keith Pool has slightly improved from pre-COVID levels. Buckie Pool: o Pre-COVID (2019-20): Loss of £34,950. o Post-COVID (2023-24): Deficits have increased substantially to £180,404, nearly five times the pre-COVID deficits. o Trend: Buckie Pool’s financial position has worsened drastically post -pandemic, reflecting continued challenges in managing costs and generating sufficient income. The worsening condition of the facility and level of maintenance required combined with increased energy costs, pay awards will also have contributed to this Speyside Pool: o Pre-COVID (2019-20): Loss of £80,806. o Post-COVID (2023-24): Deficits increased to £99,300. o Trend: Although the loss isn’t as dramatic as some other venues, Speyside Pool’s financial performance has worsened post- pandemic, reflecting a moderate but noticeable decline. Operating times of Speyside Pool has drastically reduced compared to pre- Covid which has significantly impacted income generation 5.1.2 Outdoor Sports Facilities (OSF) Lossie OSF: o Pre-COVID (2019-20): Loss of £23,005. o Post-COVID (2023-24): Deficits have increased to £38,023. Page 321
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Page | 30 o Trend: The post-pandemic deficits reflect a significant worsening of performance compared to 2019-20. Elgin OSF: o Pre-COVID (2019-20): Loss of £39,011. o Post-COVID (2023-24): Deficits decreased slightly to £37,864, suggesting slight improvement. o Trend: Elgin OSF has managed to marginally improve its financial situation compared to pre-COVID levels, although it remains in a deficit. Forres OSF: o Pre-COVID (2019-20): Loss of £6,655. o Post-COVID (2023-24): Deficits worsened to £9,277. o Trend: The financial performance of Forres OSF has deteriorated since the pandemic, with deficits increasing by around 40%. Buckie OSF: o Pre-COVID (2019-20): Loss of £11,245. o Post-COVID (2023-24): Deficits improved to £10,319. o Trend: Buckie OSF has managed to reduce its deficits slightly post- COVID, reflecting a small improvement in financial performance. 5.1.3 Venues with Financial Surpluses or Positive Performance Forres Pool: o Pre-COVID (2019-20): Surplus of £73,115. o Post-COVID (2023-24): Slight loss of £55,607, though the financial situation remains much better compared to the pandemic’s peak loss of £247,028 in 2020-21. o Trend: Although not yet back to its pre-COVID surplus, Forres Pool has significantly recovered from its pandemic deficits and is approaching a positive financial position. Lossie Pool: o Pre-COVID (2019-20): Small surplus of £5,027. o Post-COVID (2023-24): Small deficit of £9,108. Page 322
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Page | 31 o Trend: Although not yet back to its pre-COVID surplus, the new Lossie Pool has significantly recovered from its pandemic deficits and is approaching a positive financial position. Buckie Astro: o Pre-COVID (2019-20): Surplus of £21,112. o Post-COVID (2023-24): Surplus reduced to £15,593. o Trend: Buckie Astro remains profitable post-COVID, though surpluses have declined from pre-pandemic levels. Elgin High Astro: o Pre-COVID (2019-20): not in operation for pre-COVID years. o Post-COVID (2023-24): Surplus of £14,777. o Trend: While not as high as previous years, the venue remains financially strong with a solid surplus. 5.1.4 Key Trends Worsening Performance: o Many venues, including Forres House Community Centre, Buckie Pool, and Speyside Pool, have seen substantial worsening in their financial positions compared to pre-COVID levels. For example, Buckie Pool's deficits have grown almost five times since 2019-20. o Lossie OSF also saw a significant increase in deficits, more than 50% worse than pre-COVID performance. Improving Performance: o Some venues, particularly Lossie Pool and Forres Pool, have shown signs of improvement post-pandemic. o While Buckie OSF and Elgin OSF still operate at a deficit, they have managed to reduce their deficits post-pandemic, showing gradual improvement. Astro Facilities: Venues like Buckie Astro and Elgin High Astro continue to generate surpluses, although there has been a slight decline in profitability since the pre-COVID period. These facilities remain some of the best financial performers in the portfolio. Page 323
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Page | 32 Table 5-1 Venue Income and Expenditure Summary Venue Cost Centre 2019-20 2020-21 2021-22 2022-23 2023-24 Expenditure £2,310,345 £2,003,075 £2,382,779 £2,754,346 £3,116,178 Income -£1,948,684 -£1,433,498 -£1,957,120 -£2,404,525 -£2,735,995 Moray Leisure Centre Total £361,661 £569,577 £425,660 £349,821 £380,183 Expenditure £156,586 £158,133 £175,735 £228,632 £237,886 Income -£51,195 -£5,895 -£29,281 -£33,803 -£51,284 Forres House Community Centre Total £105,391 £152,238 £146,453 £194,830 £186,603 Expenditure £125,352 £136,875 £143,850 £160,380 £172,725 Income £878 -£7,454 £0 -£1,420 -£393 Leisure Management Total £126,229 £129,422 £143,850 £158,960 £172,332 Expenditure £371,116 £289,432 £350,324 £441,629 £450,939 Income -£306,209 -£66,380 -£262,716 -£321,988 -£386,660 Keith Pool Total £64,907 £223,051 £87,609 £119,641 £64,279 Expenditure £366,670 £311,294 £367,637 £500,380 £547,766 Income -£331,720 -£64,064 -£268,378 -£394,090 -£367,363 Buckie Pool Total £34,950 £247,231 £99,258 £106,291 £180,404 Expenditure £208,757 £192,810 £198,859 £224,561 £240,304 Income -£127,952 -£24,083 -£110,157 -£133,894 -£141,004 Speyside Pool Total £80,806 £168,728 £88,702 £90,667 £99,300 Expenditure £26,551 £27,092 £27,701 £32,533 £39,845 Income -£3,546 -£1,444 -£3,664 -£4,888 -£1,822 Lossie OSF Total £23,005 £25,648 £24,037 £27,645 £38,023 Expenditure £43,389 £32,441 £45,291 £41,074 £46,992 Income -£4,378 -£969 -£7,311 -£4,383 -£9,129 Elgin OSF Page 324
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Page | 33 Venue Cost Centre 2019-20 2020-21 2021-22 2022-23 2023-24 Total £39,011 £31,472 £37,980 £36,691 £37,864 Expenditure £18,717 £16,452 £22,053 £20,746 £21,478 Income -£7,629 -£95 -£2,332 -£4,238 -£2,683 Climbing Wall Total £11,087 £16,356 £19,721 £16,508 £18,795 Expenditure £40,095 £31,187 £40,072 £47,330 £49,485 Income -£63,499 -£9,399 -£19,279 -£27,252 -£35,963 Elgin High School Total -£23,404 £21,788 £20,793 £20,079 £13,522 Expenditure £6,917 £9,096 £7,146 £9,421 £10,475 Income -£261 -£344 -£735 -£2,836 -£1,198 Forres OSF Total £6,655 £8,752 £6,412 £6,585 £9,277 Expenditure £12,505 £7,305 £6,933 £10,609 £10,397 Income -£1,261 £469 -£108 -£174 -£78 Buckie OSF Total £11,245 £7,774 £6,825 £10,435 £10,319 Expenditure £705 £899 £2,321 Income -£7,297 -£72 -£14,309 -£7,333 -£7,070 Elgin Academy Astro Total -£7,297 -£72 -£13,604 -£6,434 -£4,749 Expenditure £7,400 £5,535 £7,167 £13,865 £15,871 Income -£289 £0 -£180 -£458 -£9,162 Keith OSF Total £7,111 £5,535 £6,987 £13,407 £6,709 Expenditure £609 £1,396 £1,538 Income -£241 -£1,008 -£1,197 Milne's Astro Total £367 £388 £342 Expenditure £0 £0 £0 £2,125 £2,310 Income £0 £0 -£816 -£496 -£1,304 Speyside OSF Total £0 £0 -£816 £1,629 £1,006 Expenditure £1,110 £335 £2,707 £2,483 £4,874Keith Astro Page 325
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Page | 34 Venue Cost Centre 2019-20 2020-21 2021-22 2022-23 2023-24 Income -£9,999 -£7,344 -£15,137 -£13,300 -£15,944 Total -£8,889 -£7,009 -£12,430 -£10,817 -£11,070 Expenditure £4,479 Income -£4,479 Shand Centre Total -£0 Expenditure £163 £4,084 £1,576 £4,181 £1,884 Income -£8,948 -£2,206 -£9,387 -£9,112 -£8,962 Speyside Astro Total -£8,784 £1,878 -£7,812 -£4,931 -£7,078 Expenditure £2,396 £1,065 £1,535 £2,387 £1,836 Income -£4,001 £0 -£370 -£140 £0 Portgordon Community Centre Total -£1,605 £1,065 £1,165 £2,247 £1,836 Expenditure £66 £4,318 Income -£15,177 -£7,851 Lossie Astro Total -£15,111 -£3,533 Expenditure £44,568 £31,168 £46,923 £56,827 £51,576 Income -£54,890 -£10,269 -£34,804 -£42,202 -£34,944 Milnes Academy Total -£10,322 £20,899 £12,118 £14,625 £16,631 Income -£19,743 -£128 -£5,951 -£6,694 -£8,215Elgin Academy Total -£19,743 -£128 -£5,951 -£6,694 -£8,215 Expenditure £96 £1,683 £2,554 £2,005 £769 Income -£21,208 -£6,791 -£12,965 -£16,771 -£16,362 Buckie Astro Total -£21,112 -£5,108 -£10,412 -£14,766 -£15,593 Expenditure £2,751 £3,149 £5,183 Income -£35,711 -£21,142 -£19,961 Elgin High Astro Total -£32,960 -£17,993 -£14,777 Expenditure £394,660 £318,917 £399,105 £488,360 £576,491Forres Pool Page 326
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Page | 35 Venue Cost Centre 2019-20 2020-21 2021-22 2022-23 2023-24 Income -£467,775 -£71,889 -£326,865 -£489,288 -£520,884 Total -£73,115 £247,028 £72,240 -£928 £55,607 Expenditure £258,931 £228,858 £290,534 £356,497 £366,602 Income -£263,958 -£54,443 -£222,272 -£288,686 -£357,493 Lossie Pool Total -£5,027 £174,414 £68,262 £67,810 £9,108 Total £692,761 £2,040,541 £1,184,453 £1,160,586 £1,237,126 Page 327
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Page | 36 5.1.5 Key Performance Indicators Financial KPIs are essential for understanding the operational performance of leisure facilities. They provide insights into cost efficiency, income generation, and staffing expenditures, enabling a clearer picture of how well venues are being utilised and managed. In this analysis, we review key financial performance indicators across several venues, focusing on cost per user, deficit per user, income per user, return rates, and staffing costs as a percentage of total expenditure. These indicators are important for making informed decisions regarding venue management and financial sustainability. A summary of financial KPI’s for core venues are detailed in Table 5-2 below. Table 5-2 Financial KPI’s Venue Cost Per User Deficit Per User Income per User Return Rate staff costs % expenditure Buckie Swim Pool & FC £4.95 £1.63 £3.32 67% 66% Forres House Community Centre £7.75 £6.08 £1.67 22% 50% Forres Swim Pool & FC £5.39 £0.52 £4.87 90% 66% Keith Sports & CC £4.72 £0.67 £4.05 86% 75% Lossiemouth Sports & CC £5.68 £0.14 £5.53 98% 89% Moray Leisure Centre £5.75 £0.70 £5.05 88% 68% Speyside Sports & CC £8.73 £3.94 £4.79 55% 89% Analysis Cost per User: Speyside Sports & CC (£8.73) has the highest cost per user, while Keith Sports & CC (£4.72) and Buckie Swim Pool & FC (£4.95) have the lowest costs. This suggests that Keith and Buckie are operating more cost- effectively per user, while Speyside is more expensive to operate on a per- user basis. Moray Leisure Centre (£5.75) is mid-range but serves a significant volume of users, making its cost per user reasonable given the higher number of weekly opening hours. Deficit per User: Forres House Community Centre (£6.08) has the highest deficit per user, indicating that the income generated from users is far below what it costs to Page 328
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Page | 37 operate. This is a significant outlier compared to other venues, such as Lossiemouth Sports & CC (£0.14), which operates with a much lower deficit per user. Forres Swim Pool & FC (£0.52) and Moray Leisure Centre (£0.70) demonstrate lower deficits, suggesting that these facilities are managing their finances more efficiently. Income per User: Lossiemouth Sports & CC (£5.53) generates the highest income per user, followed by Moray Leisure Centre (£5.05) and Forres Swim Pool & FC (£4.87). These venues are efficiently generating income, which helps offset their operational costs. Forres House Community Centre (£1.67) and Buckie Swim Pool & FC (£3.32) show lower income per user, which could be a factor in their higher deficits. Return Rate (Income as a % of Expenditure) Lossiemouth Sports & CC (98%) and Forres Swim Pool & FC (90%) show the highest return rates, indicating they are recovering a substantial portion of their costs through user income. In contrast, Forres House Community Centre (22%) has a much lower return rate, indicating that a significant portion of its operational costs is not being covered by income. Staffing Costs as a Percentage of Expenditure: Speyside Sports & CC and Lossiemouth Sports & CC have the highest staffing costs as a percentage of total expenditure (89%). This high percentage suggests these venues are more labour-intensive and have swimming pools compared to others, such as Forres House Community Centre (50%), which has the lowest staffing costs relative to total expenditure but has no swimming pool. The staffing costs at Moray Leisure Centre (68%) are relatively moderate, which is efficient given its extensive opening hours and large user base. It should be noted that salary costs do vary significantly between Moray Council and Moray Leisure Centre which affect the basis for comparison. Page 329
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Page | 38 5.2 Price Benchmarking This subsection presents the key findings of the Moray Council Price Benchmarking Report, which evaluates the pricing strategy of Moray Council's sports and leisure facilities. The benchmarking exercise compares Moray's prices against those of similar facilities operated by other Scottish local authorities and leisure trusts. The aim is to assess how competitive Moray's pricing is, identify areas where adjustments may be warranted to improve revenue, and ensure that prices remain aligned with accessibility goals. A full copy of the price benchmarking report is contained within the appendices. The methodology for the benchmarking exercise included: Data collection: Systematic comparison of Moray Council’s pricing for services like sports hall hire, swimming pools, fitness facilities, and memberships with regional averages. User groups: Pricing data segmented by user types (adults, juniors, over 60s, and disabled users). Statistical analysis: Calculation of mean, minimum, and maximum prices to evaluate discrepancies and positioning. Visual representation: Bar graphs and charts used to illustrate Moray’s standing compared to regional pricing. 5.2.1 Key Findings Sports Hall Hire: o Adult Pricing: Moray Council charges £47.75 per hour, which is below the regional average of £58.65. o Junior/Over 60s Pricing: Similarly underpriced at £24.50 per hour (regional average: £38.57). o Recommendation: Consider moderate price increases to align more closely with the regional average, boosting revenue without overpricing the service. Membership Pricing: o Individual Memberships: Priced at £24.00 per month, significantly below the regional mean of £33.35. Page 330
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Page | 39 o Key Point: Moray Council’s membership model includes swimming lessons for adults and children, which is not typical in other comparisons. This feature has contributed to high participation rates in Moray, making it more successful than similar schemes elsewhere. o Recommendation: Any changes to the membership pricing model should be approached cautiously to avoid undermining this success. However, incremental adjustments towards the regional mean could enhance revenue without disrupting participation. Swimming Facilities: o Adult Swim Sessions: Priced at £6.40, closely aligned with the regional mean of £5.81. o Junior/Over 60s: Priced at £3.20, slightly below the average of £3.42. o Recommendation: Maintain current pricing, as it provides good value and remains competitive. Fitness Classes and Gyms: o Fitness Classes: Charged at £6.40, lower than the regional mean of £7.42. o Gym Sessions: Adult sessions are priced at £6.40, below the mean of £7.63. o Recommendation: Small price adjustments may be considered to bring pricing more in line with regional averages, especially for fitness classes and gym sessions, without jeopardising competitiveness. Outdoor Pitches: o Full-Size Astro Pitch (Adults): Priced at £69.00 per hour, below the mean of £76.58. o Third-Size Pitch (Juveniles): Priced at £11.50 per hour, well below the mean of £26.17. o Recommendation: There is substantial room for price adjustments on outdoor pitches to better reflect the regional market while maintaining accessibility. Swimming Lessons: Page 331
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Page | 40 o Junior Lessons: Priced at £6.40 per class, slightly below the mean of £7.16. o Key Point: Most junior swimming lessons in Moray are included as part of the membership package, contributing to higher overall participation rates. o Recommendation: Retain this membership model as it continues to attract high participation numbers. 5.2.2 Recommendations Sports Hall Pricing: Consider modest price increases for adults and juniors/over 60s to align closer with the regional average and enhance revenue without reducing accessibility. Membership Pricing: Adjustments to the membership scheme should be made cautiously. While Moray’s current pricing is below the regional mean, its inclusion of swimming lessons has proven extremely effective in attracting high participation. Any future changes should ensure this success is preserved while gradually aligning prices with regional norms. Outdoor Pitches: Moderate price adjustments, particularly for juvenile teams, could help Moray align more closely with regional averages and increase revenue, especially for underpriced Astro pitch rentals. Ongoing Market Comparison: Continuous benchmarking against regional averages should be performed to ensure pricing remains competitive and aligned with market trends. Feedback from user groups and careful monitoring of participation rates should inform any future pricing adjustments. 5.3 Impact of Rationalisation on Financial Sustainability This subsection examines the potential financial savings that Moray Council could achieve through the rationalisation of selected leisure facilities. The focus will be on venues that consistently operate at a financial deficit, assessing how their closure or consolidation could improve overall financial sustainability. It is important to note that Moray Leisure Centre, as an independent Scottish charity, is not under the direct control of Moray Council and will not be considered in this analysis. In addition to direct savings from eliminating deficits, it is expected that some demand and income from closed venues may migrate to other venues that Page 332
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Page | 41 remain open, enhancing the financial performance of those sites. This is our experience of what has happened in other local authority areas. However, for venues jointly used by high schools, closures may negatively impact both curricular and non-curricular use, requiring careful consideration of service continuity for educational purposes. 5.3.1 Venues with Largest Deficits The following venues have shown significant and consistent deficits in recent years. Their closure or consolidation could offer immediate financial relief to Moray Council: Forres House Community Centre: o Deficit in 2023-24: £186,603 o Trend: Forres House Community Centre's financial deficits have worsened over time, more than doubling since pre-COVID levels (from £105,391 in 2019-20). The venue remains a substantial financial burden on the Council's leisure budget. Whilst income has remained relatively static, cost pressures such as reduced hireable areas within facility as increase in Council office space for staff, price rises and changes to NNDR have worsened the position. Keith Pool: o Deficit in 2023-24: £64,279 o Trend: Keith Pool's performance has fluctuated, with a significant peak loss during the pandemic. The venue continues to operate at a notable deficit post-COVID. Whilst income has improved, cost pressures on staff and energy costs have negated any financial benefit. Buckie Pool: o Deficit in 2023-24: £180,404 o Trend: Buckie Pool's financial losses have increased substantially since pre-COVID, growing from £34,950 in 2019-20 to £180,404 in 2023-24. This highlights continued challenges in managing costs and generating sufficient revenue. Whilst income levels have increased modestly, increased staff, energy and maintenance costs have led to significant increases in operating deficits, Speyside Pool: Page 333
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Page | 42 o Deficit in 2023-24: £99,300 o Trend: Speyside Pool's deficits have remained consistently high, though there has been some stabilisation following the peak pandemic years. Modest increases in income have not kept pace with increases to staffing costs and supplies and services. 5.3.2 Scenario Analysis The following scenarios outline potential approaches to venue rationalisation based on financial performance. These are presented as examples of what could be considered, rather than formal recommendations. Each scenario explores different options for closing or consolidating venues to highlight possible financial savings and service impacts. The scenarios aim to provide insight into how venue closures could alleviate financial pressures while also considering the broader implications for community services and school use. Scenario 1: Single Venue Closure (Forres House Community Centre) o Closing Forres House Community Centre would result in an immediate savings of £186,603 based on the 2023-24 deficit. Given its significant and worsening financial performance, closing this venue offers a considerable opportunity for reducing operational costs. o Positive Financial Impact: It is likely that a portion of the demand and income from Forres House would migrate to other nearby venues that remain open, thus boosting their income and potentially reducing their deficits. This migration effect would contribute additional financial benefits beyond the direct deficit savings. o Service Impact: Forres House serves a key community role, and its closure could negatively affect residents who rely on the facility for access to local sports and leisure activities. Scenario 2: Multiple Venue Closures (Keith Pool, Buckie Pool, and Speyside Pool) o Closing Keith Pool, Buckie Pool, and Speyside Pool would result in combined savings of £343,983 based on 2023-24 deficits. These savings would significantly reduce the overall financial burden on the leisure portfolio. o Positive Financial Impact: The closure of these venues could also lead to a redistribution of demand to nearby remaining facilities, Page 334
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Page | 43 further increasing their revenue potential and improving overall utilisation rates. o Service Impact: The closure of multiple venues would likely result in a reduction of accessible services, particularly in more rural areas like Speyside. This could lead to longer travel times for residents and an overall reduction in participation, which may offset some of the financial benefits gained from increased income at remaining venues. Scenario 3: Combined Venue Closures (Forres House, Keith Pool, and Buckie Pool) o This scenario combines the closure of Forres House Community Centre, Keith Pool, and Buckie Pool, resulting in combined savings of £431,286 based on 2023-24 deficits. The simultaneous closure of these three high-deficit venues represents the most financially significant rationalisation option, offering substantial and immediate relief to Moray Council’s leisure budget. o Positive Financial Impact: Closing these venues would not only result in direct deficit reductions but would also redistribute demand and income to other remaining facilities in the region. This redistribution could enhance the financial performance of nearby venues and improve overall capacity utilisation, increasing the overall revenue from those facilities. o Service Impact: The combined closures would likely create significant service gaps, especially in areas where these venues serve as the primary or only accessible sports and leisure options. The effect on school use could be pronounced, particularly for Keith Grammar and Buckie High School, where curricular and non- curricular use of the facilities could be disrupted. The loss of leisure services could also impact community well-being, particularly for vulnerable groups who rely on these services for affordable physical activity. 5.3.3 Long-Term Financial Sustainability Immediate Savings: The direct financial benefit from closing Forres House Community Centre alone would be £186,603 annually, with combined savings from closing other deficit-heavy venues potentially exceeding Page 335
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Page | 44 £340,000. These immediate savings would directly reduce the financial strain on Moray Council’s leisure budget. Positive Income Migration: Closure of high-deficit venues is likely to result in some income migrating to other facilities, further enhancing the financial performance of those venues and contributing additional financial benefits beyond the initial deficit savings. Capital Considerations: Depending on the future use or sale of closed venues, there may be opportunities for capital gains or, conversely, costs associated with decommissioning the sites. 5.3.4 Service and Community Impact Access to Services: While rationalisation would bring some financial relief, it will also reduce access to leisure services, especially in rural or underserved areas. In the scenarios outlined above, residents in Forres, Keith, and Buckie may face longer travel times or reduced service availability, which would disproportionately impact vulnerable populations. School Use Impact: Many of these venues, are located within or adjacent to schools and are used for both curricular and non-curricular activities. Full closure would impact school timetables, particularly for PE classes, and limit extracurricular opportunities for students. Latent Demand: Closing venues could lead to increased demand at remaining facilities, potentially improving their financial performance. However, the increased pressure on these facilities could also strain their operational capacity, leading to service quality challenges. 5.4 Opportunities for Efficiency and Growth Ensuring the financial sustainability of Moray’s sports and leisure provision is paramount, given the increasing budgetary pressures on local authorities and the need to provide high-quality, accessible services to the community. This section outlines both practical operational actions that can be implemented to enhance income, reduce costs and higher-level strategic actions that could improve long-term sustainability and service performance. Page 336
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Page | 45 5.4.1 Operational Opportunities to Increase Income A number of practical, operational opportunities have been identified to increase income generation across Moray’s sports and leisure services. These actions are grounded in the findings from the price benchmarking exercise, facility usage data, and stakeholder consultations. Key opportunities include: Revising Pricing Strategies: o The price benchmarking exercise highlighted that Moray's membership pricing, particularly the Fit Life membership scheme, has been extremely successful in driving participation, with over 16,000 members. While caution is necessary in changing this pricing model, modest adjustments to specific membership categories, such as non-core services or premium facilities, could increase income without adversely affecting participation rates. Alternatively a modest increase to the existing membership structure could be applied. o Introduction of tiered pricing could be considered, offering a basic membership tier for facility access and premium tiers for value- added services such as enhanced fitness classes, personal training, or exclusive use of certain facilities. Optimising Facility Utilisation: o Many of the venues, especially those connected to schools, operate on restricted hours. Expanding the availability of these facilities during off-peak times (e.g., evenings and weekends) could attract new users and generate additional income. Additionally, where operationally viable, extending weekend opening hours at popular venues like Moray Leisure Centre and Buckie Swimming Pool would provide more opportunities for the community to access services. o Introducing targeted promotions or seasonal offers during quieter periods could help balance usage across the week and capitalise on off-peak times when facilities are underutilised. Programme Diversification: o Expanding the range of services offered at key venues could attract new user groups and increase income. For example, enhancing fitness offerings through specialised classes (e.g., high-intensity interval training, yoga, or family-friendly activities) and introducing Page 337
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Page | 46 niche services such as personal training or wellness programmes could attract a wider customer base. o Developing more family-oriented or junior programmes, such as holiday camps, learn-to-swim programmes, or fitness classes for children, could increase participation and associated revenue. Maximising Commercial Opportunities: o Investing in increasing the capacity of fitness gyms and group fitness facilities to take advantage of growing customer demand. Repurposing areas that are underutilised, such as less-used rooms or spaces within existing facilities, could provide additional capacity for fitness activities, generating additional income. This investment would ensure that venues meet the increasing demand for health and fitness services, particularly as these services generate a significant portion of total participation and revenue. o Many venues have ancillary spaces, such as meeting rooms and outdoor areas, which are rented out to community groups, businesses, or external events. Enhancing the marketing of these spaces to potential users, both within Moray and beyond, could provide an additional revenue stream. o Further leveraging digital marketing and social media platforms to promote services, membership packages, and special offers would improve visibility and attract new users. 5.4.2 Operational Cost Efficiencies Achieving cost efficiencies is crucial for the long-term financial sustainability of Moray’s sports and leisure services. The following measures focus on practical steps that can be taken to reduce operational costs without compromising service quality. Investment in Energy Efficiency One of the most significant operational costs across the leisure portfolio is energy consumption. Investing in energy-efficient solutions could lead to substantial savings over time. Key initiatives could include: Installation of energy-efficient lighting and heating systems: Replacing older, energy-intensive systems with modern alternatives such as LED lighting, smart thermostats, and energy-efficient boilers. Page 338
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Page | 47 Use of renewable energy sources: Where feasible, venues could be fitted with solar panels or other renewable energy systems to reduce dependency on grid electricity and lower energy costs. Upgrading insulation and glazing: Improving building insulation and installing energy-efficient windows will help maintain optimal temperatures, reducing heating and cooling costs. Monitoring and optimisation: Implementing energy monitoring systems to track and optimise energy use in real-time could reduce wastage and improve cost control. Review of Staffing Structures and Working Patterns To maximise efficiency, a detailed review of venue staffing structures and working patterns should be conducted. This review would assess staff deployment and ensure that resources are matched to customer demand, particularly during peak and off-peak times. Key actions could include: Aligning staff schedules with peak demand periods: Reducing staffing levels during low-usage periods while maintaining sufficient coverage during peak times. Flexible working patterns: Introducing flexible working hours and shift patterns to reduce the need for enhanced payments and minimise idle time. Cross-functional training: Training staff to cover multiple roles, such as front-of -house, customer service, and basic facility maintenance, would reduce the need for specialised staff at all times and allow for more efficient resource management. Agency Agreement Between MC and MLC Introducing an agency agreement between Moray Council (MC) and Moray Leisure Centre (MLC) would allow MC to pay for MLC utility costs directly. This approach has the benefit for MLC to reduce its irrecoverable VAT. 5.4.3 Other Cost-Saving Measures Additional measures that could contribute to operational cost efficiencies include: Page 339
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Page | 48 Centralised procurement: A joint procurement strategy across Moray Council and MLC could deliver cost savings through bulk purchasing of supplies and services such as cleaning, maintenance, and equipment. Digitalisation of services: Automating booking systems, customer communications, and membership management would reduce administrative costs and improve customer service efficiency. Ongoing maintenance programmes: Proactive maintenance schedules that address minor issues before they escalate into major repairs can significantly reduce long-term property costs. 5.4.4 Strategic Opportunities for Growth In addition to operational actions, there are several higher-level strategic actions that could deliver long-term growth and efficiencies in Moray’s sports and leisure provision: Rationalisation of Facilities: o The review of usage patterns and financial performance suggests that rationalising the facility portfolio could significantly reduce costs while maintaining, or even enhancing, access to services. The move towards a “core hub” model, where key multi-sport venues are strategically located in areas of high demand (such as Elgin, Buckie, and Forres), would allow the council to focus investment on facilities with the greatest potential for usage and income generation. o Rationalising or consolidating smaller, underused facilities could reduce operational deficits and allow for reinvestment into larger, better-performing hubs. Revised Governance Structures: o The current mixed delivery model, involving Moray Council, Moray Leisure Centre (MLC), and Moray Sports Centre (MSC), sports clubs and private operators presents challenges in terms of coordination, duplication of effort, and competition. Exploring revised governance structures, such as the creation of a regional partnership model or creating of a single entity operating model, could streamline operations and improve performance. Page 340
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Page | 49 o A more unified governance structure, where a single entity oversees all sports and leisure services across the region, would enable a more coordinated approach to service delivery, pricing, and marketing. This would reduce duplication of roles (e.g., having separate leadership structures for MLC and Moray Council) and allow for centralised management of customer engagement, programme development, and financial performance. o This structure could also lead to economies of scale, with joint procurement of goods and services reducing operational costs across the network of facilities. A more formalised partnership between MLC, MSC, and Moray Council could foster collaboration and allow for collective strategic planning and investment. Leveraging External Funding: o Identifying and applying for external funding opportunities, such as grants from SportScotland, the Scottish Government, or other national bodies, could support capital investment in key facilities and fund new programmes aimed at increasing participation in physical activity. Additionally, private sector partnerships could be explored to fund capital projects or sponsor community sports initiatives. This opportunity may be enhanced through changes to the current governance structures. Enhanced Community Partnerships: o Strengthening partnerships with local community sports clubs, schools, and health organisations could lead to more integrated programming that better aligns with public health objectives. Collaborative initiatives aimed at improving health and wellbeing through sport could be jointly funded by health partners, further enhancing social impact and generating new streams of income. Conclusion The analysis of the financial sustainability of Moray's sports and leisure facilities reveals several key findings. Firstly, the comparison between pre-COVID (2019-20) and post-COVID (2023-24) financial performance shows that many venues, including Buckie Pool, Keith Pool, and Forres House Community Centre, have struggled to recover, with significantly worse financial results post-pandemic. Conversely, some venues, such as Forres Pool and Lossie Pool, have recovered well and are approaching or exceeding their pre-COVID financial performance. Astro facilities Page 341
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Page | 50 continue to be strong financial performers, though some have experienced a reduction in surpluses. The financial performance of Moray's leisure facilities varies significantly across venues. Lossiemouth Sports & Community Centre and Moray Leisure Centre stand out for their high income per user and return rates, demonstrating financial efficiency. However, venues like Forres House Community Centre and Speyside Sports & Community Centre face challenges, with high costs and deficits per user, suggesting a need for intervention, further financial evaluation, and a strategic review of their operations. High staff costs in several venues further underscore the importance of managing labour expenses to ensure cost-effectiveness. The Price Benchmarking Report identifies opportunities for strategic pricing adjustments across different facility types. Moray's membership model has been highly successful in attracting participation, and any changes to pricing should be approached cautiously to maintain this success. Incremental pricing adjustments for other services could increase revenue without compromising Moray Council's commitment to accessibility and community value. Regular market comparisons and stakeholder engagement will be essential for maintaining a balanced and sustainable pricing strategy. Venue rationalisation presents an opportunity for financial savings, with the closure of high-deficit venues such as Forres House Community Centre, Keith Pool, Buckie Pool, and Speyside Pool potentially saving over £340,000 annually. However, while these financial benefits are significant, they must be weighed carefully against the potential negative impacts on service availability, community access, and health and social outcomes, particularly for vulnerable communities. To ensure the long-term financial sustainability of Moray's sports and leisure services, a combination of income-generating opportunities and cost-saving measures is required. Optimising facility usage, revising pricing models, and investing in expanded service offerings can generate immediate revenue. In addition, implementing operational cost efficiencies, such as energy efficiency investments, detailed staffing reviews, and an agency agreement between Moray Council and Moray Leisure Centre, can contribute to reducing operational costs and improving financial health. Rationalising facilities and revising governance structures can provide long-term strategic benefits by enhancing efficiency, service coordination, and financial sustainability. By balancing revenue growth with cost containment, Moray Council can continue delivering high-quality, accessible sports and leisure services that meet Page 342
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Page | 51 the needs of the community while ensuring that these services remain financially viable in the long term. Page 343
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Page | 52 6. Usage and Social Value This section examines how Moray Council’s leisure facilities are used and the broader social value they create. By understanding usage patterns and the benefits these services bring to the community, the Council can ensure that leisure provision meets both financial and social objectives. The section begins with a review of venue opening hours, considering their impact on participation and highlighting opportunities for growth through optimising opening times. This will be followed by an analysis of key activities, identifying the most popular services and opportunities to enhance programming or address underutilisation. Next, the focus will shift to membership and penetration rates, evaluating current membership levels and exploring ways to grow membership, especially in underserved areas. The section concludes with an assessment of the predicted social value created by leisure services, quantifying their contribution to health, social inclusion, and community cohesion. By exploring these areas, the report provides a comprehensive understanding of how leisure services in Moray deliver both operational benefits and positive social outcomes. 6.1 Opening Hours Variability of Opening Hours Across Venues and Facilities Moray Council’s leisure venues and their individual facilities, such as swimming pools, fitness suites, and sports halls, show significant variability in their opening hours. This variation can hinder consistent community participation and limits access, particularly for those with specific time constraints. A full summary of venue opening hours is detailed within the appendices. Fitness Suites: At venues like Moray Leisure Centre, fitness suites offer extended hours from 6:00 AM to 11:00 PM, providing ample opportunity for public access. However, other venues, such as Speyside Sports & Community Centre, have much more restricted hours, with fitness suites open only from 3:30 PM to 9:00 PM on weekdays. This inconsistency makes it challenging for users to establish regular exercise routines, especially for those who prefer morning or daytime access. Page 344
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Page | 53 Swimming Pools: Swimming pools also demonstrate considerable variability. Venues such as Forres Swim Pool and Keith Sports & Community Centre open from 6:45 AM on some weekdays, providing good access for early risers. On the other hand, Speyside and Lossiemouth Sports and CC open later in the day, sometimes not until 12:00 PM or 3:00PM, restricting access. These disparities in opening times make it difficult for the community to plan regular swimming sessions, particularly for families and individuals with busy schedules. Sports Halls and Training Rooms: Similarly, facilities like sports halls and functional training rooms operate with restricted hours in certain venues. Keith Sports & Community Centre opens its functional training room from 7:15 AM, aligning with the fitness suite’s early start, but the operating hours can vary significantly, depending on the day. In contrast, some school-linked venues, such as Elgin Academy, open their sports halls to the public only after 6:00 PM on weekdays, as these facilities are used primarily for curricular activities during school hours. Venues as a Whole: For many venues linked to schools, such as Elgin High School and Milnes High, the facilities remain closed to the public during daytime hours, only opening in the late afternoon or evening. This prioritisation of school use limits public access and significantly reduces daytime opportunities for participation. Potential for Expanding Facility Access There is a clear opportunity to enhance community participation by improving access to key facilities such as swimming pools and fitness suites across Moray’s leisure venues. Many venues currently offer restricted access during the day, particularly in school-linked locations. Expanding operating hours for these facilities would provide the community with more consistent opportunities to engage in leisure activities. Swimming Pools: Increasing pool hours, particularly in venues where morning or afternoon access is currently limited, would allow more residents to fit swimming into their schedules. By aligning pool opening hours across different venues, Moray Council could ensure more consistent availability and attract regular users who are currently limited by variable opening times. Fitness Suites: Extending access to fitness suites, especially in venues with late weekday starts (such as Speyside Sports & Community Centre), would provide greater opportunities for residents to engage in regular physical exercise. Expanding early morning or daytime hours in venues Page 345
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Page | 54 where access is currently restricted could lead to increased membership uptake and more frequent use. By expanding access to key facilities, Moray Council would be better positioned to meet the needs of diverse user groups, including working individuals, families, and older adults, all of whom may have varying preferences for when they can participate in leisure activities. Benefits of Expanding Access Enhanced Participation: By extending the hours of operation for specific facilities and improving access, Moray Council could significantly increase participation rates. This is especially important for residents with limited opportunities to engage in leisure activities during current opening hours. Increased Revenue: Expanded access to underutilised facilities, such as fitness suites or swimming pools, could drive additional revenue. As participation grows, the financial sustainability of these venues would be bolstered by increased membership uptake and higher usage rates during previously underutilised times. Improved Health and Well-Being: By expanding the availability of leisure services, Moray Council could support broader health and well-being goals. More regular access to fitness activities, swimming, and functional training helps reduce health inequalities and improve physical and mental well-being across the community. Increasing opportunities for participation also strengthens social cohesion and enhances community resilience. Opening Hour KPI’s This section provides an analysis of key performance indicators (KPIs) related to the opening hours of Moray Council venues and Moray Leisure Centre. The analysis covers income, deficit, staffing, and property costs per hour, offering insights into how effectively each venue operates based on its weekly opening hours. These KPIs help identify the financial efficiency of venues, highlighting areas where operational adjustments or rationalisation could improve overall sustainability. The full table of KPI’s can be found in the appendices. It should be noted that a large percentage of the council facilities have daytime usage ringfenced for schools use which brings no income and therefore, limits the basis for comparison with for example Moray Leisure Centre Weekly Opening Hours Page 346
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Page | 55 o Moray Leisure Centre operates for 111 hours per week, significantly higher than any other venue. This higher availability may naturally lead to more usage and thus higher revenue but also spreads fixed costs over a longer period, affecting KPIs such as income, staffing, and deficit per opening hour. o Other major venues such as Forres Swim Pool & FC (84 hours) and Keith Sports & CC (76.25 hours) have lower operating hours, which could result in comparatively lower total revenues and cost efficiencies. Smaller venues like Milnes High and Elgin High operate only 25 and 29 hours per week, respectively, limiting both income potential and community access. Income Per Opening Hour It should be noted that this metric can be heavily influenced by the availability, mix, scale and use of facilities at each venue. o Moray Leisure Centre generates £474 per opening hour, substantially higher than other venues, reflecting its longer hours and broad usage. This figure highlights its importance in contributing to overall revenue, but its higher opening hours also dilute the per- hour income potential when compared to smaller venues. o Other venues have much lower income per opening hour, with Forres Swim Pool & FC (£111), Keith Sports & CC (£89), and Buckie Swim Pool & FC (£85). These figures indicate that, although these venues generate income, they do so at much lower levels than Moray Leisure Centre, largely due to less footfall and lower operating hours. o Forres House Community Centre has particularly low income per hour (£13), raising questions about its operational sustainability. Deficit Per Opening Hour o Moray Leisure Centre shows a deficit of £66 per hour despite its high income, likely driven by its higher operating and property costs. This reflects the need to balance its significant contribution to social value with the challenge of managing its deficits. o Venues like Forres House Community Centre (£47), Speyside Sports & CC (£42), and Buckie Swim Pool & FC (£42) also show substantial deficits per hour, indicating they may need financial reassessment or operational restructuring to improve efficiency. Page 347
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Page | 56 o Smaller deficits are seen at Keith Sports & CC (£15) and Lossiemouth Sports & CC (£2), indicating they are more cost- efficient despite their lower income levels. Staffing Costs Per Opening Hour o Moray Leisure Centre has significantly higher staffing costs at £365 per hour, which is a major contributor to its overall operational deficit. This reflects the broad range of services and larger size of the venue. o Other venues, including Buckie Swim Pool & FC (£84) and Speyside Sports & CC (£83), have considerably lower staffing costs per hour, reflecting their smaller scale and potentially more streamlined operations. o Forres House Community Centre has the lowest staffing cost at £30 per hour, but this is consistent with its limited income generation and the scale of its operations. Property Costs Per Opening Hour o Moray Leisure Centre has the highest property cost at £101 per opening hour, due to the inclusion of property repair costs, which council venues do not account for in these figures. o Other venues, such as Buckie Swim Pool & FC (£34) and Forres Swim Pool & FC (£33), have considerably lower property costs per hour, but this is misleading, as these costs are often covered by separate council budgets for repairs and maintenance. o Lossiemouth Sports & CC and Speyside Sports & CC show the lowest property costs (£3 and £2, respectively), indicating limited maintenance expenses, no utility costs or external funding covering these costs. Key Insights: o Moray Leisure Centre stands out in terms of both income and operating hours, but it faces challenges with high deficits and staffing costs, despite its critical role in overall community participation. o Venues like Forres Swim Pool & FC, Buckie Swim Pool & FC, and Keith Sports & CC generate some income but still show significant Page 348
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Page | 57 deficits, suggesting a need for operational efficiency improvements or potential rationalisation. o Forres House Community Centre has particularly poor financial performance across all metrics, indicating it may need restructuring or consideration for closure, though its staffing costs remain low. 6.2 Usage and Participation Levels: 6.2.1 Venue Usage Analysis A review of venue usage across Moray Council's sports and leisure facilities for 2023/24 highlights the critical role certain venues play in overall participation. Some venues dominate the usage statistics, indicating their importance to the community, while others cater to smaller but still significant groups. This analysis focuses on venues with more than 4,000 usages in 2023/24 and discusses potential implications of closures. A full table of usage statistics, including percentage shares, is available in the appendices. 6.2.2 Dominance of Moray Leisure Centre in Participation The data shows that Moray Leisure Centre is by far the most utilised facility, accounting for 48% of total venue usage in 2023/24, with 542,177 visits. This makes it the dominant sports and leisure facility in the region, serving nearly half of all participants in Moray. Its high usage levels highlight its significance not only as a multi-sport venue but as a critical component of community health and fitness provision. The Centre's importance is further underscored by the consistent growth in its usage, from 442,014 in 2021/22 to 542,177 in 2023/24. This steady increase signals a strong recovery from the COVID-19 pandemic and shows that Moray Leisure Centre is essential for residents across the region. Should this facility be closed or experience significant reductions in access, the overall participation in leisure activities in Moray would likely drop significantly, as no other venue comes close to its level of engagement. Page 349
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Page | 58 6.2.3 Key Venues Contributing to Participation Other major venues also contribute significantly to Moray's overall leisure participation. Buckie Swim Pool & Fitness Centre and Forres Swim Pool & Fitness Centre are the next largest contributors, representing 10% and 9% of total usage, respectively. Both of these venues have seen usage rebound and even surpass pre-COVID levels, with 110,759 and 106,949 visits in 2023/24. Their continued strong performance highlights the importance of swimming and fitness facilities in more localised hubs, particularly in smaller towns like Buckie and Forres. The closure of either of these facilities would have a major impact on local participation rates. Given their significant shares of total usage, any reduction in services would lead to substantial gaps in access, particularly affecting deprived communities that may lack the means to travel to other venues. The sustainability of these facilities is crucial to maintaining widespread access to sports and fitness opportunities across the region. Keith Sports & Community Centre follows closely, with 95,544 usages, representing 8% of the total for 2023/24. The Centre's growth beyond its pre-COVID levels indicates increasing local demand for its services. Although Keith has a smaller population than centres like Elgin or Forres, this high level of engagement shows the venue’s importance to the town and surrounding rural areas. Closing this venue would leave a significant gap in sports provision for the east of Moray, where access to alternative facilities is limited. 6.2.4 Venues with Steady Recovery or Declining Usage Other venues, while not as dominant as the top few, still play important roles in providing community access to sports and leisure. Lossiemouth Sports & Community Centre, with 64,593 visits in 2023/24, accounts for 6% of total usage. However, this is down from pre-COVID figures due to the fact that it is a new facility and community centre dedicated daytime space has been lost in new facility when compared to old one. Despite this, Lossiemouth remains a key facility for residents of this coastal region, and its closure would reduce access to essential services for families, fitness users, and local sports teams. Similarly, Forres Community Centre and Speyside Sports & Community Centre, though representing only 3% each of total usage, have also seen recovery and consistent participation in the post-pandemic period, with 30,686 and 29,974 usages, respectively. These centres provide critical services for their local communities, and Page 350
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Page | 59 their smaller but consistent user bases indicate the need for accessible local venues. Closing these facilities could disproportionately impact rural residents who may not have the ability to travel to larger centres for their fitness and social needs. 6.2.5 Outdoor Facilities and Community Engagement Outdoor facilities also contribute to overall participation, with some performing better than others. Elgin High Pitches and Buckie Pitches account for 2% and 1% of total usage, respectively, showing a strong preference for outdoor sports in these areas. Both have seen a steady recovery in usage, with 17,908 visits to Elgin High Pitches and 15,620 to Buckie Pitches in 2023/24. These venues support local football clubs, youth sports, and recreational use, and their closure would significantly affect organised sports participation, particularly for younger residents. On the other hand, some outdoor facilities, like Keith Pitches and Lossiemouth Pitches, have smaller user bases, representing 1% or less of total usage. Although less dominant in participation, these facilities still provide valuable services to their local communities. The closure of these venues may result in fewer opportunities for youth sports and recreational engagement, which could have a long-term impact on community health and social inclusion. 6.2.6 Implications of Venue Closures Closing any of the key venues outlined above would have significant implications for both participation and accessibility across Moray. As mentioned earlier, Moray Leisure Centre, with 48% of total usage, if closed, would lead to a dramatic reduction in participation and would place overwhelming pressure on remaining facilities. Smaller but still essential venues, like Buckie Swim Pool & F.C., Forres Swim Pool & F.C., and Keith Sports & C.C., collectively represent 27% of total usage. Closing any of these would reduce access to vital services for residents in those towns, particularly affecting deprived communities with limited transportation options. While some demand might migrate to remaining venues, the closure of multiple facilities would risk decreasing overall participation rates and creating regional inequalities in access. For more rural and coastal communities, the closure of venues like Lossiemouth Sports & C.C. and Speyside Sports & C.C. would likely result in reduced participation, especially in regions with limited alternatives. These venues, although Page 351
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Page | 60 representing a smaller share of overall usage, play critical roles in maintaining the health and well-being of their local populations. 6.2.7 Key Activities A detailed analysis of usage (over a 3 month period) shown in Figure 6-1 below shows that 93% of all participation in Moray's sports and leisure facilities comes from just five activity groups: Swimming Pool (37%), Health and Fitness (36%), Sports Hall (8%), Outdoor Sports Facilities (7%), and Ice (5%). This demonstrates a clear alignment with Pareto's rule, where a small number of activities (the top 5 in this case) drive the vast majority of overall usage. Focusing on maintaining and improving services within these key areas could have a significant impact on sustaining participation and optimising facility use, as they account for the overwhelming majority of user engagement. Figure 6-1 Top 5 Usage Groups 37% 36% 8% 7% 5% Swimming Pool Health and Fitness Sports Hall Outdoor Sports Facilities Ice 6.3 Membership and Penetration Rates: Figure 6-2 shows that Moray Leisure Centre (MLC) has significantly higher membership numbers than Moray Council (MC), especially in younger age groups. The most striking difference is in the under-15 category, where MLC has 3,871 members compared to 40 for MC. This high level of membership in the under-15 is due to a different approach to the setting up and reporting of under-15’s in the membership data. Similarly, in the 15-24 group, MLC has 1,417 members, far exceeding MC's 286. The gap narrows somewhat in the 25-44 age range, MLC with 2,395 members aged 35-44 compared to 1,150 for MC. For older adults, membership becomes more evenly distributed. Page 352
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Page | 61 Overall, MLC attracts more from younger age groups and captures learn to swim participants as individual members (MC does not record memberships in the same way), while MC has a relatively stronger presence among middle-aged adults. The data suggests that MLC's broader appeal to youth and families drives its higher participation rates. Figure 6-2 Membership by Age Group 40.00 3,871.00 286.00 1,417.00 696.00 1,808.00 1,150.00 2,395.00 846.00 1,400.00 533.00 860.00 271.00416.00 53.00102.00 4.0011.00 < 15 15 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 - 74 75 - 84 85 - 94 MC Members MLC Members The membership data for Moray, as shown in Figure 6-3, highlights a notable difference in participation by gender. Of the total 16,159 members, 8,628 are female, accounting for the majority of participants (approximately 53%). Male members make up 7,250, or about 45%, of the total, with a small percentage (2%) recorded as unknown. This data suggests that female participation slightly exceeds male participation in Moray’s sports and leisure facilities. The higher engagement of females could indicate strong participation in activities such as fitness classes, swimming, or health and wellness programmes, which are often more popular among women. However, the close balance between male and female participation highlights the broad appeal of leisure services across genders. All memberships are based on the Fitlife model, which offers a range of subscription options. The data shows that family-based subscriptions dominate, with the top three most popular memberships being family options: Fitlife - Fam+2 DD (43%), Fitlife - Fam+2 Rlx DD (16%), and Fit Life Family DD Card (15%). Together, these Figure 6-3 Memberships by Gender Page 353
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Page | 62 account for a combined 74% of total memberships. Individual memberships, while available, represent a smaller portion of the total, indicating the strong preference for family memberships in Moray's sports and leisure services. A detailed breakdown of subscription numbers is contained within the appendices. 6.4 Membership Locations The combined membership data in Table 6-1 shows that Elgin City North and Elgin City South have the highest overall membership across all SIMD quintiles, with 3,590 and 3,559 members, respectively. Conversely, Speyside Glenlivet and Keith and Cullen have the lowest combined memberships, at 927 and 836 members, respectively. Comparing Moray Council and Moray Leisure Centre membership, Moray Leisure Centre has significantly higher membership in nearly all Council wards. The differences are particularly pronounced in the Elgin Wards, where Elgin City North has 3,517 members at Moray Leisure Centre compared to just 73 for Moray Council. Similarly, Elgin City South has 3,481 members at Moray Leisure Centre compared to 78 for Moray Council. Currently MLC have the capability to sell memberships through an online joining portal and as the Fit Life membership is an integrated scheme between MLC and MC, MLC will benefit from customers wishing to sign up online regardless of where they reside in Moray. This facility is not yet available through the Council but will be imminently. When focusing on members from the most deprived communities (SIMD Q1), Moray Leisure Centre serves significantly more people than Moray Council. Elgin City North has 252 SIMD Q1 members at Moray Leisure Centre, compared to only 5 for Moray Council. Likewise, Elgin City South has 170 SIMD Q1 members at Moray Leisure Centre, compared to 6 for Moray Council. This is in part due to close proximity of MLC to areas of high deprivation. In summary, Moray Leisure Centre serves a far larger population overall, including more members from the most deprived SIMD Q1 communities, compared to Moray Council, with the largest gaps observed in the Elgin wards. Table 6-1 Membership by Council Ward and SIMD Quintile Council Ward SIMD Q1 SIMD Q2 SIMD Q3 SIMD Q4 SIMD Q5 Total Elgin City North 257 446 941 843 1103 3590 Elgin City South 176 441 604 1684 654 3559 Heldon and Laich 279 369 1029 955 2632 Page 354
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Page | 63 Council Ward SIMD Q1 SIMD Q2 SIMD Q3 SIMD Q4 SIMD Q5 Total Forres 41 221 633 709 206 1810 Fochabers Lhanbryde 40 207 333 1203 2 1785 Buckie 155 491 375 1021 Speyside Glenlivet 367 560 927 Keith and Cullen 185 288 363 836 Total 514 1934 4026 6766 2920 16160 6.5 Membership Penetration The combined membership penetration rates for Moray Council and Moray Leisure Centre in Table 6-2 show that Elgin City North has the highest overall penetration rate at 32%, followed by Elgin City South at 30%. The lowest penetration rates are observed in Buckie and Keith and Cullen, both at 11%, along with Speyside Glenlivet at 13%. Comparing Moray Council and Moray Leisure Centre separately, the data highlights that Moray Leisure Centre has consistently higher penetration rates across all Council wards. For example, Elgin City North shows a penetration rate of 31% for Moray Leisure Centre compared to just 2% for Moray Council. This pattern is repeated in Elgin City South, where Moray Leisure Centre achieves a 30% penetration rate versus only 2% for Moray Council. When focusing on the most deprived communities (SIMD Q1), Moray Leisure Centre has a far stronger penetration rate, especially in Elgin City North (27%) and Elgin City South (22%) and Forres (22%) while Moray Council shows only 2% and 11% penetration in these wards for SIMD Q1. In Fochabers Lhanbryde, Moray Leisure Centre also leads with a 37% penetration rate in SIMD Q1, while Moray Council's presence remains minimal across all wards in SIMD Q1. Table 6-2 Combined membership penetration - Moray Council & Moray Leisure Centre Council Ward SIMD Q1 SIMD Q2 SIMD Q3 SIMD Q4 SIMD Q5 Total Elgin City North 27% 22% 27% 36% 45% 32% Elgin City South 23% 26% 26% 33% 37% 30% Heldon and Laich 18% 17% 23% 21% 21% Fochabers Lhanbryde 38% 16% 17% 23% 6% 21% Speyside Glenlivet 13% 13% 13% Forres 13% 11% 12% 16% 11% 13% Buckie 9% 11% 12% 11% Keith and Cullen 10% 11% 11% 11% Total 24% 16% 16% 21% 27% 20% Page 355
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Page | 64 In summary, Moray Leisure Centre demonstrates significantly higher membership penetration across all Council wards and SIMD quintiles, particularly in the most deprived communities, compared to Moray Council. These high penetration rates at Moray Leisure Centre are far above those seen in other trusts and local authorities, which can be attributed to its low-cost membership model and the inclusion of swimming lessons within the membership price, making it an attractive and accessible option for the wider population. 6.6 Latent Demand Latent demand refers to the unmet or unexpressed need for services, in this case, memberships within sports and leisure facilities, which could be fulfilled if access, programming, or capacity were increased. The determination of a venues latent demand compares current penetration rates against national average penetration rates. Where existing penetration rates exceed national levels, we can analyse each individual postcode and accumulate the latent demand for each one. Identifying latent demand is crucial as it represents an opportunity for organisations to expand participation, boost income, and enhance their impact on health and wellbeing. Figure 6-3 indicates that Elgin City North has the highest level of latent demand with 189 potential users, followed closely by Forres (187) and Elgin City South (176). Other areas, such as Keith and Cullen (166) and Speyside Glenlivet (162), also show significant levels of unmet demand. Buckie (150) and Heldon and Laich (130) present further opportunities for growth, while Fochabers Lhanbryde has the lowest latent demand at 90 potential users. In total, there are 1,249 individuals across Moray who represent latent demand. This latent demand figure focuses on health and fitness memberships, and doesn’t include additional members that may be accessed with the continued development of a health prevention programme. Tapping into this demand presents a clear opportunity to grow both income and participation while delivering a greater impact on the health and wellbeing of individuals, families, and communities throughout the region. By addressing the gaps in service provision, Moray could significantly improve access to fitness, social engagement, and recreational activities, which are essential to promoting a healthy and vibrant community. Figure 6-3 Latent Demand by Council Ward Page 356
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Page | 65 6.7 Social Value 6.7.1 Predicted Social Value Social value refers to the broader impact that sports and leisure facilities have on individuals, families, and communities. It includes benefits like improved health, social cohesion, and overall wellbeing. The methodology used to calculate social value has been developed by 4-Global and Sheffield Hallam University and is widely recognised across the sector as a robust measure of the impact created by such facilities. The analysis of predicted social value across Moray Council venues and Moray Leisure Centre, In Table 6-4, reveals that Moray Leisure Centre generates the highest social value, accounting for 43% of the total value at over £3.2 million. This highlights its pivotal role in contributing to the health and wellbeing of the Moray population. It should be noted that the level of social value predicted is largely dictated by the levels of participation within the facilities and therefore the busier facilities will generate the highest social value. Among other key venues: Forres and Buckie Swim Pools each contribute around 11% of total social value, generating just over £800,000 each. Keith Sports and Community Centre accounts for 10% of the total social value at £768,658, reflecting its importance in the area. Lossiemouth Sports and Community Centre generates 6% of total social value at £435,381. Smaller venues like Forres House Community Centre and Speyside Sports & Community Centre create 4% and 3% of social value, respectively. Page 357
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Page | 66 Overall, venues that contribute less than 2% of total social value include several outdoor sports facilities and smaller centres. The breakdown of social value into key components shows that Subjective Wellbeing accounts for the largest share, 56%, or £4.17 million of the total social value. Social and Community Development contributes 26%, with Physical and Mental Health adding 17%, and Individual Development making up the remaining 1%. Table 6-4 Predicted Social Value Venue Predicted Social Value % of Total Social Value Moray Leisure Centre £3,208,150 43% Forres Swim Pool & FC £838,192 11% Buckie Swim Pool & FC £821,401 11% Keith Sports & CC £768,658 10% Lossiemouth Sports & CC £435,381 6% Forres House Community Centre £319,741 4% Speyside Sports & CC £221,445 3% Elgin High Astro £146,459 2% Buckie OSF £135,650 2% Lossie OSF £116,095 2% Keith OSF £113,406 2% Speyside OSF £97,767 1% Milnes Academy £74,459 1% Elgin High School £47,324 1% Elgin Academy Astro £38,864 1% Forres OSF £24,163 0% Milne's Astro £17,943 0% Elgin OSF £11,875 0% Total £7,436,973 100% Conclusion The analysis of usage and social value across Moray Council’s leisure facilities reveals several key challenges and opportunities. The variability of opening hours, particularly for swimming pools and fitness suites, significantly affects participation rates and community engagement. Expanding access to these key facilities, especially at venues with restricted hours, would help to improve participation, increase revenue, and enhance community health and well-being. However, these Page 358
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Page | 67 benefits must be balanced against the requirements for school access, including both curricular and non-curricular activities. Moray Leisure Centre and other key facilities, such as Buckie Swimming Pool & Fitness Centre, Forres Swimming Pool & Fitness Centre, and Keith Sports & Community Centre, play significant roles in overall usage. The closure of any of these high-usage venues would have substantial negative effects on community access, participation, and social value. Conversely, venues like Forres House Community Centre, which have lower usage rates, may have a more manageable impact if closed, as some activities could potentially migrate to nearby venues, such as high schools or community halls. The social value delivered by these venues is a critical aspect of their contribution to Moray. Facility rationalisation must carefully consider the potential impacts on social value, particularly the broader benefits related to health, wellbeing, and community cohesion. While smaller facilities or those contributing a lower proportion of social value might be candidates for rationalisation, it is crucial to account for whether this social value could migrate effectively to other remaining venues. It is essential to balance financial sustainability with the need to maintain or grow social value in line with government initiatives aimed at improving public health and wellbeing, particularly for vulnerable communities. Rationalisation decisions should be informed by both financial performance and the wider social value delivered by each venue, ensuring that remaining facilities have the capacity to absorb increased participation without negatively impacting service quality. Page 359
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Page | 68 7. Condition Survey and Capital Investment This section of the report provides an analysis of the condition surveys commissioned by Moray Council for key sports and leisure facilities, including the Buckie Swimming Pool and Fitness, Forres House Sports & Community Centre, Keith Sports and Community Centre, Speyside Sports and Community Centre, Forres Swimming Pool and Fitness Centre (carried out internally by MC) and Moray Leisure Centre (information provided by MLC). The surveys aim to assess the current state of these facilities, identify critical maintenance needs, and outline the required investment for long-term sustainability. The findings provide a clear indication of the pressing challenges faced by these venues, many of which are in poor condition, requiring immediate and sustained financial investment to ensure continued service provision. This section will summarise the key issues identified, quantify the necessary investment, and provide recommendations for prioritising upgrades and repairs. It should be noted that condition surveys that relate to Moray Council venues were completed in 2022 and therefore the costs identified are likely to have increased since then due to inflationary pressures. 7.1 Buckie Swimming Pool and Fitness The Buckie Sports and Community Centre was assessed under the Scottish Government Core Facts guidance, which identified several critical issues regarding its current condition. The building is rated as Grade C (Poor), indicating major defects or operational inefficiencies that significantly affect the facility's functionality. Key Issues Identified: Roofing: The roofing structure, particularly over the pool and storage areas, has significant wear and tear. Immediate repairs or replacements are necessary to prevent further deterioration and potential safety risks. External Walls, Windows, and Doors: The external structure, particularly the doors and windows, is deteriorating. The wooden frames and UPVC gutters are in poor condition and need replacement in both the short and medium term. Mechanical and Electrical Services: Key systems such as the boilers, lighting, and electrical switchgear are nearing the end of their service life. Upgrading these systems is crucial to maintain operational efficiency. Page 360
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Page | 69 Internal Areas: The flooring, internal walls, and finishes show signs of aging and need refurbishment to bring them up to modern standards. Sanitary and Welfare Provisions: While currently functional, the sanitary facilities require modernisation to ensure they meet updated safety and hygiene standards. Table 7-1 Buckie Swimming Pool and Fitness Summary Priority Level Work Description Year 1 (£) Year 2-3 (£) Year 4-5 (£) Year 6+ (£) Total (£) Priority 1 Immediate critical works £300,167.18 - - - £300,167.18 Priority 2 Essential works to maintain operation - £361,393.99 - - £361,393.99 Priority 3 Medium-term upgrades - - £397,725.34 - £397,725.34 Priority 4 Long-term improvements to sustain building life - - - £1,072,032.90 £1,072,032.90 Total £300,167.18 £361,393.99 £397,725.34 £1,072,032.90 £2,131,319.41 Analysis of the Priority Works: Priority 1 - Immediate Critical Works: A total of £300,167.18 is required in Year 1 to address urgent issues, including roofing repairs, external structural fixes, and critical mechanical updates. These works are necessary to prevent further deterioration that could lead to potential safety hazards and operational shutdowns. Priority 2 - Essential Works: Over Years 2-3, an additional £361,393.99 is needed to maintain essential operations. This includes electrical upgrades, windows and doors replacement, and mechanical services that are essential to keep the facility running efficiently. Priority 3 - Medium-Term Upgrades: In Years 4-5, £397,725.34 will be needed to carry out medium-term upgrades. These upgrades focus on the internal infrastructure, including flooring replacement, internal wall refurbishment, and modernising sanitary facilities. Priority 4 - Long-Term Improvements: Long-term improvements, scheduled for Year 6+, will require £1,072,032.90. These include major investments in roof replacements and upgrading other critical systems to extend the building’s lifespan and improve its operational efficiency. Page 361
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Page | 70 Financial Implications: The total estimated cost for upgrading the Buckie Swimming Pool and Fitness over the next 6+ years is £2,131,319.41. A significant portion of this investment will be required for long-term improvements (over £1 million), highlighting the importance of planning for major capital works in the future. Failure to address these priority works could result in facility closure, increased safety risks, and further financial burdens in the long term. 7.2 Forres House Sports & Community Centre The Forres House Sports & Community Centre, constructed circa 1973, was assessed in 2022 to determine the current condition of the building and necessary investments to maintain its operational status. The property, located on High Street in Forres, includes a sports hall, community centre facilities, a library, a café, and other multipurpose rooms used for community services. Key Findings: General Condition: The overall building condition was rated as Grade B (Satisfactory), indicating that while the building is performing as intended, various maintenance and upgrades are required to sustain this level of performance. Immediate Critical Works: Significant wear was noted in timber flooring, lighting systems, and mechanical services, especially the Low-Temperature Hot Water (LTHW) heating system and boilers. Electrical Systems: The electrical systems, including lighting, are outdated and require upgrades, especially with government regulations around T5/T8 fluorescent lighting becoming obsolete. Roofing and Drainage: The roof and drainage systems are functioning but require cyclical cleaning and periodic monitoring to prevent potential water ingress issues. Mechanical Systems: The heating system is generally satisfactory but there is an issue with the sports hall emitters which require further investigation. The total anticipated investment required over the next five years to maintain the building's operational status was estimated at £541,200, with a further £322,300 for works in years six and beyond. Page 362
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Page | 71 Table 7-2 Forres House Sports & Community Centre Summary Priority Level Work Description Year 1 (£) Year 2-3 (£) Year 4-5 (£) Year 6+ (£) Total (£) Priority 1 Immediate critical works £24,683.8 0 - - - £24,683.80 Priority 2 Essential works to maintain operation - £397,928.0 0 - - £397,928.0 0 Priority 3 Medium-term upgrades - - £118,572.0 0 - £118,572.0 0 Priority 4 Long-term improvement s to sustain building life - - - £322,266.0 0 £322,266.0 0 Total £24,683.8 0 £397,928.0 0 £118,572.0 0 £322,266.0 0 £863,449.8 0 Analysis of the Quantified Works: Priority 1: Immediate Critical Works (£24,683.80): These are works that must be addressed immediately to prevent further deterioration and ensure safety. The identified critical works include addressing flooring wear and immediate electrical issues. Priority 2: Essential Works (£397,928.00 in Year 2-3): These are essential works that, while not immediately critical, are necessary to maintain the operation of the centre. These works include essential heating and electrical system upgrades. Given the high cost, these upgrades will likely have a major impact on the centre’s functionality. Priority 3: Medium-Term Upgrades (£118,572.00 in Year 4-5): These upgrades focus on enhancing the overall condition of the building and sustaining its operations in the medium term. The medium-term upgrades include mechanical systems that are essential for the building’s long-term operation. Priority 4: Long-Term Improvements (£322,266.00 in Year 6+): These improvements are projected for six or more years into the future and focus on maintaining the long-term life of the building. This includes additional heating system upgrades and other mechanical and electrical replacements that are expected to be needed as the building ages. Page 363
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Page | 72 7.3 Keith Sports and Community Centre The Keith Sports and Community Centre was assessed as part of the ongoing review of public facilities within the Moray area. The facility, originally constructed in the 1980s, has been classified as a Grade C building, meaning it is in poor condition and requires substantial investment to bring it up to a satisfactory standard (Grade B). Key areas identified for improvement include the building's mechanical and electrical systems, structural integrity, and roofing. The building shows significant signs of wear and tear, with many of the internal systems nearing the end of their functional life. Immediate action is needed to prevent further deterioration and ensure that the facility can continue to serve the community in the coming years. Key Findings: Mechanical and Electrical Systems: The heating system, including boilers and pumps, are outdated and require replacement. The electrical systems also need significant upgrades, particularly to meet current safety standards. Roofing: The roof structure, particularly around the sports hall, shows signs of significant wear and will need substantial repairs in the medium term to prevent leaks and structural damage. External Fabric and Drainage: Issues with drainage systems and external facades, such as windows and doors, are contributing to water ingress problems, which are causing additional internal damage. Internal Facilities: The sports centre's internal areas, including the sports hall, changing facilities, and communal spaces, require modernisation to meet contemporary standards and improve user experience. Table 7-3 Keith Sports and Community Centre Summary Priority Level Work Description Year 1 (£) Year 2-3 (£) Year 4-5 (£) Year 6+ (£) Total (£) Priority 1 Immediate critical works £39,569.3 4 - - - £39,569.34 Priority 2 Essential works to maintain operation - £637,832.2 0 - - £637,832.20 Priority 3 Medium-term upgrades - - £488,420.0 0 - £488,420.00 Priority 4 Long-term improvement - - - £671,059.1 8 £671,059.18 Page 364
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Page | 73 s to sustain building life Total £39,569.3 4 £637,832.2 0 £488,420.0 0 £671,059.1 8 £1,836,880.7 2 Analysis of the Works: Priority 1 - Immediate Critical Works (£39,569.34): These works include urgent repairs that must be addressed within Year 1 to prevent further deterioration. The focus is primarily on addressing mechanical issues such as the heating system, which is currently inefficient and prone to breakdowns. Priority 2 - Essential Works to Maintain Operation (£637,832.20): This is the most significant category in terms of cost, with major repairs and upgrades needed over the next two to three years. The essential works focus on electrical system upgrades, structural repairs to the roof, and other external fabric repairs. Priority 3 - Medium-Term Upgrades (£488,420.00): These upgrades are scheduled for years four to five and focus on further improvements to the roof and the replacement of internal systems. These works aim to extend the life of the building and prevent additional structural issues in the future. Priority 4 - Long-Term Improvements (£671,059.18): In years six and beyond, long-term improvements will be needed to maintain the building's condition. These include modernisation of the internal facilities, improvements to the drainage system, and other external repairs to sustain the facility's operation in the long term. 7.4 Speyside Sports and Community Centre The Speyside Sports and Community Centre was evaluated as part of a routine condition survey, which identified several areas that require attention to upgrade the facility from its current Grade C (Poor) to a Grade B (Satisfactory). The building, constructed in the early 1980s, provides essential services to the local community, including a swimming pool, gym, and multipurpose rooms. Page 365
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Page | 74 Key areas requiring attention include mechanical and electrical systems, roof repairs, and upgrades to internal finishes. Some systems and materials have exceeded their useful life, and the report recommends that immediate and long-term investments be made to maintain the operational functionality of the building. Key Findings: Mechanical and Electrical Systems: The heating and electrical systems, particularly in the pool and changing areas, have reached the end of their service life. Upgrades are needed to improve energy efficiency and ensure safety. The heating plant requires immediate attention, and compliance with new lighting regulations is required. Roofing and Drainage: Minor repairs to the roof and external drainage systems are necessary to prevent water ingress, which could cause further internal damage. Windows and Doors: Several windows and doors are deteriorating and require replacement to improve insulation and reduce energy costs. Internal Facilities: The sports hall flooring, sanitary facilities, and other internal areas are dated and in need of refurbishment to meet modern standards. Table 7-4 Speyside Sports and Community Centre Summary Priority Level Work Description Year 1 (£) Year 2-3 (£) Year 4-5 (£) Year 6+ (£) Total (£) Priority 1 Immediate critical works £5,650.0 0 - - - £5,650.00 Priority 2 Essential works to maintain operation - £315,743.6 0 - - £315,743.6 0 Priority 3 Medium-term upgrades - - £25,685.0 0 - £25,685.00 Priority 4 Long-term improvements to sustain building life - - - £268,515.0 0 £268,515.0 0 Total £5,650.0 0 £315,743.6 0 £25,685.0 0 £268,515.0 0 £615,593.6 0 Analysis of the Quantified Works: Priority 1 - Immediate Critical Works (£5,650.00): Page 366
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Page | 75 This category includes urgent repairs that must be completed in Year 1 to prevent further deterioration and ensure continued safe operation. The primary focus is on addressing minor issues with the heating system and making essential repairs to windows and doors. Priority 2 - Essential Works to Maintain Operation (£315,743.60 in Year 2-3): The bulk of the investment is in this category, focusing on upgrading the electrical and mechanical systems, including boilers and lighting. These works are critical to maintaining the operation of the centre and ensuring compliance with updated safety standards. If left unattended, these issues could lead to system failures and potential closure of the facility. Priority 3 - Medium-Term Upgrades (£25,685.00 in Year 4-5): Medium-term upgrades, scheduled for Years 4-5, include improvements to the internal infrastructure, such as replacing floor finishes and refurbishing internal spaces. These works are necessary to enhance the user experience and maintain the building’s functionality. Priority 4 - Long-Term Improvements (£268,515.00 in Year 6+): Long-term improvements focus on sustaining the building’s life and include further upgrades to the mechanical and electrical systems as well as structural improvements to the roof and external fabric. These investments are necessary to prevent future issues and extend the lifespan of the facility. 7.5 Moray Leisure Centre Moray Leisure Centre has been assessed on the basis of several independent specialised reports. The outcome of these shows a site that remains operational despite the building being at end of life. Key Issues Identified: Boilers: Current boilers no longer operational . Immediate replacement required but should future proof by ensuring future capability with potential wider network projects. Plant Areas: All plant areas require immediate replacement – pool, ice, mechanical and electrical. Current situation not sustainable and putting closure of significant areas of the building and indeed the full building as a Page 367
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Page | 76 high possibility. Need to consider the value of this compared to full refurbishment. Full building refurbishment: Due to the extent of the upgrade and replacement works required, now is the time to consider full refurbishment. Whilst above repairs can be completed, they will still not address general fabric issues with the building. An opportunity to redevelop and bring the facility into modern standards in terms of service delivery and energy efficiency. Table 7-5 Moray Leisure Centre Summary Priority Level Work Description Year 1 (£) Year 2-3 (£) Year 4-5 (£) Year 6+ (£) Total (£) Priority 1 Immediate critical works 130,000 Priority 2 Essential works to maintain operation 7,500,000 12,500,000 Priority 3 Medium-term upgrades Priority 4 Long-term improvements to sustain building life Total 130,000 7,500,000 12,500,000 Analysis of the Priority Works: Priority 1 - Immediate Critical Works: £130,000 These are works that must be addressed immediately to prevent further deterioration and ensure safety. This reflects the need to replace existing boiler systems to ensure provision of heating and hot water for all areas of the building. Priority 2 - Essential Works: £7,500,000 In years 2-3 These are essential works that, while not immediately critical, are necessary to maintain the operation of the centre. All major plant areas of the buildings are at end of life and at risk of failure. This could lead to loss of service areas such as the swimming and ice activities and potentially full closure of the facility. Estimated costs to replace relevant plant and supporting systems is £7.5m. Any works carried out would have to be considered as part of longer term refurbishment in order to ensure best value. Page 368
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Page | 77 Priority 3 - Medium-Term Upgrades: £12,500,000 In years 4-5 These upgrades focus on enhancing the overall condition of the building and sustaining its operations in the medium term. Due to the extensive nature of the works required full refurbishment of the building also required to be considered. Redevelopment costs estimated at £20m (£7.5m in relation to plant in Priority 2 above) but would protect the essential services MLC provide. Priority 4 - Long-Term Improvements: £0 In years 6+ These improvements are projected for six or more years into the future and focus on maintaining the long-term life of the building. Financial Implications: Total estimated capital requirements are £27,630,000, which would address immediate point of potential failure. This investment would also deliver a fully refurbished centre to secure essential service provision for the next 30 years. Failure to address these issues would lead to closure and a significant impact in terms of service delivery and economic impact. 7.6 Forres Swimming Pool & Fitness Centre Forres Academy which was constructed in stages with the original building dating back to around 1969, a single-storey extension added around 1980, and a two- storey extension completed in 2013. The academy also houses a community swimming pool and fitness centre. The overall condition of the school is mixed, with several elements needing critical maintenance. 7.6.1 Swimming Pool Key Findings: Flat Roof: The flat roof above the swimming pool is reaching the end of its useful life and will need replacement soon. Internal Drainage: There are defects in the internal drainage system of the pool apron and gutters, which could lead to operational inefficiencies. Water Supply and Heating: The potable cold water tank and associated pipework supplying the swimming pool are in poor condition and require urgent maintenance. Page 369
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Page | 78 Ventilation Systems: The air handling units serving the pool are outdated, with some issues in the Hydropool ventilation. Extract fans in the Hydropool WC and changing areas were non-operational and require further investigation. 7.6.2 Fitness Areas: Cooling Systems: The cooling for gym and staff areas is provided by local split-type air conditioning systems. These systems are reported to be in poor condition and have exceeded their expected life, requiring replacement. Air Handling and Heat Pump: The Hydropool is supported by a dedicated air handling heat pump that requires an annual service schedule, which currently appears inadequate. Proper maintenance of this system is critical for maintaining effective temperature control. Overall Condition: The swimming pool and fitness areas are in urgent need of refurbishment to maintain operational safety and efficiency. The facility’s mechanical and electrical systems are generally outdated and have exceeded their useful life, leading to potential risks in maintaining service continuity. Recommendations: Immediate maintenance on the pool roof and drainage systems to prevent further deterioration. Regular servicing and upgrades to the ventilation and air conditioning systems to ensure they meet operational standards. Upgrading or replacing old boilers and the water storage system to improve energy efficiency and meet health and safety requirements. Table 7-6 Forres swimming Pool and Fitness Centre Conditions Survey Summary Element Group Grade 1-2 years 3-5 years 6-25 years Grand Total Mechanical B £2,750 £788,920 £791,670 C £12,000 £7,100 £19,100 Electrical B £15,230 £176,010 £191,240 Fabric £0 Ceiling B £30,890 £30,890 Doors B £27,100 £27,100 Page 370
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Page | 79 External areas B £43,200 £43,200 External walls C £3,000 £3,000 Floors B £23,670 £17,875 £44,710 £86,255 Internal walls B £5,500 £5,500 Roofs B £230,350 £230,350 Sanitary Ware B £14,405 £14,405 Steps/ramps B £1,500 £1,500 Grand Total £23,670 £49,355 £1,371,185 £1,444,210 7.7 Conclusion The condition surveys conducted across Moray's key sports and leisure facilities reveal significant and urgent challenges that require a phased and prioritised approach to address. Many facilities, including Buckie Swimming Pool and Fitness, Forres House Community Centre, Keith Sports and Community Centre, Speyside Sports and Community Centre, Moray Swimming Pool and Fitness Centre and Moray Leisure Centre, require substantial investment to maintain their operation and improve their condition. The conclusions from the subsections are consolidated here to provide an overall perspective on the capital investment needs. Key Points from Condition Surveys Buckie Swimming Pool and Fitness requires immediate and sustained financial investment to ensure its continued operation. Prioritising the critical and essential works will prevent further deterioration and align the facility with Moray Council's wider objectives of sustainability, safety, and community engagement. Forres House Community Centre needs a structured and phased approach to maintenance and upgrades. Immediate attention should be given to critical repairs, particularly electrical and mechanical issues, followed by further investments over the next three years to ensure safe and efficient operation. Keith Sports and Community Centre necessitates significant investment of approximately £1.8 million over the next six-plus years. Immediate investment in critical repairs will prevent further decline, while essential and medium-term upgrades are needed for sustained operation. Long-term improvements are crucial to modernise the facility and meet community needs. Page 371
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Page | 80 Speyside Sports and Community Centre has a total investment need of over £600,000 in the coming years. Immediate critical repairs are relatively minor but necessary to prevent further damage. The essential works planned for Years 2-3 will significantly impact maintaining functionality and ensuring safety, with medium and long-term upgrades further enhancing the building's lifespan and user experience. Moray Leisure Centre requires significant and immediate investment. A full refurbishment presents an opportunity to improve service delivery and energy efficiency, potentially reducing reliance on public subsidy and maintaining essential services within the Moray area. Forres Swimming Pool and Fitness Centre: requires significant investment particularly in the longer term 6025 years. This investment needs to focus on the fabric roof, mechanical and electrical elements of the building. Overall Conclusion The condition surveys highlight the need for substantial and timely investment across Moray's sports and leisure facilities to prevent closures, improve operational efficiency, and enhance service quality. Many of the buildings are in poor condition, with critical infrastructure, such as roofing, mechanical systems, and electrical services, needing urgent repair or replacement. Addressing these immediate needs will be essential to prevent the loss of vital community assets and increased financial pressures on the Council. A phased and prioritised approach to refurbishment and modernisation will not only extend the life of these facilities but also align them with Moray Council's strategic goals, such as sustainability, community engagement, and financial sustainability. The importance of investing in both immediate critical repairs and long-term upgrades cannot be overstated, as failure to act will lead to further deterioration, increased costs, and missed opportunities to promote health and well-being across Moray. Page 372
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Page | 81 8. Governance and Management Models Effective governance and management are critical for ensuring the sustainability, efficiency, and impact of sport and leisure services across Moray Council. Currently, a mixed delivery model exists, with Moray Council, Moray Leisure Centre (MLC), and Moray Sports Centre (MSC) each operating independently alongside local sports clubs and private providers. This fragmented system creates challenges in terms of leadership, resource duplication, and consistent service delivery. In this section, we will examine the current governance structures and explore potential models that could improve collaboration, streamline operations, and enhance service delivery across the region. This will include a discussion on the current structures, potential future governance models, and the viability of outsourcing certain services. The analysis aims to guide future decision-making to ensure that Moray's sport and leisure provision is well-coordinated, customer- focused, and aligned with the region's strategic objectives for public health and wellbeing. 8.1 Current Governance and Management Structures: Currently there is a mixed model of delivery of public Sport and Leisure Services across Moray Council with delivery being serviced by The Council, MLC as an ALEO and MSC as a private charitable company. In addition to this there are many local community sports clubs and groups that also provide services across the region and a growing number of private fitness providers in more urban areas. This leads to a complicated position that can contradict and compete internally whilst all delivering against broadly similar strategic outcomes. The current situation also leads to duplication of management and leadership across organisations. 8.1.1 Moray Council run facilities: Currently Moray Council delivers services across the region with the majority of these sites being connected to High Schools/Academies. This can lead to limited community opportunity with access generally only available outside of school day and school terms. In addition many of the facilities are in poor condition, have significant outstanding maintenance issues and are in need of significant refurbishment to bring up to standard and meet the needs of current and future trends in participation for example, lack fitness studios. Page 373
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Page | 82 8.1.2 Moray Leisure Centre: Moray Leisure Centre is a Scottish Registered Charity which provides a diverse range of Health, Sport, Leisure and Fitness services under a lease and SLA with Moray Council. Facilities include an ice rink, swimming pools, health suite, gym, 3 exercise studios, childcare and cafe. The facility is 30 years old and in desperate need of investment and refurbishment. 8.1.3 Moray Sports Centre: Moray Sports Foundation established in 2015 is a Scottish Charitable Incorporate Organisation (SCIO) that delivers services through Moray Sports Centre. MSC comprises of gym, fitness studios, sports hall and indoor tennis courts. The organisation is also looking at the feasibility of a new athletics track development. 8.2 Current arrangements: With the exception of facilities being used for school programmes, there is limited co- ordination of work other than the Fit Life membership scheme that runs across MLC and Moray Council facilities. This has proved extremely successful by generating over 16,000 members. The success of the Fit Life membership scheme should be seen as an example of what a more co-ordinated approach could achieve in terms of further health and Wellbeing programmes and opportunities. Except for MSC, all facilities in the area need various levels of investment and development. As an example of the challenges MLC and all other swimming pools (except Lossiemouth) currently experience severe risk of closure due to plant failure being a daily occurrence. At the moment the Council run facilities run at an annual loss of circa £850,000, MLC receives an annual management fee of £500,000 (plus one off additional funding for ad-hoc pressures such as new boilers, Living Wage support etc) from Moray Council and MSC made a small operating surplus in 2022/23 but is privately funded. Currently public provision is largely reliant on MLC with the centre providing 50% of the total sports and participation numbers across the council area. Page 374
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Page | 83 8.3 Future Governance and Management Models: A more cohesive Governance structure would bring several benefits to both Moray Council and it’s residents. By having a single approach, it will be less confusing for customers as all information could be found constantly at a single source. Economies of scale may be found in management and other overheads costs. A more co-ordinated approach to pricing, sales and marketing could build on the best practice from the single membership scheme between Moray Council and MLC. In an ideal world, having a single organisation leading the delivery services across Moray Council would be the most efficient way forward. As a minimum the creation of a formal collective partnership would be recommended that would bring all organisations under the one strategic structure to drive efficiency and consistency across the region. This approach could also be developed to bring in supporting partners from other geographic areas where relevant. Exploring Alternative Models: In terms of potential alternative models, there are 3 options available to Moray Council: Creation of regional partnership model Outsource all sport and leisure provision by extending the scope of the MLC contract Insourcing MLC to Moray Council. Consider open market outsourcing 8.3.1 Creation of Regional Partnership Model: As outlined above apart from the shared membership scheme between MLC and MC there is limited co-ordinated regional partnership working across Moray. This leads to duplication of effort, internal competition and ultimately a lack of clarity of customer messaging. All key delivery operators in the area have shared goals in relation to provision of services and improvement of public health. Therefore, it would be advantageous to look at a more co-ordinated shared delivery model across the region. Page 375
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Page | 84 A good example of this type of approach is the GM Active partnership in Manchester, https://www.gmactive.co.uk/. This has seen 12 independent organisations come together to create a single entity dedicated to using the power of collaboration to make a difference. This partnership model covers the whole of the Greater Manchester Region and incorporates 10 different local authorities. The power of collaboration was the driving force behind the formation of GM Active in October 2016 some of the main reasons they came together as one are: To manage the pressure of reducing public sector funding. To improve our focus on delivery of health & wellbeing outcomes. To increase our role in the Greater Manchester devolution agreement. The publication of Greater Manchester Moving. The assumption of “stronger together” & that collaboration will lead to enhanced outcomes across Greater Manchester. Collaboration across all 12 GM Active member organisations brings: Shared learning, expertise and resources. Joint working and procurement, which helps to drive down expenditure and improve services. Commercial advantage and increased investment. Improved member, community and social benefits across our towns and cities. A strong, unified voice and a commitment to shared goals. Figure 8-1 below depicts what a Partnership Approach could look like In Moray: Figure 8-1 Partnership Model Page 376
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Page | 85 Regional Sporting Partnership •HSCP •CPP •Public Health Scotland •sportscotland •Private sector •UHI •Elgin City, Forres Machanics, Buckie Thistle & Keith Football Clubs •Moray Rugby Club •Elgin Sport Community Trust •Outfit Moray •Moray Council •Moray Leisure Centre •Moray Sports Centre Core Delivery Partners Local Clubs/Group Associated Partners External Partners 8.3.2 Outsource all sport and leisure provision by extending the scope of the MLC contract As shown by the data analysis, MLC currently is the single largest provider of services across the region contributing to almost 50% of the participation levels. They have shown a drive and focus to develop activities and programmes to attract and grow participation especially in relation to improving health and wellbeing and membership sales. Currently Council Services are struggling to cope with ongoing budget pressures and staffing levels to continue to provide a pro-active approach to the delivery and growth of memberships and services across the facility estate. Therefore, it would be worthwhile considering whether the role of MLC could be expanded to cover the management of all public sport and leisure provision across the region. This would allow for a more focussed approach to service delivery delivering improved performance in terms of participation and economies of scale. By applying the same focus and approach as MLC uses across all council services it is reasonable to expect growth in participation and memberships. Page 377
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Page | 86 Widening the scope would allow further efficiencies with less duplication of management, leadership and support positions. Also less admin in terms of timetabling, bookings and sales etc. Having the ability to have more co-ordinated sales and marketing across all facilities will give increased profile and public benefit. It will also make it easier for customers to find information and make bookings. This collaborative working approach will also reduce competition internal allowing for a more nuanced approach to programming and timetabling to improve service levels across the region. Moray Council could also delegate the responsibility for developing a regional approach from all sectors to work together collaboratively on improving health and wellbeing in the area to MLC to lead. Whilst we foresee many benefits to this approach, it would not come without some challenges. This option presents several risks that need to be considered. One key issue is the potential Transfer of Undertakings (Protection of Employment) Regulations (TUPE) implications. Council staff currently employed at various facilities may need to be transferred to MLC, which could lead to complexities in employment terms and conditions, as well as potential disputes. Additional staffing costs, including harmonisation of pay and benefits, may arise as MLC takes on Council employees, impacting the financial benefits expected from outsourcing. There would also need to be legal agreements in place in regards to school access rights for curricular purposes in certain facilities. Moreover, MLC may face increased Non-Domestic Rates (NNDR) liabilities, which could further erode any anticipated financial gains. The loss of council control over day-to-day operations could also introduce risks related to service quality and responsiveness to community needs, especially if MLC's priorities diverge from those of the Council. It is crucial to carefully assess these risks and develop mitigation strategies to ensure that the transition would be beneficial both financially and in terms of service delivery outcomes. Additionally the messaging around this potential change would have to take the communities with it and have a clear and understandable message for local groups and organisations to get behind. Figure 8-2 Benefits/Challenges of extending the scope of the MLC contract Page 378
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Page | 87 Benefits Challenges •Reduced duplication in management and administration. •Enhanced service delivery and customer experience. •Economies of scale through centralised management. •Potential TUPE issues with staff transfer and harmonisation of employment terms. •Increased NNDR liabilities for MLC. •Loss of council control over service priorities and quality. •Risks related to aligning MLC's priorities with those of the Council. 8.3.3 Insourcing Moray Leisure Centre to Moray Council Another option is for Moray Council to take direct control of Moray Leisure Centre (MLC). As MLC is currently an independent Scottish Registered Charity, insourcing would require careful consideration of the charity's legal status, governance framework, and the implications for its charitable objectives. Insourcing MLC could offer greater control over service delivery, allowing Moray Council to ensure alignment with its strategic goals, particularly those related to public health and community wellbeing. Additionally, integrating MLC's operations with those of other council-run facilities could streamline management structures and reduce overhead costs through economies of scale. However, it is important to acknowledge the challenges of this approach. Bringing MLC under council control could lead to a perceived loss of community ownership and autonomy, which may impact the level of public support and engagement with the centre. Moreover, as an independent charity, MLC currently benefits from certain tax advantages and access to funding streams that may not be available if it were fully integrated into the Council's structure. The potential loss of these benefits would need to be weighed against the gains from a unified governance approach. Furthermore, any transition process would need to be managed with great care to ensure minimal disruption to existing services and user experiences. This would involve clear communication with stakeholders, including MLC staff, users, and the wider community, to maintain transparency and build trust throughout the process. Another important consideration is the Transfer of Undertakings (Protection of Employment) Regulations (TUPE) and their implications. If MLC were to be insourced, MLC staff would likely need to transition into Council employment. This Page 379
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Page | 88 would require careful management to ensure that existing employment terms and conditions are respected, which may include harmonisation of benefits, pay scales, and working conditions. Such harmonisation could potentially lead to increased staffing costs, which might offset some of the expected financial efficiencies. Additionally, insourcing could have implications for Non-Domestic Rates (NNDR) liabilities. The Council would need to consider whether the current NNDR reliefs enjoyed by MLC as a charity could be maintained or if integrating MLC into Council operations would result in higher NNDR costs. This financial aspect should be weighed against the operational benefits of unifying management. Figure 8-3 Benefits/Challenges of Insourcing MLC to Moray Council Benefits Challenges •Greater control over strategic alignment with Council objectives. •Potential for economies of scale and streamlined management. •Unified governance structure could enhance consistency in service delivery •Potential loss of community ownership and autonomy. •Loss of charitable tax advantages and access to specific funding streams. •Risk of disruption during the transition process, requiring careful stakeholder management. 8.3.4 Open Market Outsourcing Another option available to MC would be to see if the services currently being delivered in house could be outsourced on the open market via a competitive tendering exercise. This would require the development of a robust procurement process including appropriate contract development. Whilst this could potentially bring the benefit of removing financial risk to the council and allow for potential financial savings to be made, there would also be significant risks and challenges. This form of outsourcing would relinquish control of programming and activities and service levels other than any contractual obligations. Community perception of privatisation of public services could be hard to manage, Page 380
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Page | 89 There would also be significant initial costs in terms of costs of procurement in terms of developing contract documentation and managing the procurement process. The risks to this being successful would be: how attractive the potential services are to the open market. Current reliance on facilities that are part of the school estate would be challenging to outsource. Recognition that out with the finalised service contract there would be no control over the independent provider. Figure 8-4 Benefits/Challenges of Market Outsourcing Benefits Challenges •Removes risk from Council •Allows potential financial savings to be achieved •Loss of control and influence •Community perception •Cost of procurement process 8.4 Conclusion While further analysis is required to fully explore the available governance options, it is recommended that, in the short term, Moray Council should progress with establishing a formal Regional Partnership involving key stakeholders. This partnership should focus on driving improvements to health and wellbeing, particularly across the most vulnerable communities. The benefits of this approach include enhanced collaboration, shared resources, and a unified focus on achieving public health objectives, which could lead to improved outcomes for those most in need. However, challenges may include aligning different organisational goals, managing stakeholder expectations, and ensuring equitable distribution of resources across the region. Page 381
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Page | 90 In the medium to long term, more detailed work should be undertaken to evaluate the benefits and risks associated with bringing all sports and leisure services under a single entity, whether that be Moray Council, Moray Leisure Centre, or an alternative entity. This approach could offer significant benefits, such as greater consistency in service delivery, reduced duplication of roles, and potential cost savings through economies of scale. However, it also presents challenges, including potential disruption during the transition period, the need to harmonise staffing conditions, and the risk of losing community-driven aspects of service delivery. Careful consideration and detailed planning will be essential to ensure that any changes ultimately lead to enhanced services for residents and improved financial sustainability. Page 382
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Page | 91 9. Conclusion The review of sports and leisure facilities in Moray highlights the critical need to balance financial sustainability with the accessibility and strategic goals of the council. Against a backdrop of financial constraints, aging infrastructure, and the ongoing drive to improve public health and wellbeing, the conclusions drawn from this review offer key insights into how Moray Council can position its sports and leisure services to meet current and future needs. This conclusion synthesises the findings across the various report chapters to provide a cohesive narrative that reflects the broader challenges and opportunities facing Moray's sports and leisure provision. Key Findings Strategic and Policy Context The strategic framework underpinning the review is heavily influenced by national priorities such as improving public health, addressing inequalities, and achieving environmental sustainability. Locally, Moray faces specific challenges in terms of population distribution, rural access, and financial pressures. The key takeaway is that sports and leisure services must be realigned to better support public health objectives, community wellbeing, and financial sustainability, with special attention paid to vulnerable and rural communities. Accessibility of Facilities Accessibility remains a cornerstone of equitable service delivery. The analysis showed that while most urban centres, like Elgin, have reasonable access to fitness and sports facilities, rural areas such as Speyside and Keith face significant barriers. This necessitates careful planning in any facility rationalisation or capital investment decision to ensure these areas are not disproportionately affected. Improving transport access and ensuring more flexible facility provision are key areas to address moving forward. Financial Sustainability Financial performance across Moray’s sports and leisure venues varies widely, with some facilities generating a significant income per user, while others, particularly smaller community centres, show higher deficits. The report highlighted the importance of rationalisation and exploring cost-saving opportunities such as energy efficiency improvements and revised staffing structures. It was also recognised that expanding the scope of facility management under a more streamlined governance model could drive further efficiencies, as well as increase income through Page 383
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Page | 92 enhanced commercial opportunities like expanding fitness suites and repurposing underutilised spaces. Usage and Social Value The data indicates that facilities such as Moray Leisure Centre contribute significantly to both participation rates and social value, particularly in terms of health and wellbeing outcomes. Venues with lower social value, while candidates for rationalisation, need to be evaluated for the potential migration of social value to remaining facilities. This analysis underscores the role of sports and leisure services in addressing government priorities around prevention, health, and community cohesion. Condition Survey and Capital Investment Needs Significant capital investment is required across Moray’s facilities, particularly in aging buildings where mechanical systems, roofs, and general infrastructure are deteriorating. With over £32 million in estimated repairs, strategic decisions need to be made regarding which facilities are critical for the future and which may require closure or repurposing. Any investment strategy should prioritise facilities that are key to the community’s long-term needs and those that provide the highest social and financial returns. Facility Rationalisation Offers a clear path to financial relief, with scenarios involving the closure of high-deficit venues, such as Forres House and Keith Pool, resulting in significant cost savings. However, careful consideration is needed regarding the impact on service access, particularly in rural areas. Where possible, rationalisation should be accompanied by measures to ensure remaining facilities can absorb increased demand without compromising service quality. Governance and Management Models The fragmented nature of current governance structures has led to duplication and inefficiency. The report recommends exploring a regional partnership model, potentially exploring different options to have one entity manage all sports and leisure services. This could streamline operations and enhance service delivery. Aligning the governance structure with a shared vision for health, wellbeing, and financial sustainability will be critical in achieving long-term success. In conclusion, the review demonstrates that while Moray's sports and leisure services are critical to the wellbeing of its residents, they face numerous challenges. Rationalisation and investment in key facilities, combined with enhanced governance models, offer the best pathway forward. Strategic decisions must consider both the financial realities and the broader social value these services provide, ensuring that services remain accessible, equitable, and capable of meeting future needs across Page 384
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Page | 93 the region. This holistic approach will position Moray to deliver sustainable, high- impact sports and leisure services for the long term. Page 385
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Page | 94 10. Appendices 10.1 Full Accessibility Analysis 10.1.1 Moray Wide Accessibility Facility Type Comparison: As shown in Table 11-1 below, Sports Halls show the highest accessibility levels across all modes: o Driving: Access reaches 98% within 10 minutes, and 100% within 15 minutes. o Cycling: Access begins at 84% within 10 minutes and reaches 97% at 20 minutes. o Public Transport and Walking: Lower access rates, with 39% of the population having access within 10 minutes, improving to 60-62% at 15-20 minutes. Fitness Suites offer moderate accessibility, with driving and cycling providing the best access: o Driving: 72% within 10 minutes, rising to 99% at 20 minutes. o Cycling: 60% of the population can access within 10 minutes, increasing to 66% within 15 minutes, but stabilising at 67% at 20 minutes. o Public Transport and Walking: Both modes offer only 14% access within 10 minutes, improving to 34% at 15 and 20 minutes. Swimming Pools have the lowest accessibility levels across all modes: o Driving: 77% within 10 minutes, rising to 98% by 20 minutes. o Cycling: Access begins at 63% within 10 minutes, improving to 74% at 20 minutes. o Public Transport and Walking: Lowest access rates, with only 12% of the population having access within 10 minutes, increasing slightly to 32-44% by 20 minutes. Table 11-1 Sports facilities Accessibility Summary Page 386
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Page | 95 Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 60% 84% 63% 10 Minutes driving 72% 98% 77% 10 Minutes public transport 14% 39% 12% 10 Minutes walking 14% 39% 12% 15 Minutes cycling 66% 92% 71% 15 Minutes driving 97% 100% 95% 15 Minutes public transport 34% 60% 32% 15 Minutes walking 34% 60% 32% 20 Minutes cycling 67% 97% 74% 20 Minutes driving 99% 100% 98% 20 Minutes public transport 34% 62% 32% 20 Minutes walking 45% 72% 44% Conclusion In conclusion, driving offers the highest levels of accessibility across all facility types, with 91-100% of the population having access within 20 minutes. Cycling also provides good access, particularly for sports halls, where 97% of the population can access within 20 minutes. Public transport and walking, however, provide much lower access, with only 12-34% of the population able to reach swimming pools and fitness suites within 20 minutes using these modes. This data highlights the importance of private or non-motorised transport for accessing sports and leisure facilities in Moray. There is a clear need to improve public transport access and make walking more viable for the population to ensure equitable access to these critical facilities, especially in more vulnerable or deprived areas. 10.1.2 Access by Council Ward Ensuring equitable access to sports and leisure facilities across all council wards is vital for promoting physical activity and well-being in the Moray area. This section analyses the levels of accessibility to fitness suites, swimming pools, and sports halls within a 15-minute drive across the different council wards in Moray. By examining these accessibility levels, we gain a clearer understanding of how well-served each ward is in terms of sports and leisure infrastructure, as well as identifying any gaps in provision. The analysis focuses on comparing the accessibility rates between urban and rural wards, highlighting areas where accessibility is near universal and identifying any Page 387
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Page | 96 discrepancies in access. Understanding these variations is critical for future strategic planning and ensuring that all residents have the opportunity to engage with local fitness and sports facilities. Fitness Suites Figure 11-1 highlights the levels of accessibility to fitness suites for the population within each Moray Council Ward, based on a 15-minute drive. The analysis reveals that most wards have high accessibility, with almost all populations enjoying access to fitness suites within this driving time. Elgin City South, Elgin City North, and Buckie wards show 100% accessibility, indicating that the entire population in these areas can reach a fitness suite within 15 minutes. Heldon and Laich and Fochabers Lhanbryde both have 99% accessibility, with only a small portion of the population beyond the 15-minute drive threshold. Forres has slightly lower access at 98%, still maintaining strong coverage for the majority of residents. Keith and Cullen experiences a slight drop in accessibility, with 96% of the population able to access fitness suites within the 15-minute window. The Speyside Glenlivet ward shows the lowest accessibility, with only 79% of the population within the 15-minute drive range. This indicates potential gaps in access for a significant portion of the population in this more rural area. Key Insights: Urban areas like Elgin and Buckie enjoy full access to fitness suites within a short drive, while rural areas like Speyside Glenlivet demonstrate a notable shortfall. This suggests that future planning should focus on improving access for more remote wards, particularly Speyside Glenlivet, where accessibility is markedly lower than in other regions. This summary underscores the importance of targeting accessibility improvements in rural areas to ensure equitable access across all wards in Moray. Figure 10-1 Page 388
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Page | 97 100% 100% 100% 99% 99% 98% 96% 79% Elgin City South Elgin City North Buckie Heldon and Laich Fochabers Lhanbryde Forres Keith and Cullen Speyside Glenlivet Fitness Suite Accessibility Swimming Pools Figure 11-2 highlights the levels of accessibility to swimming pools within a 15- minute drive for the population in each Moray Council Ward. The analysis shows high levels of access in most urban areas, with a gradual decline in more rural or less populated wards. Elgin City South, Elgin City North, and Buckie wards all enjoy 100% accessibility, indicating that the entire population in these areas can reach a swimming pool within 15 minutes of driving. Forres and Heldon and Laich both show 99% accessibility, meaning only a very small proportion of the population is outside the 15-minute driving range. Keith and Cullen shows slightly lower access, with 96% of the population within the 15-minute drive window. Fochabers Lhanbryde has a notable decrease in accessibility, with 83% of the population able to reach a swimming pool within 15 minutes. Speyside Glenlivet experiences the lowest accessibility, with only 78% of the population having access to swimming pools within a 15-minute drive, indicating potential accessibility challenges for residents in this more remote ward. Key Insights: Urban wards like Elgin City and Buckie have full access to swimming pools, reflecting strong provision in these areas. Page 389
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Page | 98 Rural wards such as Fochabers Lhanbryde and Speyside Glenlivet demonstrate lower levels of accessibility, suggesting the need for targeted improvements to enhance access for these communities. The relatively high levels of accessibility in Forres and Heldon and Laich (99%) demonstrate that even some non-urban areas have strong access to swimming pools, though rural regions may require more attention. This analysis highlights the disparities in access between urban and rural areas, with a particular need for improving accessibility to swimming facilities in Fochabers Lhanbryde and Speyside Glenlivet to ensure more equitable access across all Moray Council Wards. Figure 10-2 100% 100% 100% 99% 99% 96% 83% 78% Elgin City South Elgin City North Buckie Forres Heldon and Laich Keith and Cullen Fochaber s Lhanbryd e Speyside Glenlivet Swimming Pool Accessibility Sports Halls Figure 11-3 illustrates the levels of accessibility to sports halls within a 15-minute drive for the population across Moray Council Wards. The data indicates that almost all wards have full accessibility to sports halls within this travel time. Heldon and Laich, Elgin City South, Elgin City North, Fochabers Lhanbryde, Forres, Buckie, and Keith and Cullen all demonstrate 100% accessibility. This means that the entire population in these wards can reach a sports hall within a 15-minute drive. Speyside Glenlivet shows 99% accessibility, indicating that only a very small portion of the population lies outside the 15-minute drive range for accessing sports halls. Page 390
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Page | 99 Key Insights: Sports halls are highly accessible across all wards in Moray, with most showing full access within a 15-minute drive. Even the most rural ward, Speyside Glenlivet, has a high accessibility rate of 99%, suggesting that sports halls are relatively well-distributed across the region. This analysis underscores the comprehensive accessibility to sports halls across Moray, with minimal disparities between urban and rural areas. The data suggests that accessibility to sports halls is not a significant issue, even for remote communities like Speyside Glenlivet. Figure 10-3 100% 100% 100% 100% 100% 100% 100% 99% Heldon and Laich Elgin City South Elgin City North Fochabe rs Lhanbry de Forres Buckie Keith and Cullen Speysid e Glenlivet Sports Hall Accessibility Conclusion The analysis reveals that sports halls are the most accessible facility type across all wards, with full accessibility (100%) in nearly every ward. Even in more rural areas like Speyside Glenlivet, accessibility is at 99%, indicating strong provision of sports halls throughout the region. For fitness suites and swimming pools, the urban wards of Elgin City South, Elgin City North, and Buckie demonstrate 100% accessibility within a 15- minute drive. However, rural wards such as Fochabers Lhanbryde and Speyside Glenlivet show lower levels of access, particularly for swimming pools where accessibility drops to 83% and 78%, respectively. Speyside Glenlivet also shows lower accessibility to fitness suites, at 79%, compared to the higher rates in urban areas. Page 391
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Page | 100 While urban wards in Moray generally have excellent access to fitness suites, swimming pools, and sports halls, rural wards, particularly Speyside Glenlivet, face lower accessibility levels, particularly for fitness suites and swimming pools. This highlights the need for targeted efforts to improve access in more remote areas, ensuring that all residents, regardless of location, have equitable access to sports and leisure facilities. 10.1.3 Accessibility and Deprivation Accessibility to sports and leisure facilities plays a vital role in promoting health and wellbeing across Moray’s population. This section compares the level of access to fitness suites, sports halls, and swimming pools for individuals from the most deprived communities (SIMD Q1) with the Moray population as a whole, Table 11-2 and table 11-3. By examining access across different modes of transport and travel times, the analysis highlights key disparities in accessibility and explores the potential impact that changes to facility provision, such as rationalisation, may have on these communities—particularly those facing the greatest health inequalities. Higher Accessibility for SIMD Q1 Communities: For the most deprived communities (SIMD Q1), access to swimming pools, sports halls and fitness suites is generally better across all measures, driving, cycling, public transport and walking. This suggests that current provision is relatively well distributed for these communities in terms of proximity and available transport modes. For the general population, access to swimming pools, sports halls and fitness suites is lower than for the most deprived communities, particularly within shorter travel times (10 minutes). Access to sports halls is more equitable between the two groups but remains slightly lower for the general population in certain scenarios, such as cycling. Table 11-2 SIMD Q1 Population Access Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 77% 98% 43% 10 Minutes driving 98% 100% 100% 10 Minutes public transport 45% 100% 45% 10 Minutes walking 45% 100% 45% 15 Minutes cycling 100% 100% 100% 15 Minutes driving 100% 100% 100% Page 392
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Page | 101 15 Minutes public transport 100% 100% 100% 15 Minutes walking 100% 100% 100% 20 Minutes cycling 100% 100% 98% 20 Minutes driving 100% 100% 100% 20 Minutes public transport 100% 100% 100% 20 Minutes walking 68% 77% 100% Table 11-3 Moray Whole Population Access Measure Fitness Suites Sports Halls Swimming Pools 10 Minutes cycling 60% 84% 63% 10 Minutes driving 72% 98% 77% 10 Minutes public transport 14% 39% 12% 10 Minutes walking 14% 39% 12% 15 Minutes cycling 66% 92% 71% 15 Minutes driving 97% 100% 95% 15 Minutes public transport 34% 60% 32% 15 Minutes walking 34% 60% 32% 20 Minutes cycling 67% 97% 74% 20 Minutes driving 99% 100% 98% 20 Minutes public transport 34% 62% 32% 20 Minutes walking 45% 72% 44% 10.1.4 Implications of Facility Rationalisation on Deprived Communities Impact on SIMD Q1 Communities: Rationalising sports halls or fitness suites in areas heavily accessed by the most deprived communities would have a disproportionate impact. As these communities rely more on walking and public transport, reducing the number of facilities could severely limit their ability to engage in physical activity, exacerbating existing health inequalities. With poorer access to personal vehicles, longer travel distances would pose a significant barrier for these communities. In particular, rationalisation of swimming pools could have an adverse effect. Although SIMD Q1 communities have decent access by car and public transport, any closure or reduction in facilities would further limit their ability to cycle or walk to pools, where access is already lower compared to sports halls or fitness suites. Page 393
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Page | 102 Overall Impact on Health Inequalities: Communities in SIMD Q1 are already at a disadvantage in terms of health outcomes. Closing or consolidating facilities that these communities rely on—especially those within walking distance or accessible by public transport—would likely widen the health inequality gap. Without affordable and nearby options for physical activity, the most deprived populations might experience higher levels of inactivity, which correlates with poorer physical and mental health outcomes. As public transport and walking offer the main modes of access for many deprived individuals, reducing facility provision would disproportionately affect their ability to maintain regular exercise habits. This would undermine public health initiatives aimed at reducing health disparities in Moray. Conclusion The analysis highlights that SIMD Q1 communities, which face the greatest health inequalities, currently benefit from better access to swimming pools, sports halls and fitness suites compared to the general population, across all transport modes. However, any rationalisation of sports and leisure facilities in Moray is likely to negatively impact these deprived communities more severely, especially in terms of public transport and walking accessibility. To mitigate these impacts, Moray Council should consider maintaining or improving facility provision in areas with higher deprivation, ensuring that health inequalities are not exacerbated by reduced access to key public amenities. 10.1.5 Accessibility and Venue Rationalisation This section assesses the potential impact of venue rationalisation on accessibility to sports and leisure facilities across Moray’s council wards. The analysis focuses on fitness suites, sports halls, and swimming pools, measuring accessibility before and after the closure of specific venues. Accessibility is evaluated based on population access within a 15-minute drive, with the aim of understanding which facilities play critical roles in maintaining service provision and which areas would be most affected by closures. Page 394
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Page | 103 Moray Leisure Centre Fitness Suites: Current Situation: Fitness suite access is high, with wards such as Elgin City South, Elgin City North, and Buckie at 100% accessibility. Even the lowest access ward, Speyside Glenlivet, maintains 79% access. Impact of Closure: Post-closure, access to fitness suites would remain as they were due to the availability of alternative venue provision. Sports Halls: Current Situation: Access to sports halls remains excellent across all wards, with 100% accessibility in all wards except Speyside Glenlivet at 99%. Impact of Closure: The closure of Moray Leisure Centre has no significant impact on sports hall accessibility. All wards maintain nearly 100% access, showing the strong network of alternative sports hall facilities across the region. Swimming Pools: Current Situation: Swimming pool accessibility is strong, with 100% accessibility in Elgin City North, Elgin City South, and Buckie. The lowest is Speyside Glenlivet at 78%. Impact of Closure: If Moray Leisure Centre closes, swimming pool access is severely affected. Accessibility drops to 40% in Elgin City South and Fochabers Lhanbryde experiences a dramatic reduction from 83% to 49%. Speyside Glenlivet drops from 78% to 77%, showing a smaller impact compared to other wards. The closure of Moray Leisure Centre would have minimal impact on sports hall accessibility, as alternative facilities are abundant. However, it would have a significant negative effect on swimming pool and fitness suite access, particularly in Elgin City South, Elgin City North, and Fochabers Lhanbryde, where access rates drop by over 50% in some cases. These results emphasise the critical role Moray Leisure Centre plays in providing key fitness and swimming facilities, especially for the more urbanised wards in Moray. It should also be noted that Moray Leisure Centre provide the only access to ice Page 395
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Page | 104 in Moray and if it was to close, the only alternatives are located in Aberdeen and Inverness. Forres Swimming Pool & Fitness Centre Fitness Suites: Current Situation: 96% of the population in Keith and Cullen has access to fitness suites, while Speyside Glenlivet has 79% access, and Forres maintains 100% access. Impact of Closure: Post-closure, fitness suite access in Forres plummets from 100% to 1%, leaving almost the entire population without access within a 15-minute drive. The closure causes a major disruption in accessibility for the Forres ward. Sports Halls: Current Situation: All wards enjoy 100% accessibility to sports halls, except Speyside Glenlivet, which has 99% access. Impact of Closure: There is no impact on sports hall accessibility with the closure of Forres Swimming Pool & Fitness Centre, as all wards maintain 100% access to sports halls, showing that the facility does not significantly affect access to this type of amenity. Swimming Pools: Current Situation: Access to swimming pools is high, with wards such as Elgin City South, Elgin City North, and Buckie having 100% accessibility. Forres shows 99% accessibility, while Speyside Glenlivet has 78% access. Impact of Closure: With the closure of Forres Swimming Pool & Fitness Centre, Forres experiences a drastic reduction in accessibility, from 99% to 1%, effectively eliminating access to swimming pools for nearly the entire ward population. This highlights the critical role Forres Swimming Pool & Fitness Centre plays in providing swimming access to this area. The closure of Forres Swimming Pool & Fitness Centre would have a severe negative impact on access to fitness suites and swimming pools for the Forres ward, reducing accessibility for almost the entire population. The closure would leave Forres with only 1% access to both fitness suites and swimming pools, significantly affecting residents' ability to engage in physical activities. However, sports hall accessibility would remain unaffected. This demonstrates Page 396
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Page | 105 the essential role of Forres Swimming Pool & Fitness Centre in maintaining equitable access to key fitness and swimming facilities in the area. Forres House Community Centre Sports Halls: Current Situation: All wards enjoy 100% accessibility to sports halls, except Speyside Glenlivet, which has 99% access. Impact of Closure: There is no impact on sports hall accessibility with the closure of Forres House Community Centre, as all wards maintain 100% access to sports halls, showing that the facility does not significantly affect access to this type of amenity. Lossiemouth Sports & Community Centre Fitness Suites: Current Situation: Fitness suite accessibility is high across all wards, with most wards, such as Elgin City South, Elgin City North, and Buckie, showing 100% access. The lowest accessibility is in Speyside Glenlivet, at 79%. Impact of Closure: There is no significant change in fitness suite accessibility across the wards. All wards maintain their original levels of accessibility, including Forres, which continues at 98%, and Speyside Glenlivet, which stays at 79%. Sports Halls: Current Situation: All wards have excellent access to sports halls, with all but Speyside Glenlivet showing 100% accessibility (Speyside Glenlivet at 99%). Impact of Closure: Again, there is no noticeable change in sports hall accessibility. All wards, including Forres, maintain their levels of access, meaning that the Lossiemouth High School facilities are not crucial to overall sports hall accessibility. Swimming Pools: Current Situation: Swimming pool access remains strong across most wards, with Elgin City South, Elgin City North, and Buckie showing 100% Page 397
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Page | 106 access. Forres is at 99%, while Speyside Glenlivet and Fochabers Lhanbryde show slightly lower access at 83% and 78%, respectively. Impact of Closure: Similar to the other facilities, there is no impact on swimming pool accessibility across the wards. Forres and other wards continue with their previous levels of accessibility, with no changes in access percentages. The closure of Lossiemouth Sports & Community Centre facilities does not affect the accessibility levels for fitness suites, sports halls, or swimming pools in any of the council wards. Accessibility remains the same across the Moray area, meaning the Lossiemouth Sports & Community Centre facilities are not critical for maintaining overall accessibility to these facilities within a 15-minute drive for the population. Keith Sports & Community Centre Fitness Suites: Current Situation: Fitness suite accessibility is high across all wards, with most wards, such as Elgin City South, Elgin City North, and Buckie, showing 100% access. The lowest accessibility is in Speyside Glenlivet, at 79%. Impact of Closure: Accessibility is notably reduced in Keith and Cullen and Speyside Glenlivet. In Keith and Cullen, the accessibility drops from 96% to 83%, and in Speyside Glenlivet, it falls from 79% to 76%. Other wards remain unaffected, maintaining 100% or near 100% accessibility levels. Sports Halls: Current Situation: All wards have excellent access to sports halls, with all but Speyside Glenlivet showing 100% accessibility (Speyside Glenlivet at 99%). Impact of Closure: The closure of Keith Sports and Community Centre does not significantly impact the accessibility of sports halls, as all other wards, including Keith and Cullen, maintain 100% accessibility except for Speyside Glenlivet which stays at 99%. Swimming Pools: Current Situation: Swimming pool access remains strong across most wards, with Elgin City South, Elgin City North, and Buckie showing 100% Page 398
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Page | 107 access. Forres is at 99%, while Speyside Glenlivet and Fochabers Lhanbryde show slightly lower access at 83% and 78%, respectively. Impact of Closure: The impact on swimming pool accessibility is more pronounced. In Keith and Cullen, the accessibility plummets from 96% to 36%, while in Fochabers Lhanbryde it drops from 83% to 65%. In Speyside Glenlivet, accessibility decreases from 78% to 75%, and other wards such as Elgin and Buckie retain full access. The closure of Keith Sports and Community Centre would have a severe impact on swimming pool accessibility, especially for Keith and Cullen, which would experience a dramatic reduction in access. Fitness suite access would also decline moderately in Keith and Cullen, but sports halls would remain largely unaffected. Therefore, the closure of this centre would disproportionately affect access to swimming pools, especially for more rural wards like Keith and Cullen. Buckie Swimming Pool and Fitness Centre Fitness Suites: Current Situation: Fitness suite accessibility is high across all wards, with most wards, such as Elgin City South, Elgin City North, and Buckie, showing 100% access. The lowest accessibility is in Speyside Glenlivet, at 79%. Impact of Closure: Buckie Ward's access would drop dramatically from 100% to 37%, creating a significant gap in the local population's access to fitness suites. Keith and Cullen would also see a decline in access, falling from 96% to 68%. Other wards would remain unaffected, maintaining high accessibility rates between 98% and 100%. Sports Halls: Current Situation: All wards have excellent access to sports halls, with all but Speyside Glenlivet showing 100% accessibility (Speyside Glenlivet at 99%). Impact of Closure: The accessibility to sports halls remains largely unaffected across most wards, with minimal change. Swimming Pools: Current Situation: Swimming pool access remains strong across most wards, with Elgin City South, Elgin City North, and Buckie showing 100% Page 399
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Page | 108 access. Forres is at 99%, while Speyside Glenlivet and Fochabers Lhanbryde show slightly lower access at 83% and 78%, respectively. Impact of Closure: The closure of Buckie Swimming Pool and Fitness Centre facilities would significantly impact access to swimming pools. Buckie Ward’s accessibility would decrease sharply from 100% to 0%. The Keith and Cullen Ward would also experience a reduction from 96% to 68%. Fochabers Lhanbryde would decrease from 83% to 65%. The closure of Buckie Swimming Pool and Fitness Centre facilities would primarily affect access to fitness suites and swimming pools in the Buckie, Keith, and Cullen areas. With Buckie Ward facing a significant reduction in fitness suite access (100% to 37%) and swimming pool access (100% to 0%), residents of these wards would likely face challenges in finding comparable nearby facilities. While sports hall access remains largely unchanged, the overall fitness and swimming accessibility in Buckie Ward would experience a sharp decline, emphasising the importance of these facilities for local community health and fitness. Speyside Sports and Community Centre Fitness Suite Accessibility: Current Situation: 79% of the population in Speyside Glenlivet have access to a fitness suite within a 15-minute drive. Impact of Closure: Accessibility drops drastically to 18%, indicating a sharp reduction in service availability and leaving a large portion of the ward underserved. Sports Hall Accessibility: Current Situation: 99% of the Speyside Glenlivet population can access a sports hall within a 15-minute drive. Impact of Closure: This remains at 99%, showing no impact on overall sports hall accessibility within this ward. Swimming Pool Accessibility: Current Situation: 78% of the Speyside Glenlivet population can access a swimming pool within a 15-minute drive. Page 400
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Page | 109 Impact of Closure: Accessibility plummets to 16%, which represents a critical reduction in swimming pool availability for the ward. The closure of Speyside Sports and Community Centre facilities would particularly affect access to fitness suites and swimming pools in Speyside Glenlivet, leaving a large portion of the population without nearby options. This could result in significant challenges for residents in accessing key fitness and leisure services, especially swimming pools and fitness suites, exacerbating inequalities in service availability across the Moray area. Moray Sports Centre Fitness Suites: Current Situation: Accessibility levels range from 79% to 100% across the wards. Impact of Closure: The accessibility levels remain exactly the same, with no reductions or changes. Sports Halls: Current Situation: Accessibility levels range from 99% to 100%. Impact of Closure: There are no changes in accessibility, indicating that the closure of Moray Sports Centre would not affect access to sports halls. Swimming Pools: Current Situation: Accessibility levels range from 78% to 100%. Impact of Closure: Accessibility levels also remain unchanged as Moray Sports Centre do not have a swimming pool within their leisure provision. There is no difference in accessibility levels to fitness suites, sports halls, or swimming pools if Moray Sports Centre were to close. The population across all council wards maintains the same level of access across all facilities, even without the presence of the Moray Sports Centre. This suggests that other facilities in the area provide sufficient coverage to ensure minimal disruption to accessibility. Page 401
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Page | 110 Conclusion The analysis highlights that certain venues play a pivotal role in maintaining high accessibility to facilities, while others have a more marginal impact. For example, Moray Leisure Centre and Forres Swimming Pool & Fitness Centre closures would drastically reduce access to swimming pools and fitness suites, particularly in more urban areas like Elgin City South, Elgin City North, and Forres. In contrast, closures like Lossiemouth Sports & Community Centre, Forres House Community Centre and Moray Sports Centre show minimal to no impact on accessibility, indicating that alternative facilities in these areas adequately cover demand. The venues with the most significant impact on accessibility, particularly for swimming pools and fitness suites, are Keith Sports & Community Centre, Buckie Swimming Pool & Fitness Centre, and Speyside Sports & Community Centre, where closures would substantially reduce service availability for rural wards such as Speyside Glenlivet and Keith and Cullen. 10.1.6 Overall Conclusion The accessibility analysis of sports and leisure facilities across Moray reveals several key insights, providing a clear picture of how well-served the population is across various council wards, particularly with respect to fitness suites, sports halls, and swimming pools. The findings highlight a significant variation in accessibility, especially between urban and rural wards, and underscore the critical role certain facilities play in maintaining high levels of access. Sports Halls: Sports halls consistently show the highest levels of accessibility, with nearly all wards achieving 100% access within a 15-minute drive. Even rural areas like Speyside Glenlivet exhibit high accessibility rates (99%). This suggests that sports halls are well-distributed across Moray, ensuring that both urban and rural populations are well-served by these facilities. It is also important to note that where rationalisation may involve the loss of sports hall provision, the impact may be less than anticipated due to the existence of other community facilities such as village halls and primary schools. Page 402
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Page | 111 Fitness Suites: Fitness suite accessibility is generally high across the region, with urban wards such as Elgin City South, Elgin City North, and Buckie showing 100% accessibility within a 15-minute drive. However, rural wards like Speyside Glenlivet experience lower accessibility rates (79%), highlighting a disparity in service provision between urban and rural areas. The data suggests a need for targeted efforts to improve access in more remote wards. Swimming Pools: Swimming pools present the most varied levels of accessibility. Urban areas like Elgin City South, Elgin City North, and Buckie enjoy 100% accessibility within a 15- minute drive, but rural wards such as Speyside Glenlivet (78%) and Fochabers Lhanbryde (83%) show lower accessibility levels. This disparity indicates potential gaps in provision, particularly for swimming pools, in more rural areas of Moray. Impact of Venue Rationalisation: The analysis of potential facility closures reveals that certain venues play a pivotal role in maintaining accessibility. The closure of Moray Leisure Centre and Forres Swimming Pool and Fitness Centre would drastically reduce access to fitness suites and swimming pools, particularly in urban wards like Elgin City and Forres, where accessibility rates would drop by over 50%. This would also disproportionately impact on individuals and families from the most deprived communities. In contrast, closures such as Lossiemouth Sports and Community Centre and Moray Sports Centre show minimal or no impact on accessibility, indicating that alternative facilities in these areas are sufficient to meet demand. Rural wards, especially Speyside Glenlivet and Keith and Cullen, would experience significant declines in accessibility if venues like Speyside Sports and Community Centre, Keith Sports and Community Centre, or Buckie Swimming Pool and Fitness Centre were closed. Overall, the analysis underscores the importance of maintaining key sports and leisure facilities, particularly in rural areas where accessibility is already lower. Targeted investment in these areas could help address existing disparities and ensure more equitable access to fitness, sports, and swimming facilities across all council wards in Moray. The closure of certain venues would have a disproportionate impact on rural communities, emphasising the need for careful consideration in any future rationalisation plans. Page 403
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Page | 112 10.1.7 Analysis of Population Growth and its Implications Table 11-4 indicates that up to 5,218 housing units1 may be constructed across the Moray Council wards by 2034, bringing an estimated 13,045 new residents. This increase will consist of 1,565 primary school-aged children, 1,252 secondary school- aged children, and 10,227 preschool children and adults. The largest population increases will be in: Elgin City South (2,385 residents), Forres (2,155 residents), Fochabers Lhanbryde (2,005 residents). These areas are expected to see the most substantial demand for services, including sports and leisure facilities, given their significant population growth. Table 11-4 Housing Units and Population Estimates by Ward (2023-2034) Ward Housing Units to 2034 Primary School Secondary School Pre-School & Adults Total Elgin City South 954 286 229 1,870 2,385 Forres 862 259 207 1,690 2,155 Fochabers Lhanbryde 802 241 192 1,572 2,005 Buckie 772 232 185 1,513 1,930 Heldon And Laich 678 203 163 1,329 1,695 Elgin City North 481 144 115 943 1,203 Speyside Glenlivet 342 103 82 670 855 Keith And Cullen 327 98 78 641 818 Total 5,218 1,565 1,252 10,227 13,045 Table 11-5 shows that Moray’s population is expected to increase from 89,813 in 2022 to 102,858 by 2034, an increase of 13,045 residents across the region. The highest forecasted populations by 2034 will be in: Forres: 17,144 residents, Heldon and Laich: 15,279 residents, Elgin City South: 14,511 residents. Table 11-5 2022 Census Population and 2034 Forecasts 1 Moray Council Page 404
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Page | 113 Ward Census Population 2022 Housing Population increase to 2034 Forecasted Population 2034 Forres 14,989 2,155 17,144 Heldon And Laich 13,584 1,695 15,279 Elgin City South 12,126 2,385 14,511 Elgin City North 11,717 1,203 12,919 Buckie 10,086 1,930 12,016 Fochabers Lhanbryde 9,390 2,005 11,395 Keith And Cullen 9,252 818 10,070 Speyside Glenlivet 8,667 855 9,522 Total 89,813 13,045 102,858 Implications for Sports and Leisure Facility Provision Increased Demand for Facilities: o The most significant population increases are expected in Elgin City South, Forres, and Fochabers Lhanbryde. These areas will likely experience the highest latent demand for sports and leisure services, requiring expanded capacity or new facilities to accommodate growing communities. o Elgin City North, despite having a smaller increase (1,203 new residents), will still see its population rise to almost 13,000, suggesting sustained demand for existing facilities. o Speyside Glenlivet and Keith and Cullen, which are more rural areas, are projected to have smaller population increases, but any rationalisation of services in these areas could have a disproportionate impact on accessibility, given the limited alternative options. Latent Demand and Accessibility: Latent demand for sports and leisure facilities will be highest in areas experiencing rapid growth, especially if current facilities are already at capacity. For example, Elgin City South and Forres may require additional investments in multi-use facilities, fitness centres, or outdoor sports spaces to keep pace with demand. Heldon and Laich is expected to grow to over 15,000 residents, indicating a need for more accessible facilities, particularly if its geography makes travel to larger centres difficult. Page 405
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Page | 114 Accessibility will be a significant issue in Speyside Glenlivet and Keith and Cullen, where rural populations may already face challenges in accessing services. Although population growth here is modest, ensuring that these communities have equitable access to sports and leisure facilities is critical. Implications of Facility Rationalisation: Rationalising current sports and leisure facilities could have significant negative consequences, particularly in rural areas like Speyside Glenlivet and Keith and Cullen. Closing or consolidating facilities in these wards would likely increase travel distances for residents, reducing accessibility and potentially exacerbating health inequalities. In areas like Elgin City South and Forres, where populations are projected to grow rapidly, reducing facility provision would likely result in overcrowding, longer wait times, and decreased service quality. This could drive residents to seek services outside Moray, reducing local engagement and undermining the community-focused goals of leisure services. Rationalisation may be more feasible in areas with multiple facilities, such as Elgin. However, careful planning would be required to ensure that remaining facilities can absorb the increased demand without negatively affecting service delivery. Conclusion The projected population growth across Moray’s council wards, particularly in Elgin City South, Forres, and Fochabers Lhanbryde, suggests a substantial increase in demand for sports and leisure facilities by 2034. To meet this demand, Moray Council will need to consider expanding existing services, improving the accessibility of facilities, and potentially investing in new infrastructure in high-growth areas. For rural areas like Speyside Glenlivet and Keith and Cullen, maintaining current services will be critical to ensure that residents continue to have equitable access to sports and leisure opportunities. Any rationalisation of services would need to be carefully managed to avoid exacerbating access issues, particularly for vulnerable or underserved populations. In conclusion, the Moray Council should adopt a strategic approach that accounts for both population growth and geographic disparities to ensure that sports and leisure services remain accessible, sustainable, and capable of meeting the evolving needs of the community. Page 406
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Page | 115 Data Tables: Accessibility statistics, price benchmarking comparisons. Consultation Feedback: Summary of input from key stakeholders and community groups. Condition Surveys: Detailed breakdowns of condition survey findings for each facility. 10.2 Price Benchmarking 10.2.1 Introduction This analysis evaluates the pricing strategies of Moray Council's sports and leisure facilities, comparing them against benchmarks set by similar facilities managed by other Scottish local authorities and leisure trusts. The objective is to ascertain Moray Council's competitive positioning and uncover opportunities for strategic pricing adjustments that could enhance revenue generation. This exercise also aims to ensure that Moray facilities remain accessible and deliver satisfactory value to the community, aligning our services with both fiscal responsibility and public service commitment. 10.2.2 Methodology Methodology Data Collection: Prices for various facilities and services from Moray Council were systematically compared to data collected from other Scottish local authorities and leisure trusts. Facility Types Analysed: Included large sports halls, meeting rooms, swimming pools, gyms, and specialised class offerings. User Groups: Pricing data was segmented by different user groups, including adults, juniors, over 60s, and disabled patrons. Statistical Analysis: Calculated mean, minimum, and maximum charges across the sample; Analysed variances to identify discrepancies between Moray Council and the regional average. Visual Representation: Utilised bar graphs, line charts, and heat maps to visualise data and trends clearly. Page 407
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Page | 116 10.2.3 Detailed Analysis Sports Hall Hire: Adults: Priced at £47.75 per hour, significantly below the mean (£58.65). Given the sample size of 11, there is potential for increasing prices to better align with the regional average. Juniors/Over 60's: Currently £24.50 per hour, well below the mean of £38.57, with a sample size of 10 suggesting a consistent under-pricing trend across similar facilities. Figure 10-4 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. 10.2.4 Sports Hall Court Hire Adult Individual Entry: Priced at £6.00 per hour, slightly above the mean (£5.79). With a sample size of 12, this suggests Moray Council is closely aligned with regional averages, albeit on the higher side. Juniors/Over 60's Individual Entry: Currently £3.70 per hour, slightly below the mean of £3.99, with a sample size of 11 indicating a slight under-pricing compared to similar facilities. This positions Moray Council as offering more affordable access for these groups. Page 408
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Page | 117 Figure 10-5 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. 10.2.5 Membership Pricing: Individual Memberships: Currently priced at £24.00 per month, much lower than the mean of £33.35, with a high in the dataset of £59.99. Analysis: Potential for increasing membership fees to align closer to the average, enhancing revenue without reaching the top of the market. It should be noted that Moray Council membership price includes swimming lessons for adults and children. This is not included in other comparisons. Figure 10-6 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Page 409
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Page | 118 10.2.6 Swimming Facilities: Adult Swim: Priced at £6.40 per session, closely aligned with the mean (£5.81). With a sample size of 12, this suggests that Moray Council's pricing is competitive and well-matched to the regional average. Junior (5-17)/Over 60's: Currently priced at £3.20 per session, slightly below the mean of £3.42, with a sample size of 12. This indicates a modest underpricing trend, positioning Moray Council as providing affordable access to swimming facilities for juniors and seniors. Figure 10-7 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. 10.2.7 Meeting Room Usage: Medium (11-50 People): Priced at £13.75 per hour, considerably lower than the mean of £29.80, highlighting a major discrepancy in pricing strategy. Figure 10-8 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Page 410
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Page | 119 10.2.8 Swimming Lessons Adult Lesson: Priced at £8.50 per session, slightly above the mean (£8.24). With a sample size of 5, this indicates that Moray Council is slightly charging more than the average for adult swimming lessons, suggesting a competitive but slightly premium pricing strategy. Junior Lesson Block per Class: Currently priced at £6.40 per class, slightly below the mean of £7.16, with a sample size of 11. This suggests that Moray Council offers more affordable junior swimming lessons compared to regional averages, potentially driving higher accessibility and participation among younger swimmers. Key to note here is that although Moray Council is below the mean price for junior lessons, the majority of swimming lessons are paid as part of the individual membership price, discussed earlier. Figure 10-9 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. 10.2.9 Pool Hire Priced at £128.00 per hour, well above the mean (£87.09). With a sample size of 10, this indicates that Moray Council is charging significantly more than the average for general pool hire, suggesting a premium pricing strategy that might be limiting broader accessibility or affecting competitive positioning in the market. Page 411
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Page | 120 Figure 10-10 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. 10.2.10 Fitness Gyms Adult: Priced at £6.40 per session, below the mean (£7.63). With a sample size of 12, this suggests that Moray Council is underpricing adult gym sessions compared to regional averages, indicating potential for a price adjustment to align closer with the market. Junior (12-17): Priced at £4.30 per session, slightly below the mean (£4.42). With a sample size of 11, this demonstrates a consistent underpricing trend, suggesting room for minor adjustments to better match regional pricing. Registered Disabled: Priced at £4.30 per session, above the mean (£4.11). With a sample size of 10, Moray Council’s pricing for disabled gym users is competitively positioned, slightly above the average but still offering reasonable access. Figure 10-11 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Page 412
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Page | 121 10.2.11 Fitness Classes Priced at £6.40 per class, below the mean (£7.42). Given the sample size of 13, this indicates that Moray Council’s general fitness classes are priced lower than the regional average, suggesting a potential for incremental price increases to enhance revenue while remaining competitive. Figure 10-12 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Page 413
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Page | 122 10.2.12 Outdoor Pitches Outdoor Grass Pitches Full Football Pitch - Adult Teams: Priced at £75.00 per game, which is above the mean (£60.06). This suggests that Moray Council's pricing is on the higher end compared to regional averages, providing a competitive edge but potentially limiting broader accessibility. Full Football Pitch - Juvenile Teams: Priced at £27.50 per game, slightly below the mean (£29.20). This under-pricing trend provides affordable access for juvenile teams but indicates potential for a modest price adjustment to align more closely with regional norms. Figure 10-13 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Pavilion Only All Groups: Priced at £17.00 per session, just below the mean (£17.36). This slight under-pricing ensures the pavilion remains accessible to all groups, maintaining competitiveness without drastically undercutting market prices. Page 414
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Page | 123 Figure 10-14 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Astro Sports Pitches Full Size Pitch - Adult Teams: Priced at £69.00 per hour, below the mean (£76.58). This under-pricing could limit revenue potential, especially given the facility's capabilities and the high maximum observed in the market (£130.20). Full Size Pitch - Juvenile Teams: Priced at £34.50 per hour, significantly below the mean (£48.04). This large gap suggests a substantial under- pricing issue, providing excellent value but at the potential cost of revenue. Third Size Pitch - Adult Teams: Priced at £23.00 per hour, well below the mean (£43.81). This indicates a major under pricing strategy, potentially designed to increase usage but at a considerable loss in potential income. Third Size Pitch - Juvenile Teams: Priced at £11.50 per hour, significantly below the mean (£26.17). This extreme under pricing strategy enhances accessibility but may not adequately reflect the value of the facility. Page 415
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Page | 124 Figure 10-15 Graphs: Bar graph showing Moray's position relative to the lowest and highest charges. Page 416
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Page | 125 10.2.13 Recommendations Sports Hall Pricing Adjust Sports Hall Pricing: Consider a structured price increase for adult and junior usage to closer align with the regional mean, enhancing revenue without exceeding the top market prices. Revise Meeting Room Rates: Incremental rate adjustments for small and medium meeting rooms could bridge the gap between current charges and regional averages, potentially increasing revenue without impacting utilisation significantly. Membership Package Overhaul: Remove Lessons from Standard Packages: Encouraging separate monthly DD charges for adult and child swimming lessons could significantly increase session-based revenue. An alternative approach would be to retain the all-inclusive membership but bringing price point more in line with High Life Highland? (currently £26 for individual and £39.99 for family) Introduce Flexible Membership Options: Offering tiered memberships could cater to varying consumer needs and boost overall subscription rates. Review Adult Individual Entry Pricing: Consider maintaining the current pricing strategy as it is slightly above the mean, ensuring competitiveness without undervaluing the service. Monitor user feedback and participation rates to adjust if necessary, especially to respond to any shifts in market averages or competitor pricing strategies. Adjust Pricing for Juniors/Over 60's Individual Entry: Evaluate the potential for a slight increase to align closer to the mean, ensuring that any adjustments remain sensitive to the financial accessibility for these groups. Implement promotional campaigns or discounts during off-peak times to maintain high participation rates while adjusting base prices upwards. Page 417
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Page | 126 Outdoor Pitches Re-evaluate Pricing Strategy for Astro Pitches: Consider moderate price increases for both adult and juvenile teams across full, third, and half size pitches to better align with regional averages, enhancing revenue while still maintaining competitive pricing. Adjust Prices for Grass Areas and Pavilions: Minor adjustments to grass area pricing, especially for juvenile groups, could help balance the need for accessibility with fair market compensation. Monitor and Adjust Based on Usage: Regularly review the usage rates post- price adjustment to ensure that changes do not negatively impact overall facility utilisation. Engage Stakeholders: Solicit feedback from teams and groups using these facilities to gauge their price sensitivity and satisfaction, ensuring any pricing adjustments are well-received and justified. Ongoing Market Comparison: Regularly revisit the pricing structure in comparison to market changes. Given the dynamic nature of leisure services, staying responsive to market trends will be crucial. Use customer satisfaction and usage data to inform pricing strategies, ensuring that price adjustments correlate with perceived value and customer experience. Page 418
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Page | 127 10.2.14 Conclusion This benchmarking report provides a detailed look at Moray Council's pricing strategy across a variety of sports and leisure facilities. It highlights several key areas where pricing adjustments could align more closely with national averages, potentially boosting revenue without compromising the quality of service or accessibility. The recommendations suggested are intended to guide strategic decision-making to refine pricing models, enhance service offerings, and better meet the needs of our community. We recommend ongoing reviews and adjustments to Moray Council pricing strategies, informed by continuous market comparison and community feedback, to ensure our facilities remain both competitive and economically sustainable. Engaging with stakeholders and adjusting based on usage will be crucial in maintaining a balanced approach to community sports and leisure provision. Page 419
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Page | 128 10.3 Opening Hours Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday Venue Area Open Close Open Close Open Close Open Close Open Close Open Close Open Close Fitness Suite 09:00 AM 08:30 PM 09:00 AM 08:30 PM 07:30 AM 08:30 PM 09:00 AM 08:30 PM 07:30 AM 08:30 PM 08:30 AM 01:30 PM 08:30 AM 01:30 PM Sports Hall 06:00 PM 09:00 PM 06:00 PM 09:00 PM 06:00 PM 09:00 PM 06:00 PM 09:00 PM 02:00 PM 09:00 PM 09:00 AM 02:00 PM 09:00 AM 02:00 PM Swimming Pool 09:00 AM 08:45 PM 09:00 AM 08:45 PM 07:30 AM 08:45 PM 09:00 AM 08:15 PM 07:30 AM 08:45 PM 08:20 AM 02:30 PM 09:45 AM 02:00 PM Buckie Swim Pool & FC Venue 09:00 AM 09:00 PM 09:00 AM 09:00 PM 07:30 AM 09:00 PM 09:00 AM 09:00 PM 07:30 AM 09:00 PM 08:20 AM 02:30 PM 08:30 AM 02:00 PM School 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 09:00 AM 12:00 PMElgin Academy Venue 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 06:00 PM 10:00 PM 09:00 AM 12:00 PM Sports Centre 05:00 PM 09:30 PM 05:00 PM 09:30 PM 05:00 PM 09:30 PM 05:00 PM 09:30 PM 02:30 PM 09:30 PM 09:00 AM 12:30 PMElgin High School Venue 05:00 PM 09:30 PM 05:00 PM 09:30 PM 05:00 PM 09:30 PM 05:00 PM 09:30 PM 02:30 PM 09:30 PM 09:00 AM 12:30 PM Fitness Suite 07:00 AM 09:00 PM 07:00 AM 09:00 PM 09:00 AM 09:00 PM 07:00 AM 09:00 PM 07:00 AM 09:00 PM 08:00 AM 03:00 PM 09:00 AM 04:00 PM Swimming Pool 09:00 AM 08:45 PM 06:45 AM 08:45 PM 09:00 AM 08:45 PM 09:00 AM 08:45 PM 06:45 AM 08:45 PM 07:45 AM 12:30 PM 07:45 AM 01:30 PM Forres Swim Pool & FC Venue 07:00 AM 09:00 PM 06:45 AM 09:00 PM 09:00 AM 09:00 PM 07:00 AM 09:00 PM 06:45 AM 09:00 PM 07:45 AM 03:00 PM 07:45 AM 04:00 PM Fitness Suite 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 08:30 AM 02:00 PM 08:30 AM 02:00 PM Functional Training Room 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 08:30 AM 02:00 PM 08:30 AM 02:00 PM Swimming Pool 07:15 AM 08:45 PM 12:00 PM 08:45 PM 07:15 AM 08:45 PM 09:00 AM 08:45 PM 07:15 AM 08:45 PM 08:30 AM 12:30 PM 08:30 AM 12:30 PM Keith Sports & CC Venue 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 09:00 AM 09:00 PM 07:15 AM 09:00 PM 08:30 AM 02:00 PM 08:30 AM 02:00 PM Fitness Suite 09:00 AM 06:45 PM 09:00 AM 08:45 PM 06:30 AM 08:45 PM 09:00 AM 02:00 PM 09:00 AM 08:45 PM 07:30 AM 01:45 PM 09:15 AM 01:45 PM Swimming Pool 10:00 AM 09:00 PM 10:00 AM 09:00 PM 06:30 AM 09:00 PM 10:00 AM 09:00 PM 10:00 AM 09:00 PM 09:00 AM 02:00 PM 10:00 AM 02:00 PM Lossiemouth Sports & CC Venue 09:00 AM 09:00 PM 09:00 AM 09:00 PM 06:30 AM 09:00 PM 09:00 AM 09:00 PM 09:00 AM 09:00 PM 07:30 AM 02:00 PM 09:15 AM 02:00 PM Fitness Suite 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PMMilnes Academy Venue 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PM 04:00 PM 09:00 PM Fitness Suite 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 07:00 AM 07:00 PM 07:00 AM 07:00 PM Ice Rink 06:00 AM 08:00 PM 06:00 AM 08:00 PM 06:00 AM 08:30 PM 06:00 AM 11:00 PM 06:00 AM 09:00 PM 06:00 AM 06:00 PM 06:00 AM 06:00 PM Moray Leisure Centre Page 420
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Page | 129 Relaxation Suite 07:00 AM 10:00 PM 07:00 AM 10:00 PM 07:00 AM 09:00 PM 07:00 AM 10:00 PM 07:00 AM 10:00 PM 08:00 AM 07:00 PM 08:00 AM 07:00 PM Swimming Pool 06:00 AM 10:00 PM 06:00 AM 10:00 PM 06:00 AM 10:00 PM 06:00 AM 10:00 PM 06:00 AM 10:00 PM 07:00 AM 07:00 PM 07:00 AM 07:00 PM Teaching Pool 08:00 AM 07:00 PM 08:00 AM 09:00 PM 08:00 AM 09:00 PM 08:00 AM 08:00 PM 08:00 AM 07:00 PM 08:00 AM 07:00 PM 08:00 AM 07:00 PM Venue 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 11:00 PM 06:00 AM 07:00 PM 06:00 AM 07:00 PM Fitness Suite 05:30 PM 09:30 PM 04:30 PM 07:30 PM 06:45 PM 08:45 PM 05:30 PM 08:30 PM Spinning Classes 09:30 AM 10:45 AM 06:00 PM 06:30 PM Shand Centre Venue 09:30 AM 10:45 AM 05:30 PM 09:30 PM 04:30 PM 07:30 PM 06:00 PM 08:45 PM 05:30 PM 08:30 PM Climbing Wall 05:00 PM 09:00 PM 05:00 PM 09:00 PM 10:00 AM 02:00 PM 10:00 AM 02:00 PM Fitness Suite 03:30 PM 09:00 PM 03:30 PM 09:00 PM 03:30 PM 09:00 PM 03:30 PM 09:00 PM 01:30 PM 09:00 PM 09:00 AM 02:00 PM 09:00 AM 02:00 PM Swimming Pool 03:15 PM 09:00 PM 03:00 PM 09:00 PM 09:30 AM 09:00 PM 03:00 PM 09:00 PM 01:30 PM 09:00 PM 09:00 AM 02:00 PM 09:00 AM 02:00 PM Speyside Sports & CC Venue 03:15 PM 09:00 PM 03:00 PM 09:00 PM 09:30 AM 09:00 PM 03:00 PM 09:00 PM 01:30 PM 09:00 PM 09:00 AM 02:00 PM 09:00 AM 02:00 PM Forres House Community Centre Venue 09:00 AM 10:00 PM 09:00 AM 10:00 PM 09:00 AM 10:00 PM 09:00 AM 10:00 PM 09:00 AM 10:00 PM 09:00 AM 03:00 PM Page 421
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Page | 130 Opening Hour KPIs It should be noted that a large % of the opening hours through the week in the Council facilities are ring fenced for school use so no income. Venue Weekly Opening Hours Moray Leisure Centre 111.00 Forres Swim Pool & FC 84.00 Keith Sports & CC 76.25 Forres House Community Centre 76.00 Buckie Swim Pool & FC 74.67 Lossiemouth Sports & CC 73.75 Speyside Sports & CC 46.75 Elgin High School 28.50 Milnes Academy 25.00 Elgin Academy 23.00 Shand Centre 14.00 Venue Income per opening hour Moray Leisure Centre £474 Forres Swim Pool & FC £111 Keith Sports & CC £89 Buckie Swim Pool & FC £85 Lossiemouth Sports & CC £83 Speyside Sports & CC £51 Forres House Community Centre £13 Venue Deficit per opening hour Moray Leisure Centre £66 Forres House Community Centre £47 Speyside Sports & CC £42 Buckie Swim Pool & FC £42 Keith Sports & CC £15 Forres Swim Pool & FC £12 Lossiemouth Sports & CC £2 Venue Staffing Costs per opening hour Moray Leisure Centre £365 Buckie Swim Pool & FC £84 Speyside Sports & CC £83 Forres Swim Pool & FC £81 Keith Sports & CC £78 Lossiemouth Sports & CC £76 Page 422
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Page | 131 Forres House Community Centre £30 Venue Property Costs per opening hour Moray Leisure Centre £101 Buckie Swim Pool & FC £34 Forres Swim Pool & FC £33 Forres House Community Centre £27 Keith Sports & CC £19 Lossiemouth Sports & CC £3 Speyside Sports & CC £2 10.4 Venue Usage Venue 2019/20 2020/21 2021/22 2022/23 2023/24 Moray Leisure Centre 442,014 508,592 542,177 Buckie Swim Pool & FC 98,735 20,251 92,137 109,654 110,759 Forres Swim Pool & FC 108,430 22,757 84,059 104,801 106,949 Keith Sports & CC 85,958 16,643 73,108 85,225 95,544 Lossiemouth Sports & CC 73,337 10,956 50,126 61,547 64,593 Speyside Sports & CC 36,044 5,517 34,026 35,794 29,974 Elgin Community Centre 20,408 5,763 46,793 37,523 27,356 Office - For Fit Life Car 12,699 9,128 46,421 35,952 26,132 Forres Community Centre 12,997 3,729 10,102 35,958 30,686 Elgin High Pitches 12,694 18,898 17,182 17,908 Buckie Pitches 7,172 11,858 16,302 15,620 Elgin High Sports Fac 6,518 611 20,104 13,221 5,986 Milne`s Fitness Room 9,076 673 14,190 11,938 9,717 Keith Pitches 4,752 9,460 9,658 12,606 Speyside Pitches 3,894 10,208 8,954 10,120 Lossiemouth Pitches 2,772 4,730 10,890 12,848 Elgin A Pitches 2,662 4,026 4,356 4,752 Milne`s High School Facil 15,110 Forres Pitches 1,122 2,662 4,158 2,838 Moray Hydrotherapy Pool 1,468 -2 2,066 3,726 2,266 Sports Development 4,094 337 1,769 1,733 722 Elgin Pitches 2,772 1,584 1,562 1,452 Milnes Pitches 506 396 2,310 2,178 Speyside Pitches 1,298 1,034 1,408 1,342 Lossie Astro Pitch 2,009 1,422 Miscellaneous 1,630 738 721 Keith Pitches 550 176 352 374 Aberlour Synthetic Pitch -1 683 288 452 Forres Outdoor Sports Fac 3 105 62 843 314 Page 423
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Page | 132 Venue 2019/20 2020/21 2021/22 2022/23 2023/24 Buckie Synthetic Pitch 566 120 306 Buckie Pitches 198 132 242 88 Keith Synthetic Pitch 21 -3 228 69 4 Active Schools 105 186 3 Milnes Library 53 76 76 20 School Lets 27 0 9 25 30 Speyside Lunch Club 52 Lossiemouth Outdoor Sport 1 1 26 18 Keith Outdoor Sports Fac 64 151 -176 0 Elgin Outdoor 7 7 4 2 Duke Of Edinburgh Awards 9 Buckie Outdoor Sports Fac 1 7 Dufftown Community Centre 3 M L C General 2 Total 525,506 96,576 985,676 1,127,068 1,138,276 Cost Centre 2023/24 Usage 2023/24 Usage % Moray Leisure Centre 542,177 47.63% Buckie Swim Pool & FC 110,759 9.73% Forres Swim Pool & FC 106,949 9.40% Keith Sports & CC 95,544 8.39% Lossiemouth Sports & CC 64,593 5.67% Forres Community Centre 30,686 2.70% Speyside Sports & CC 29,974 2.63% Elgin Community Centre 27,356 2.40% Office - For Fit Life Car 26,132 2.30% Elgin High Pitches 17,908 1.57% Buckie Pitches 15,620 1.37% Lossiemouth Pitches 12,848 1.13% Keith Pitches 12,606 1.11% Speyside Pitches 10,120 0.89% Milne`s Fitness Room 9,717 0.85% Elgin High Sports Fac 5,986 0.53% Elgin A Pitches 4,752 0.42% Forres Pitches 2,838 0.25% Moray Hydrotherapy Pool 2,266 0.20% Milnes Pitches 2,178 0.19% Elgin Pitches 1,452 0.13% Lossie Astro Pitch 1,422 0.12% Speyside Pitches 1,342 0.12% Sports Development 722 0.06% Miscellaneous 721 0.06% Page 424
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Page | 133 Aberlour Synthetic Pitch 452 0.04% Keith Pitches 374 0.03% Forres Outdoor Sports Fac 314 0.03% Buckie Synthetic Pitch 306 0.03% Buckie Pitches 88 0.01% School Lets 30 0.00% Milnes Library 20 0.00% Lossiemouth Outdoor Sport 18 0.00% Keith Synthetic Pitch 4 0.00% M L C General 2 0.00% Keith Outdoor Sports Fac 0 0.00% Total 1,138,276 100% 10.5 Membership Subscriptions Subscriptions Type Members % Fitlife - Fam+2 DD 6886 43% Fitlife - Fam+2 Rlx DD 2625 16% Fit Life Family DD Card 2354 15% Fit Life DD Card 1192 7% Fitlife - Indv Direct Deb 1042 6% Fitlife - Fam+1 DD 728 5% Fitlife - Indv Rlx DD 401 2% Fit Life DD Fam 1 Adult 297 2% Fitlife - Fam+1 Rlx DD 245 2% Skate Pass Dd 181 1% Fitlife - Fam +2 Annual 75 0% Fitlife - Ind Annual 31 0% Fitlife - Fam +1 Annual 29 0% Fitlife - Fam+2 Rlx Ann 28 0% Fit Life Family Ann Card 25 0% Fitlife - Ind+ Rlx Annual 9 0% Fit Life DD Ind 0.00 5 0% Fit Life Fam Ann 1 Adult 5 0% Fit Life DD Family 0.00 1 0% Total 16159 100% Page 425
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SECTION C: LEISURE FACILITIES REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE C1 Fit Life £1,560.020 C1a. C1b. Membership cards Individual – 12 months Individual – monthly direct debit Family (1 adult) – 12 months Family (1 adult) – monthly direct debit Family (2 adults) – 12 months Family (2 adults) – monthly direct debit £ £288 £24 £384 £32 £408 £34 £300 £25 £396 £33 £444 tbc £37 tbc April 2024 April 2024 April 2024 C1c. 35 Day Membership £37 £38 April 2024 Remove C1d. Visitor membership for minimum of 7 days 7-day minimum £14.00 28-day maximum £56.00 April 2024 C1e. Corporate Membership Extended for further 12 month trial 12mths for the price of 10mths (ie for an individual this would be £250 for a year’s membership instead of £300) NEW Item 10. Page 427
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE C2 Swimming Pools C2a. Swimming Adult Swim / aqua aerobics / activity class Junior swim aged 5 – 17 / over 60s Baby/toddler swim (0-4 years old) Registered Disabled +one carer £113,090 £566 £17,509 £1,165 £6.40 £3.20 Free £3.20 £6.40 £3.40 Free £3.40 April 2024 C2b. Swimming Lessons Adult Lesson Junior Lesson block (8 weeks) Holiday Crash Course (5 x daily lessons) Parent and Child Class (1 adult & 1 child) Individual junior lesson (30 minutes for 1 child) Additional needs child individual lesson (30 minutes for 1 child) £39,405 £8.50 £51.20 £32 £6.40 £19.20 £10.60 £8.50 £56.00 £35.00 £7.00 £20.00 £14.00 April 2024 C2c. Pool Hire General (Buckie, Forres, Keith) General (Lossiemouth) General (Speyside) Pool Hire with inflatable (Buckie, Forres, Keith) £97,122 Per hour £128 £100 £80 £138 Per hour £128 £100 £80 £145.00 April 2024 Page 428
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE Pool Hire with inflatable (Speyside) Club Hire (Buckie, Forres, Keith) Club Hire (Lossiemouth) Club Hire (Speyside) Club hires are exempt from VAT if a series booking £35,299 £95 £55 £45 £40 £100.00 £60.00 £47.00 £42.00 C2d. Health Suite Sauna & Steam £nil Use of health suite included in admission cost. Use of health suite included in admission cost C3 Indoor Facilities All charges are inclusive of VAT, if applicable C3a. Fitness Rooms User induction course (Free with Fit Life Membership) Fitness Room (1 hour) Adult Junior, over 60’s, Registered Disabled Activity Class Physical Activity for Health class (exercise referral) £ £25 £6.40 £4.30 £4.30 £6.40 £4.30 £25 £7.00 £4.50 £4.30 £7.00 £5.00 April 2020 April 2024 Page 429
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE C3b C3b 1 C3b 2 C3b 3 Speyside Sports & Community Centre – indoor climbing wall Climbing Adult climb Junior climb (up to 17 years) Over 60s concession Registered disabled + one carer Climbing lessons Adult lesson block (8 weeks) Junior lesson block (8 weeks) Climbing wall hire (per hour) Within normal opening hours Outwith normal opening hours (as above plus per hour) £20,731 £8.50 £6.40 £6.40 £6.40 Costs according to type and duration of class £42.50 £23.50 £9.00 £7.00 £7.00 £7.00 Costs according to type and duration of class £45.00 £25.00 April 2024 C4 Outdoor Sports C4a. Multi Sports Area Multi Sports Area for 5-a-side football (3 courts) per hour Now open-plan – free access Now open-plan – free access April 2017 C4b. Pavilions and Pitches Football and School sports field with changing rooms Adult Teams per Game Juvenile Teams (Under 17) per Game £ £75 £27.50 £75.00 £27.50 April 2024 Page 430
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE C4c. Pavilion and / or grassed areas for training (football and rugby) and School sports fields without changing rooms Adult groups – per session Juvenile Groups – per session Session times are for morning / afternoon / evening £42.50 £15 £42.50 £15.00 April 2024 Astro Sports Pitches £60,509 C4e. Aberlour, Buckie, Elgin High, Lossiemouth, Fochabers Full Size pitch Adult Teams per hour Juvenile Teams per hour Third size pitch Adult Teams per hour (1 x pitch) Juvenile Teams per hour (1 x pitch) £69 £34.50 £23 £11.50 £76 £38 £27.60 £14.00 April 2024 C4f. Elgin Academy and Keith Full Size pitch Adult Teams per hour Juvenile Teams per hour Half Size pitch Adult Teams per hour Juvenile Teams per hour £69 £34 £35 £17 £76 £38 £38 £19 Page 431
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE C5. School facilities £27,759 C5a. Meeting Room – per hour Community (small – capacity 1-10 people) Community (medium – capacity 11-50 people) Community (large – capacity 51+ people) Private/commercial (small – capacity 1-10 people) Private/commercial (medium – capacity 11-50 people) Private/commercial (large – capacity 51+ people) Requests for bookings can be considered out-with normal hours at an additional cost per booking per hour £ £10.75 £13.75 £19.25 £21.25 £27.50 £38 £23.50 £12.00 £15.50 £21.50 £23.80 £30.80 £42.50 £25.00 April 2024 C5b. Sports/Assembly Hall – per hour Small hall Standard rate Junior / over 60s Large hall Standard rate Junior / over 60s . Included above £24.50 £12.75 £47.75 £24.50 £27.00 £14.25 £52.50 £27.00 April 2024 Page 432
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REF SERVICE CODE S/M/SD BUDGET 2024/25 CHARGE 2024/25 CHARGE 2025/26 DATE OF LAST CHANGE Requests for bookings can be considered out-with normal hours at an additional cost per booking per hour £23.50 £25.00 C9 Community Centres C9a Admission Charges per hour Adult Junior aged 5-17 Over 60s Registered Disabled + one carer £13,846 £6 £3.70 £3.70 £3.70 £6.40 £4.00 £4.00 £4.00 April 2024 C9b C9c Shower Use of photocopier (A4 black and white) £172 £2.75 Please See Section A18 £3.00 Please See Section A18 April 2024 Page 433
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Sport, Leisure, Physical Activity & Wellbeing Services The following is the aspirational strategic direction for Moray, which would build on the foundation of the basic provision of these principles that is in place currently. Core Essential Requirements for Sport, Leisure, Physical Activity & Wellbeing Services The core expectations of future service provision are: - provision of a range of activities and opportunities to be physically active - affordable, accessible, welcoming and supportive to the wellbeing of all in the community (individuals and groups) - provision of indoor and outdoor space for activity, learning and connection - well trained enthusiastic workforce to ensure current and future high quality services Priorities for Future Service - Sport, leisure, physical activity and wellbeing services are resilient and sustainable for the future - Transition to service focused on active well-being with strengthened connections to health and maximise prevention - Increase social value with focus on reducing health inequalities and adding value to society - Private, public & voluntary sector working collectively on a whole system co- ordinated approach for physical activity in its widest sense Principles to Underpin Future Design 1. Accessibility to maximise active well-being and community value within funding parameters 2. Environmentally sustainable, low carbon and energy efficient facilities 3. Use technology and digital solutions to extend and enhance the reach of services 4. Offer a range of activities to appeal to all users, with particular focus on young people, health improvement and addressing inequalities 5. Enhance involvement and collective responsibility with partners and communities to deliver, develop and broaden sport, leisure, physical activity & wellbeing opportunities Item 10. Page 435
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