Agenda Document Pack - Economic Development and Infrastructure Services Committee - 03/09/2024
Moray Council · 3 September 2024
Back to Economic Development and Infrastructure Services Committee — 3 September 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Economic Development and Infrastructure Services Committee Tuesday, 03 September 2024 NOTICE IS HEREBY GIVEN that a Meeting of the Economic Development and Infrastructure Services Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 03 September 2024 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 9 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 Minute of meeting dated 18 June 2024 7 - 12 5 Written Questions ** 6 Review of Out of Area Burial Charges and Update on Cemetery Management Report by Depute Chief Executive (Economy, Environment and Finance) 13 - 22 7 Moycroft Depot Project Report by Depute Chief Executive (Economy, Environment and Finance) 23 - 48 Page 1
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8 Environmental and Commercial Services and Economic Growth and Development Services (Economic Development) Revenue and Capital Budget Monitoring to 30 June 2024 Report by Depute Chief Executive (Economy, Environment and Finance) 49 - 58 Item(s) which the Committee may wish to consider with the Press and Public excluded 9 Industrial Portfolio Annual Report 2023-24 [Para 8 and 9] • 8 & 9. Information on proposed terms and/or expenditure to be incurred by the Authority; Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services at least 48 hours before the meeting for which the report is published. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Information Report - Nature Restoration Fund 2023-24 Update Report by Depute Chief Executive (Economy, Environment and Finance) 59 - 66 Information Report - Highland and Moray Local Space Cluster Report by Depute Chief Executive (Economy, Environment and Finance) 67 - 70 Information Report - List of Property Transactions concluded under Delgated Authority Report by Depute Chief Executive (Economy, Environment and Finance) 71 - 86 Page 2
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Summary of Economic Development and Infrastructure Services Committee functions: Roads Authority; Lighting Authority, Reservoirs Act 1975, Public Passenger Transport; Flood Prevention; Twinning; Piers and Harbours and Coast Protection; Industrial and Commercial Development; Environmental Protection; Burial Grounds; Assistance to Industry or Commerce; Public Conveniences; Council Transportation; Catering & Cleaning; Land Reform (Scotland) Act 2003; Countryside Amenities; Tourism, monitoring funding from European Programmes, youth training and employment creation scheme and provide Architectural, Quantity Surveying, Maintenance and Allied Property Services. 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 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be tabled at the start of the relevant section of the meeting. The Member who has put the question may, after the answer has been given, ask one supplementary question directly related to the subject matter, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Economic Development and Infrastructure Services Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Amber Dunbar (Depute Chair) Councillor Peter Bloomfield (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Paul McBain (Member) Councillor Shona Morrison (Member) Councillor John Stuart (Member) Councillor Draeyk van der Horn (Member) Councillor Sonya Warren (Member) Clerk Name: Lissa Rowan Clerk Telephone: 07765 741754 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Economic Development and Infrastructure Services Committee Tuesday, 18 June 2024 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Peter Bloomfield, Councillor John Cowe, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Graham Leadbitter, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor John Stuart, Councillor Draeyk van der Horn, Councillor Sonya Warren APOLOGIES Councillor John Divers IN ATTENDANCE Head of Housing and Property Services, Head of Environmental and Commercial Services, Acting Head of Economic Growth and Development, Legal Services Manager and Mrs L Rowan, Committee Services Officer as Clerk to the Committee. 1 Chair Councillor Macrae, being Chair of the Economic Development and Infrastructure Services Committee, chaired the meeting. 2 Pre-election Statement The Chair reminded the Committee of the pre-election period and subsequent restrictions on the Council publishing material showing support for a particular political party and that, as the meeting was webcast, should the debate become political, he, as Chair, may need to intervene. This was noted. 3 Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 of the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. With regard to Item 10 "Consultation Response Hitrans Draft Regional Transport Strategy", for transparency, Councillor Dunbar stated that she was Depute Chair of Hitrans. Item 4 Page 7
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4 Minute of meeting dated 30 April 2024 The Minute of the meeting of the Economic Development and Infrastructure Services Committee dated 30 April 2024 was submitted and approved. 5 Written Questions The Committee noted that no written questions had been submitted. 6 Order of Business In terms of Standing Order 29, the Chair sought the agreement of Committee to vary the order of business and consider Item 7 "Performance Report (Economic Growth and Development) - Period to March 2024" and Item 8 "Performance Report (Environmental and Commercial Services) - Period to March 2024" as the first 2 substantive items of business. This was agreed. 7 Performance Report (Economic Growth and Development) - Period to March 2024 Under reference to paragraph 5 of the Minute of the meeting of Moray Council dated 7 August 2019, a report by the Depute Chief Executive (Economy, Environment and Finance) informed the Committee of the performance of the Economic Growth and Development Service for the period to 31 March 2024. The Committee joined the Chair in commending the Business Gateway Service for their performance despite the challenges faced and thereafter unanimously agreed to note: i) performance in the areas of Service Planning, Service Performance and other related data to the end of March 2024; ii) the actions being taken to improve performance where required. 8 Performance Report (Environmental and Commercial Services) - Period to March 2024 Under reference to paragraph 5 of the Minute of the meeting of Moray Council dated 7 August 2019, a report by the Depute Chief Executive (Economy, Environment and Finance) informed the Committee of the performance of the Environmental and Commercial Service for the period to 31 March 2024. During discussion surrounding the performance of the various services, the Committee joined the Chair in commending members of the Harbour staff for continuing to provide a service whilst awaiting completion of the new Harbour Office and welcomed the regeneration of Buckie Harbour. Further commendation was given for the work undertaken in developing the M Connect Bus Service which had received positive feedback from local communities. It was also noted that Moray Council had ranked highest amongst other Scottish Local Authorities in Page 8
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relation to recycled household waste and the Committee joined the Chair in commending the Environmental Protection/Waste Service for their efforts in this regard. Thereafter, the Committee unanimously agreed to note: i) performance in the areas of Service Planning, Service Performance and other related data to the end of March 2024; ii) the actions being taken to improve performance where required. 9 Economy, Environment and Finance Service Plans 2024-25 Under reference to paragraph 5 of the Minute of the meeting of Moray Council dated 28 February 2024, a report by the Depute Chief Executive (Economy, Environment and Finance) presented the Committee with the Service Plans for Economy, Environment, and Finance for the year 2024-25. It was noted that the Financial Services Plan had already been discussed at the Corporate Committee on 11 June 2024. The Housing and Property Services Plan is scheduled for review at the Housing and Community Safety Committee on 25 June 2024, while the Economic Growth and Development Services Plan will also be considered at the same committee on 25 June 2024, and later at the Planning and Regulatory Services Committee on 13 August 2024, in accordance with their respective remits. Following consideration, the Committee, as per its remit and noting that further scrutiny would take place at both the Housing and Community Safety Committee and the Planning and Regulatory Services Committee, unanimously agreed to approve the Service Plans for Economic Growth and Development, Housing and Property Services and Environmental and Commercial Services. 10 Environmental and Commercial Services and Economic Growth and Development Services (Economic Development) Revenue and Capital Budget Monitoring to 31 March 2024 Under reference to paragraph 5 of the Minute of the meeting of Moray Council dated 1 March 2023, a report by the Depute Chief Executive (Economy, Environment and Finance) informed the Committee of the current position regarding Environmental and Commercial Services and Economic Growth and Development Services (Economic Development) Revenue and Capital Budgets. Following consideration, the Committee unanimously agreed to note the budget monitoring report for the period to 31 March 2024 (QTR 4). 11 Road Safety Plan to 2030 Under reference to paragraph 6 of the Minute of the meeting of this Committee dated 14 November 2023, a report by the Depute Chief Executive (Economy, Environment and Finance) sought approval of the draft Moray Road Safety Plan to 2030 which had been subject to further stakeholder consultation, including Community Councils. Page 9
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Following consideration, the Committee unanimously agreed to: i. note the outcome of the stakeholder consultation and changes made to the draft Road Safety Plan to 2030; and ii. approve the revised Road Safety Plan to 2030 as set out in Appendix 1 of the report. 12 Consultation Response Hitrans Draft Regional Transport Strategy Under reference to paragraph 5 of the Minute of the meeting of this Committee dated 14 November 2023, a report by the Depute Chief Executive (Economy, Environment and Finance) informed the Committee of the recently published draft Hitrans Regional Transport Strategy and the consultation for the draft strategy. During discussion, Councillor Dunbar noted an omission in the Council's consultation response in relation to support for the full dualling of the A9 and A96, with early prioritisation of the Elgin and Keith bypasses to dual carriageway standards and suggested the following wording, in line with a statement she had released in November 2023 as Depute Chair of Hitrans, which was subsequently agreed by the Committee: “The long standing commitment to dual the A96 should be delivered. In particular, bypassing Elgin, Keith and Nairn would vastly improve the connectivity between towns, tackle congestion in town centres and address safety and environmental concerns. The council remains of the view that the Elgin, Keith and Nairn bypasses will only be fully effective if they are dual carriageway. This is the only way to ensure the road safety and strategic connectivity benefits of the scheme can be realised”. During further discussion, it was noted that the Council strongly agreed with Policy ST3j - The RTS recognises that very low rail service frequency often makes rail uncompetitive with the car and therefore supports measures which would facilitate increased rail service frequency, particularly between Inverness and Aberdeen, Edinburgh and Glasgow and it was queried why this policy did not feature with the other 3 policies the Council strongly agreed with which were highlighted within the report. In response, the Head of Environmental and Commercial Services advised that the policies the Council strongly agreed with would feature in a covering note when the consultation response is submitted and that Policy ST3j would be included. Following consideration, the Committee agreed to approve the Moray Council Response to the Highlands and Islands Transport Partnership (Hitrans) Draft Regional Transport Strategy subject to: i) including of the statement given by Councillor Dunbar in relation the Council’s support to dual the A9 and A96; and ii) the covering note issued with the consultation response including all 4 policies with which the Council strongly agrees. Page 10
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: REVIEW OF OUT OF AREA BURIAL CHARGES AND UPDATE ON CEMETERY MANAGEMENT BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To ask Committee to decide what, if any, amendments should be made to the exemption criteria for out of area burial charges and inform the Committee of the proposed plan to manage cemetery infrastructure. 1.2 This report is submitted to Council in terms of Section III (F) (14) of the Council's Scheme of Administration relating to the provision of burial services. 2. RECOMMENDATION 2.1 It is recommended that Committee: (i) consider and note the information relating to the exemption criteria for out of area burial charges; (ii) consider and note the impacts on burial charges from amending the charging criteria; (iii) agree which, if any, amendment/s will be made to the charging arrangements for out of area burials for inclusion in the burial charges for 2025/26; and (iv) note the use of the allocated capital funds on cemetery improvements for 2024/25 and the priority of works for the management of cemetery infrastructure. 3. BACKGROUND 3.1 The current burial charges for 2024/25 were approved by Council on 27 March 2024 (para 4 of the minute refers). The charges were set in line with achieving full cost recovery for the burial service. Item 6 Page 13
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3.2 Part of the current charging arrangements includes setting a charge for the burial of people who were not resident in Moray at the time of their death – an ‘out of area’ (OOA) charge. The principle of an out of area charge is to ensure that priority for lair space is provided for the residents of Moray, as far as is practicable. 3.3 Over the last three years, there has been an average of 41 out of area full burials and 36 out of area ashes burials per year. 3.4 The Council currently has a policy position with regards the qualifying criteria for an exemption to the ‘out of area’ charge. The non-Moray resident fee (OOA charge) is applied to any person who is not a resident in Moray at the time of their death, unless: • They were receiving any assessment for, or provision of, Community Care services from Moray Council – including if this resulted in the Council providing new accommodation outside Moray, e.g. community care placement in Aberdeenshire. • The deceased continued to hold a residence in Moray at the time of their death. • The deceased had left Moray for personal medical or care reasons prior to their death and whose death occurs within 2 years of leaving Moray and wish to be buried in the area. Review of out of area charge/exemption criteria 3.5 It has been some time since the out of area policy was fully reviewed, and on this basis, it was proposed in the Committee report of 27 March 2024 that an options appraisal would be undertaken to identify other potential exemption criteria, and the associated cost implications, in line with the provision of a cost neutral service. Any amendments could then be incorporated into the charges for 2025/26. 3.6 Investigations have taken place to compare the exemption criteria for out of area charges across different local authorities. It is apparent that there is no set criteria. The main points raised by both Members and members of the public, with regards to out of area charges, seem to relate to the following aspects: • Where a person has resided in Moray for a considerable period of their life, i.e. 10, 15, 20 years, and have then moved away from Moray but still wished to be buried in Moray, but do not meet the current exemption criteria. • Where a non-Moray resident will be interred into a pre-purchased lair. • Where a non-Moray resident will be interred into an existing lair (second or third burial). 3.7 Unfortunately, the information collected as part of the burial administrative process does not capture how long a person may have lived in Moray prior to Page 14
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moving out of the area. Consequently, calculating the impact on burial charges to take account of the length of time a person resided in Moray cannot be established. It should be noted that the Notice of Burial form could be amended to include the length of time the deceased lived in Moray if this is deemed necessary to assist with any future decisions regarding out of area charges. It should be noted and considered that it will always be the case that someone will not meet the timescale, and therefore be aggrieved at having to pay higher charges, with regards the length of time that an exemption applies. 3.8 The Council no longer permits pre-purchasing of lairs. Therefore, out of area charges relating to pre-purchased lairs is a legacy issue which will diminish and fall naturally by the wayside with time. It is therefore considered that this (existing arrangement), combined with consideration of the relevant fee (see para 4 below) is the most appropriate way to address the issue of out of area charges with regards to pre-purchased lairs, without need for further policy intervention. 3.9 Data is currently captured with regards the number of second/third interments which are classed as out of area. Analysis of the burial data over the last three years shows that of those who paid an out of area charge each year, on average 23 were the second, or third, full coffin interments within the lair and 6 were the second, or third, ashes interments within the lair. The impact of changing the charge for second and third interments can therefore be calculated. 3.10 In summary, amending the exemption with regards the length of time someone has resided in Moray currently has its challenges and the impacts cannot be quantified. The issues around pre-purchased liars with diminish with time and the impact of amending the exemption to account for second/third interments can be calculated. 3.11 It is therefore concluded that revising the policy for exemptions based on time residing out of Moray is not progressed and that alternative charging mechanisms are considered accordingly. 4. Options for Charging 4.1 Given the data available, the options appraisal has been undertaken on the following amendments to the charges and exemption criteria: Option 1: Making the non-Moray resident charge 50% more than the cost of the Moray resident fee for the interment and sale of lair charge. Option 2: Removing the non-Moray resident charge and having one interment charge and one sale of lair charge regardless of the residency status. Option 3: Removing the non-Moray resident charge and having one interment charge regardless of the residency status. Still have different lair charges. Option 4: Making the non-Moray resident interment fee the same cost as the Moray resident fee where the interment is a second/third interment in a lair/ashes plot. Page 15
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4.2 The calculation method used to determine the impact on the burial charges, in line with the four amendments to the exemption criteria, is the same methodology used to calculate the cost recovery model (income profiled rather than blanket percentage across all areas). The data range used to calculate the impact is the average number of interments/lair sales per year over the last three years (2021/22 to 2023/24). 4.3 In order to be able to establish the impact of any changes, it has been necessary to compare the impact against the previous year’s charges (2023/24). The impact on the lair and interment charges from the amendments are shown in the tables below: Charge 23/24 fee 24/25 fee Option 1 Option 2 Option 3 Option 4 % increases based on 24/25 charges shown in brackets Interment & Lair 50% more than Moray resident Single charge regardless of residency status One interment charge, different lair purchase charge Non-Moray charge the same as resident where 2nd/3rd interment in a plot Interment Moray Full £1,045 £1,228 £1,271 £1,327 £1,327 £1,272 Non-Moray Full £1,918 £2,254 £1,906 n/a – charge as listed above n/a – charge as listed above £2,335 1st interment £1,272 2nd/3rd interment Moray Ashes Casket £247 £290 £300 £313 £313 £301 Non-Moray Ashes Casket £561 £659 £450 n/a – charge as listed above n/a – charge as listed above £683 1st interment, £301 2nd/3rd interment Lair Purchase Moray Full £907 £1,119 £1,154 £1,184 £1,119 £1,119 Non-Moray Full £1,920 £2,370 £1,731 £1,184 £2,370 £2,370 Moray Ashes £521 £643 £663 £680 £643 £643 Non-Moray Ashes £1,181 £1,453 £992 £683 £1,453 £1,453 Impact of options 4.4 As is shown in the data, as the burial service is based on a cost recovery service, any amendments to the charges for out of area burials will result in an increase in the Moray resident charges. 4.5 In 2024/25 the interment charges and sale of lair charges were increased by 18% and 23% respectively. The increase in the 2024/25 charges (compared with 23/24), where any of the options to be included within the out of area exemption, have been summarised in the below: Page 16
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Options Increase in 2024/25 Moray resident interment charges (from 2023/24 charge) Increase in Moray 2024/25 resident lair sale charges (from 2023/24 charge) Actual increase in 2024/25 charges 18% 23% Option 1 22% 27% Option 2 27% 31% Option 3 27% 23% Option 4 22% 23% 4.6 The data shows that dependent upon the option, there would have been a minimum of a 22% increase in the interment charges in 2024/25, and a 27% or 31% increase in the lair sale charge with regards to options 1 and 2. 4.7 In considering whether to make any amendments to the exemption criteria, it should be noted that on average 88% (575 from 652) of interments and 95% (116 from 122) of lair sales are from Moray residents each year. A significantly higher number of people would therefore potentially carry the burden, and incur higher charges as a result, of any amendment. 4.8 In terms of the Scottish Local Authority rankings the Council is currently 15th for the sale of lair charge and 4th for the interment charge. The table below summarises the impact that the amendments would have on the Council ranking positions (Charges relate to Moray full resident charges only-not ashes). Options 2024/25 ranking for Moray resident sale of lair charge (highest charge ranked first) 2024/25 ranking for Moray resident interment charge (highest charge ranked first) Current Ranking 15th 4th Option 1 14th 4th Option 2 14th 4th Option 3 15th 4th Option 4 15th 4th 4.9 The information in the table shows that options 1 and 2 would result in the Council moving down the local authority rankings with regards the cost for the sale of a lair. 4.10 Burial fees and charges are reviewed annually to reflect and ensure the burial service is based on cost recovery. The next review of burial charges will be presented to Council for approval in early 2025 to be effective from 1 April 2025. 4.11 It should be noted that the out of area charges relating to the associated services, ie transfer of lair, have not been included in this exercise, with the focus being the main interment and lair sale charges. Given the low value and low take up of these services it is intended that the current costing profile Page 17
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would not be changed should any amendments to the exemption criteria be approved. Options 4.12 The options available for Members to consider are summarised below: • Make no amendments to the current out of area exemption criteria. • Approve option 1: Making the non-Moray resident charge 50% more than the cost of the Moray resident fee for the interment and sale of lair charge. • Approve option 2: Removing the non-Moray resident charge and having one interment charge and one sale of lair charge regardless of the residency status. • Approve option 3: Removing the non-Moray resident charge and having one interment charge regardless of the residency status. • Approve option 4: Making the non-Moray resident interment fee the same cost as the Moray resident fee where the interment is a second/third interment in a lair/ashes plot. 5. Cemetery Infrastructure 5.1 A report to this Committee on 30 April 2024 identified the high priority capital works to be undertaken within the cemetery estate, budget permitting. A capital budget of £50,000 has been allocated for cemetery infrastructure improvements, with a slippage factor in the region of £7,500 reducing the budget to £42,500 (para 5 of the draft minute refers). 5.2 The main sites identified for improvements in 2024/25 are shown in the table below. The above works have been listed in order of priority based on the health and safety implications associated with the works that need undertaking. Priority Ranking based on Health and Safety ground Cemetery Works being undertaken Rationale for priority ranking 1 Birnie Cemetery Wall Repair On going health and safety concern and potential for wall for collapse and risk to site users Page 18
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Priority Ranking based on Health and Safety ground Cemetery Works being undertaken Rationale for priority ranking 2 Broomhill Cemetery, Keith Drainage & pothole repairs On going health and safety concern and potential health and safety risk for both foot and vehicular site users Buckie Cemetery Pothole repairs On going health and safety concern and potential health and safety risk for both foot and vehicular site users Lossiemouth Cemetery Repair entrance surface On going health and safety concern and potential health and safety risk for both foot and vehicular site users 3 Buckie New Cemetery Land drainage Issue is temporary in its nature and caused by weather conditions 4 Duffus Cemetery Drainage Issue is temporary in its nature and caused by weather conditions 5 Kinloss Abbey Repairs to collapsed boundary fence / vegetation management Area is not open to the general public Page 19
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5.3 Quotes are still to be received for the required works and therefore the scope of what is deliverable at this point is not known. Indicative costs of £27,500 are anticipated to address the drainage issue at Buckie (to install two paths in the two lair rows in the worst affected area as well as addressing the pooling in the lower end of the cemetery). Given the high value, and that this would take up a significant proportion of the budget and quotes for the higher priority works are yet to be received, no works have been commissioned as of yet. Should it transpire that there are insufficient funds to carry out all the required work, then works will need be prioritised and included in future capital requests, in line with the outcome of the cemetery condition survey. 5.4 The Council currently has 63 cemeteries that it is responsible for managing and maintaining. It is the intention to undertake an infrastructure condition survey of all the cemeteries in 2024/25. The information obtained from this survey will be used inform the prioritisation of future works and, develop a capital plan for managing cemeteries and, subject to approval, for future inclusion in the Council’s ten year capital plan. 5.5 This will ensure that works are undertaken on a planned basis, rather than a reactive basis, as is currently the case. It will also facilitate the costs of the works being factored into the charges in line with the full cost recovery model. 6. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The levying of charges for Council services is an essential component of delivering Council priorities on a sustainable basis. Making the burial service a cost recovery service enables the fulfilment of statutory duties and contributes towards the council priority to build thriving, resilient, empowered communities. (b) Policy and Legal There are no legal implications arising from this report. (c) Financial implications Should there be consideration of options which do not ensure full cost recovery in line with policy, it should be noted that: When the Council approved the budget for 2024/25 on 28 February 2024 (paragraph 7 of the Minute refers) it balanced only by using reserves. The indicative 3 year budget shows a likely requirement to continue to make savings in the order of £13 million in the next two years. All financial decisions must be made in this context and only essential additional expenditure should be agreed in the course of the year. In making this determination the committee should consider whether the financial risk to the Council of incurring additional expenditure outweighs the risk to the Council of not incurring that expenditure, as set out in the risk section below and whether a decision on funding could reasonably be deferred until the budget for future years is approved. Page 20
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In line with a cost recovery service, the financial implication from amending the exemption criteria would be that the Council would need to apply higher increases to its Moray resident charges. (d) Risk Implications The risk implications arising directly from this report are that Moray residents would be carrying an increased financial burden as a result of any amendments. There is a risk of insufficient budget to deliver all identified infrastructure works for 2024/25, but these will be prioritised based on safety. The proposed infrastructure condition surveys will set out the future direction on managing these assets. (e) Staffing Implications There are no staffing implications arising directly from this report. (f) Property There are no property implications arising from this report beyond the works set out in the report. (g) Equalities/Socio Economic Impact There are no equalities implications or implications for the socio- economic duty arising from this report. (h) Climate Change and Biodiversity Impacts There are no significant climate change or biodiversity impacts arising from the recommendations of this report. (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Service Legal Services Manager, Head of Financial Services, Principal Accountant, Equalities Officer, Acting Principal Climate Change Strategy Officer, Open Space Manager and Democratic Services Manager have been consulted and their comments incorporated into the report. 7. CONCLUSION 7.1 Committee is asked to decide what, if any, amendments are to be made to the out of area exemption criteria for inclusion in the 2025/26 burial charges. 7.2 Committee is asked to note the priority of works with regards to cemetery management. Author of Report: Paul Wolverson, Service Manager Background Papers: Ref: SPMAN-524642768-1113 Page 21
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: MOYCROFT DEPOT PROJECT BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform Committee of the completion of the Moycroft Depot Integration project. 1.2 This report is submitted to Council in terms of Section III (F) (22) of the Council's Scheme of Administration relating to the arrangements for waste management, street sweeping, refuse collection and refuse disposal including recycling. 2. RECOMMENDATION 2.1 It is recommended that Committee consider and note the contents of the Moycroft Depot Integration report and the successful completion of the project. 3. BACKGROUND 3.1 The project was initiated in 2015 with the aim of delivering an integrated waste management facility that combines waste handling and sorting facilities in one location, and, future proofs waste transfer facilities to meet the needs of transferring waste to Aberdeen to the new Energy from Waste facility (EfW). As a strategic project, the end of project report was reviewed by CMT/SMT on 20 May 2024 and referred to this Committee for noting in line with the council’s Project Management guidelines. 3.2 Approval was given to invest £3,023,000 in a new Integrated Waste Management facility at Moycroft with the following objectives: • To extend the waste handling capacity to deal with waste transfer to Aberdeen (NESS) Energy from Waste facility post 2020 when the organic waste ban comes into force. • To reduce costs (£750k) for porta-cabin replacement at Ashgrove for Roads staff by moving Waste staff located at Ashgrove to Moycroft. Item 7 Page 23
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• To avoid long term lease costs at Brumley Brae Depot and transfer these operations to Moycroft. • To avoid potential enforcement action from Environmental Health because of statutory nuisance associated with the premise in Lossiemouth by relocating operations to Moycroft. and which would provide the following benefits: 1. Rehouse Moray Reach Out - Recycling operations from Lossiemouth to Moycroft. 2. Transfer Collection operations and staff from Brumley Brae to Moycroft. 3. Extend the waste transfer facilities at Moycroft to accommodate the additional waste handling capabilities required once the new EfW plant is operational in 2022. 4. Transfer Waste staff from Ashgrove Depot to Moycroft and Moray training to the Annex HQ to facilitate the relocation of Roads staff from a poor condition office accommodation into the vacated space thus avoiding a new build in Ashgrove. 3.3 Achievement against the objectives is set out in para 3.1 of the Project Closure Report (APPENDIX 1 note: Appendix A and B referenced in Appendix 1 have been uploaded to CMIS as an additional meeting document). The benefits listed above were monitored through the project lifecycle, and the planned targets were achieved, though there was an amendment to point 4 within the project. There was also delay in the project being completed until November 2020. The delays were due to external factors outside the Council’s control, such as COVID 19 and the reliance on external contractors connecting water supplies. 3.4 Whilst the actual build was finished in November 2020, discussions were still on-going with the contractor with regards the final bill for some time. The final bill was settled in 2023/24 resulting in the project being complete. Whilst the final bill was less than estimated, there still was an overall project overspend of £243K, reducing to £52K when taking into account the unplanned exceptional costs. 3.5 For a project of this size, budget and complexity a variance of 1.76% on planned activity and 8.24% overall is considered to be acceptable. Whilst the project is slightly over budget this is a reflection of the challenges experienced throughout the term of the project. 3.6 Since the new site has been operational some of the improvements to the waste and recycling service includes: • Improved resilience with regards legislative compliance • Improved depot rationalisation • Improved facilities for staff • Improved efficiencies within the service Page 24
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3.7 One issue still remains outstanding. This relates to the cyclepath which crosses the site which currently remains closed. The acquisition of the land which borders the site is still being progressed. This is taking some time because of complexities in terms of the land under negotiation. Following the acquisition, this land will be used as a parking area and at that point the cyclepath can be safely reopened. It is anticipated that this remaining action point will be completed within 2024/25. 3.8 A copy of the Moycroft Depot Integration end of project report is shown in APPENDIX 1. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The provision of refuse and recycling services is a mandatory function. Ensuring that the Council has modern infrastructure in place to support these mandatory services contributes towards the council’s priority to build thriving, resilient, empowered communities. (b) Policy and Legal There are no legal implications arising from this report. Waste arisings remain within the existing volumes in the Waste Management License, any increase in license capacity will be progressed in relation to other matters relating to POPs. This element is now being managed as part of business as usual. (c) Financial implications There are no financial implications arising directly from this report. (d) Risk Implications The risks associated with this project were identified and addressed as part of project. (e) Staffing Implications There are no staffing implications arising directly from this report. (f) Property There are no property implications arising from this report. (g) Equalities/Socio Economic Impact There are no equalities implications or implications for the socio- economic duty arising from this report. (h) Climate Change and Biodiversity Impacts The project reduced transfer of mixed plastics from Moycroft to Lossiemouth with subsequent reduction in mileage and vehicle emissions. (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Services, Legal Services Page 25
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Manager, Head of Financial Services, Principal Accountant, Equalities Officer, Acting Principal Climate Change Strategy Officer, Waste Manager, Senior Project management Office Administrator, Property Asset Manager and Committee Services Officer (L Rowan) have been consulted and their comments incorporated into the report. 5. CONCLUSION 5.1 Committee is asked to consider and note the contents of the report and the completion of the Moycroft Depot Integration project. Author of Report: Paul Wolverson, Service Manager (Waste & Recycling, Open Spaces and Facilities Management) Background Papers: Ref: SPMAN-524642768-1129 Page 26
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End of Project Report – Stage 5 Page 1 of 21 The following template has been developed with headings and subheadings that should ideally be used when creating the End of Project Report. Guidance text has been added below each section to assist you through the process (this should be deleted before submission). If you need assistance with any part of this template then please refer to the Green Guidance Document PROJECT REF/NAME Moycroft Depot Integration PROJECT SPONSOR Stephen Cooper COMPLETED BY Colin Bell DATE 1 June 2021 (updated 13/05/24) Project Category (Choose from drop down list) Strategic Summary • Summary of project performance Delivery of an integrated waste management facility within budget that: • Combines waste handling and sorting facilities in the one location • Future proofs waste transfer facilities to meet the needs of transferring waste to Aberdeen once the new Energy from Waste (EfW) facility is built. • Rehouses Moray Reach Out - Recycling operations from Lossiemouth to Moycroft • Transfers Collection operations and staff from Brumley Brae to Moycroft • Extends the waste transfer facilities at Moycroft to accommodate the additional waste handling capabilities required once the new EfW plant is operational in 2022. Schedule Original Planned end date 05/08/19 Actual end date 03/11/20 Funding Original Planned budget £3,023m Actual spend £3,190m Item 7 Page 27
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End of Project Report – Stage 5 Page 2 of 21 Table of Contents 1. Report Purpose ......................................................................................... 3 2. End of Project Report Summary ............................................................... 3 2.1 Project Background Overview ............................................................. 3 3. Project Objectives ..................................................................................... 4 3.1 Objectives Achieved ........................................................................... 4 3.2 Objectives Outstanding ....................................................................... 5 4. Project Performance ................................................................................. 5 5. Benefits ..................................................................................................... 6 5.1 Benefits Achieved to Date ................................................................... 6 5.2 Benefits not Realised .......................................................................... 8 5.3 Residual Benefits Expected ................................................................ 8 5.4 Expected Net Benefits ........................................................................ 8 5.5 Measurement of Benefits still to be Realised ...................................... 8 6. Changes Requested, Risks and Issues .................................................... 8 6.1 Significant Risks and Issues Outstanding ........................................... 9 7. Milestone and Deliverables Performance ............................................... 10 7.1 Project Schedule Overview ............................................................... 10 7.2 Project Schedule Corrective Actions ................................................. 10 8. Budget Performance ............................................................................... 11 8.1 Financial Efficiencies ........................................................................ 11 9. Project Governance and Quality Management ....................................... 13 9.1 Governance ...................................................................................... 14 9.2 Planning and Control ........................................................................ 14 9.3 Stakeholder Management ................................................................. 15 9.4 Supplier and User Management ....................................................... 15 9.5 Quality Management ......................................................................... 15 9.6 Risk and Issue Management ............................................................ 16 10. Lessons Learned .................................................................................... 16 10.1 What went well .................................................................................. 17 10.2 Summary of Implications ................................................................... 17 11. Follow on Actions .................................................................................... 19 11.1 Post Project Tasks ............................................................................ 19 12. Project Closure ....................................................................................... 19 12.1 Conclusion ........................................................................................ 20 12.2 Project Closure Recommendations .................................................. 20 13. Version History ....................................................................................... 20 Page 28
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End of Project Report – Stage 5 Page 3 of 21 1. Report Purpose This End of Project Report is the final Project Gateway document produced and should aim to assess the success of the project, identify best practices for future projects, resolve all open issues, and formally close the project. This Project Closure Report should address the following: • Review and validate the milestones and success of the project • Confirm outstanding issues, risks, and recommendations • Outline tasks and activities required to close the project • Identify project highlights and best practices for future projects 2. End of Project Report Summary 2.1 Project Background Overview The project initiated in 2015 with the aim to deliver an integrated waste management facility that combines waste handling and sorting facilities in the one location and future proofs waste transfer facilities to meet the needs of transferring waste to Aberdeen once the new EfW facility is built. Approval was given to invest £3.3m in a new Integrated Waste Management facility at Moycroft over a 2 year build programme which would provide the following: 1. Rehouse Moray Reach Out - Recycling operations from Lossiemouth to Moycroft 2. Transfer Collection operations and staff from Brumley Brae to Moycroft 3. Extend the waste transfer facilities at Moycroft to accommodate the additional waste handling capabilities required once the new EfW plant is operational in 2022. 4. Transfer Waste staff from Ashgrove Depot to Moycroft and Moray training to the Annex HQ to facilitate the relocation of Roads staff from a poor condition office accommodation into the vacated space thus avoiding a new build in Ashgrove. Links to Committee Report and the Full Business Case • 20151020 Waste Strategy Consolidation Committee Report • 15-0023 Moycroft Depot Integration Full Business Case Page 29
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End of Project Report – Stage 5 Page 4 of 21 3. Project Objectives The objectives set at the Business Case stage of this project were: • To extend the waste handling capacity to deal with waste transfer to Aberdeen (NESS) Energy from Waste facility post 2020 when the organic waste ban comes into force. • To reduce costs (£750k) for porta-cabin replacement at Ashgrove for Roads staff by moving Waste staff located at Ashgrove to Moycroft: • To avoid long term lease costs at Brumley Brae Depot and transfer these operations to Moycroft: • To avoid potential enforcement action from Environmental Health because of statutory nuisance associated with current premise in Lossiemouth by relocating operations to Moycroft. 3.1 Objectives Achieved Give details of the objectives that have been met and explain the process of achieving them. • To extend the waste handling capacity to deal with waste transfer to Aberdeen (NESS) Energy from Waste facility post 2020 when the organic waste ban comes into force. (The ban on sending BMW to landfill has since been deferred until 2025). The building of the extension to the existing Waste Facility has been completed and has the operational capacity required to act as a Waste Transfer Station for the NESS facility when it becomes operational. • To avoid long term lease costs at Brumley Brae Depot and transfer these operations to Moycroft Staff, equipment and vehicles have been transferred from Brumley Brae to the new Moycroft facility and the lease terminated on 30/10/20 and former site handed back to owner. • To avoid potential enforcement action from Environmental Health because of statutory nuisance associated with current premise in Lossiemouth by relocating operations to Moycroft. Operations have ceased at Lossiemouth and equipment transferred to Moycroft and site handed back to Property Services. Page 30
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End of Project Report – Stage 5 Page 5 of 21 3.2 Objectives Outstanding • To reduce costs (£750k) for porta-cabin replacement at Ashgrove for Roads staff by moving Waste staff located at Ashgrove to Moycroft This was not achieved as the R&D survey for the porta cabin in November 2018 identified that the entire cabin had an Artex asbestos coating. This significantly increased the overall costs of the project making it no longer viable. A change to remove this from project specification was agreed as a result of the high cost of tender returns i.e. the essential works to roof and ramps instead of office reconfiguration. However the Waste team were relocated from Ashgrove to Moycroft and the Moray Training team relocated to HQ to allow the remedial work and reconfiguration of the office to take place. Work has been completed and Ashgrove is operational for the remaining staff pending the outcome of the Moray Council wide depot review. 4. Project Performance Governance of the project was achieved by setting up a project board. Project board meetings informed by highlight reports managed progress and significant issues and risks. Risks, issues and changes were logged, monitored and reviewed on a regular basis. All planned targets were achieved apart from the delivery, which was delayed due to a number of external factors. The water connection was delayed a number of times by the contractor, which pushed the completion back but then the Covid19 pandemic impacted further with an enforced site closure and then knock on impacts on suppliers. This project was complete in November 2020 but discussions were still ongoing with the contractor to agree the amount of the final bill. In 2022/23 an estimate of the amount was made and accrued. The final bill has been settled resulting in the project now being complete. Whilst the final bill was less than estimated, there still was an overall project overspend of £243K, reducing to £52K when taking into account the unplanned exceptional costs. For a project of this size, budget and complexity a variance of 1.76% on planned activity and 8.24% overall is deemed to be acceptable. Whilst the Page 31
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End of Project Report – Stage 5 Page 6 of 21 project is slightly over budget this is a reflection of the challenges experienced throughout the term of the project. 5. Benefits The Benefits as per Benefits Realisation Plan. 5.1 Benefits Achieved to Date The primary benefits achieved throughout the project were: No. Benefit Owner Measures Notes 1. Create centralised service unit Colin Bell Completed and operational Waste Transfer Station As per End of Project Report 2. Reduced travel Waste Manager Monitoring and reporting The removal of transfer of mixed plastics from Moycroft to Lossiemouth. 3. Maintain and increase provision & capacity Waste Manager Monitoring and reporting Variation to be made for the WML with SEPA to increase annual handling capacity at Moycroft. 4. Increase use of office space Colin Bell Survey Office space has been rationalised by moving staff to one main Waste depot in Elgin. Depot rationalisation project is ongoing. 5. Create improved staff conditions Waste Manager Staff Satisfaction Survey No baseline data available but- the purpose of exercise was to establish whether there had been improvements in site facilities. Staff Survey issued to all waste personnel (cira 100) following 6 months of operating within the new Moycroft facility. 15 response received (approx. 15% response rate) Page 32
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End of Project Report – Stage 5 Page 7 of 21 An overall percentage of 74% of positive responses. Whilst the return rate was low the data would would suggest that staff had seen improvement in their working environment. 6. Eliminate complaints about the operation at Lossiemouth by relocation of the MRF to Moycroft Colin Bell No further complaints received Achieved. 7. Maintain Legislation Compliance Waste Manager Change to WML & Monitoring Ensuring Moycroft is equipped to cater for forthcoming changes in legislation (landfill ban). 8. Eliminate current & potential environmental problems Waste Manager Change to WML & Monitoring SEPA site monitoring delayed due to C-19 restrictions. Change to WML to be progressed following resolution of the SEPA Cyber Attack ( SEPA experience a cyber attack which affected their file management system-effectively circa 4000 licences/permits/document erased from their system). Revised WML to be completed by end of 2024 in accordance with approval from SEPA. SEPA have inspected the site and confirmed the site is compliant. 9. Reduction in number of depots Waste Manager Closure of redundant depots Reported to AMWG Page 33
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End of Project Report – Stage 5 Page 8 of 21 5.2 Benefits not Realised Please highlight any benefits that have not been realised along with an explanation as to why and decide whether any follow-up action has to be taken in such cases. Give an understanding and document why particular benefits were not achieved and provide lessons learned for future programmes or projects. Benefit 3 - Maintain and Increase Provision & Capacity. This benefit is noted here for the purpose of providing an update on current position in the overall process. It hasn’t been progressed yet for valid reasons, and not as a result of failures within the project aims. The total waste arrisings for Moray remain within permitted licence volumes at present. Therefore, licence modification will be progressed at the start of 2024. There is an increased cost associated with adding additional annual tonnage to the licence and so there is merit in holding this back until the most appropriate time. Pertaining to a recent change in legislation in another area of the service we’ll need to submit a licence modification at the start of 2024 and so the tonnage increase will be included then. 5.3 Residual Benefits Expected None expected. 5.4 Expected Net Benefits None expected. 5.5 Measurement of Benefits still to be Realised None to report. 6. Changes Requested, Risks and Issues A comprehensive list and explanations of the significant Changes, Risks and issues are listed in Appendix A: Changes Risks and Issues. A flavour of the changes, risk and issues include: • Revised project timescales (change) • Project capital costs (risk) Page 34
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End of Project Report – Stage 5 Page 9 of 21 • COVID 19 Pandemic (issue) Completion of the project was primarily delayed due to the impacts of the COVID 19 pandemic. This impacts included: • Restriction to carry out the construction works on site • Ability of third party utility suppliers to undertake the relevant work on site • Settlement negotiations resulting from additional costs in order to comply with COVID restrictions 6.1 Significant Risks and Issues Outstanding Please provide details of any significant outstanding risks or issues with particular attention given to the owner and target dates for their mitigation / resolution. 1.1.1 Risks There are no outstanding Risks 2.1.1 Issues Issue Red / Amber Description Owner Target Date 146 Amber Cycle Path – The works associated to prevent the need for vehicles crossing the cycle path remain underway. The proposal is to relocate the vehicular access / egress to the parking area of the facility. In order to achieve this the Council have to acquire some land which is near completion. Once acquired, works will be programmed to create the alternative opening. When vehicular movements are no longer crossing the cycle path, the path will be formally M Neary 30.06.24 Page 35
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End of Project Report – Stage 5 Page 10 of 21 adopted and open to members of the public. 7. Milestone and Deliverables Performance 7.1 Project Schedule Overview The business case for the project was approved on 01/09/2017 with the proposed timescales of (01/03/17 to 18/10/19). Description or name of Milestone Planned completion date Actual completion date Temporary Decants from Moycroft 26/08/19 03/11/20 Construction of New Build Design to procurement 30/04/19 22/11/18 Mobilisation 18/06/18 21/12/18 Building On Site 07/03/19 08/02/19 Office/Warehouse Build completed 30/04/19 02/10/20 External Works Competed 25/04/19 13/10/20 Construction of New Build complete 30/04/19 03/11/20 Moray Training Relocation from Ashgrove 19/04/18 19/10/18 Brumley Brae End of Lease and Handover 02/09/19 30/10/20 Lossiemouth Materials Recycling Facility Transferred to Moycroft, End of Lease and Handover 18/10/19 28/12/20 7.2 Project Schedule Corrective Actions Give details of any causes for project slippage with the corresponding risk/Issue reference where appropriate, and the corrective actions used. If any corrective actions resulted in a change request then please provide details of the change reference. The water connection was delayed a number of times by the contractor, which pushed the completion back but then the Covid19 pandemic impacted further with an enforced site closure and then knock on impacts on suppliers. Refer to Appendix A: Changes Risks and Issues for details Page 36
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End of Project Report – Stage 5 Page 11 of 21 8. Budget Performance Details of financial information along with the original financial case from the Business Case. 8.1 Financial Efficiencies The summary table shows an overspend of £243K which is 8.24% of the project budgetreducing to £52K when taking into account the unplanned exceptional costs (1.76% of the project budget) For a project of this size, budget and complexity a variance of up to10% is deemed to be acceptable. The following summary of figures are from Appendix B Financial Report of 01/12/2023: Moycroft Recycling Centre Development Project 31137 01/12/2023- date changed by PW to avoid confusion with spreadsheets which showed the same dates but different information SERVICE Origin al Revise d Spend to Variat ion Budge t Budge t Date to Budge t £'s £'s £'s £'s CHAP Construction Works 2,029, 140 2,029, 140 2,682,015 - 652,8 75 CHAP Construction Contingency (5%) 101,4 60 101,4 60 0 101,4 60 Additional Costs 409,0 00 223,6 24 0 223,6 24 Architects Instructions 0 Variations to works Variations to works - Slabs 70,00 0 0 0 0 Variations to works - Weighbridge 64,63 9 81,111 - 16,47 2 Variations to works - Additional Bins & Foundation 86,00 0 0 86,00 0 Variations to works - Waste watchers Additional Cost 50,00 0 0 50,00 0 Page 37
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End of Project Report – Stage 5 Page 12 of 21 Variations to works - Green Waste Shredder 35,00 0 0 35,00 0 Variations to works - Safe Passage Car Park / Depot 18,11 9 35,913 - 17,79 4 Variations to works - telecoms & Wi- Fi 500 2,425 - 1,925 Variations to works - overstated heater cost Variations to works - damage to roller door to be recharged Variations to works - double count Cycle path cost Fire Suppression System 20,183 Service Charge - Site Investigation 16,56 6 19,68 1 19,681 0 - Water Connection 2,000 2,000 13,608 (11,6 08) - Telephone (IT) 7,000 7,000 0 7,000 - Misc 166 110 110 0 TOTAL EXCLUDING FEES 2,635, 332 2,637, 273 2,855,046 - 197,5 90 Property Services Fees 285,7 05 285,7 05 317,301 - 31,59 6 Building Control Fee 8,922 8,922 6,746 2,176 Misc 0 7,358 3,691 3,667 Contingency non CHAP 17,04 1 7,742 0 7,742 TOTAL INCLUDING FEES 2,947, 000 2,947, 000 3,182,785 - 215,6 02 -7,076 £k £k Original Budget 3,032 Transfer to related projects (85) Project Budget 2,947 Estimated Project Spend 3,190 Project (overspend) / Underspend (243) Page 38
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End of Project Report – Stage 5 Page 13 of 21 % of Total Budget (8.24)% Exceptional Costs: Estimated CHAP Disruption Claim (as per QS email) 75 Cycleway & Vehicle Parking O/spend 18 Additional CCTV Cameras 6 Repair Faulty Roller Door 10 Increase cost of Storm Water Attenuation 52 Water Bowser Tankers Off Hire 10 Diesel generator Off Hire 20 191 Project (overspend) / underspend excluding above examples (52) It should be noted that whilst every effort has been made to reconcile the figures, there is an imbalance of £7076 between the project costs shown in the project table above (£3,182,785) and the total estimated project spend (£3,190,000 rounded up). The estimated spend represents the projects costs shown on the financial system and as shown in the detail transactions tab on the financial report in appendix B. The below are all factors that have contributed to the two figures not being able to be reconciled: • The length of time the project has taken to complete • Key accountancy staff, who managed and produced the financial tables below, have now left the Councils employment • The lack of understanding of how some of the figures in the table have been calculated as they are not formulated • The detailed knowledge base of the overall project costs is not within the remaining accountancy or waste staff The project is over budget for the following reasons: • Delays primarily due to the service utilities connectivity issues, • The Covid 19 Pandemic impacted on site works, suppliers and materials and required the schedule to be revised outwith the original planned project period. • Significant project with unknowns which required variations throughout the lifecycle added some costs. 9. Project Governance and Quality Management Page 39
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End of Project Report – Stage 5 Page 14 of 21 Details of the governance, processes and procedures that were employed to assure the quality of the project and deliverables, (This should include details from the Management Case from the Full Business case and Project Initiation Document) along with details of any deviation from that plan with explanations and justifications. In particular this section should also include recognition for good performance from project team members. 9.1 Governance Governance of the project was achieved by setting up a project board, which met monthly throughout the project comprising of: Name Role S Cooper SRO C Bell Project Manager / Senior User M Neary Stakeholder / User / Delivery M MacLeod Supplier P Connor Finance Lead M Aldridge PMO Project board meetings informed by highlight reports to manage and monitor progress and significant issues and risks. Risks, issues and changes were logged, monitored and reviewed on a regular basis. All planned targets were achieved apart from the delivery, which was delayed due to a number of external factors. The water connection was delayed a number of times by the contractor, which pushed the completion back but then the Covid19 pandemic impacted further with an enforced site closure and then knock on impacts on suppliers. 9.2 Planning and Control How effective was the planning and control of the project? Did it follow the plan set out in the Business Case? If not, why? Despite the duration of the project and changes in the project team the planning and control of the budget were effectively governed by the Project Board. Page 40
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End of Project Report – Stage 5 Page 15 of 21 9.3 Stakeholder Management Give an overview of how stakeholder planning took place during the project lifecycle and give details of any issues. The organisations and people who had an interest or role in the project were engaged throughout the life cycle of the project by the most appropriate form of communication for the message and audience e.g. meetings, telephone calls, e-mails and a series of newsletters. As the duration of the project spanned a number of years and members of the project board and stakeholders changed it was particularly important to maintain effective levels of communication. 9.4 Supplier and User Management Provide details on supplier and user management and explain any issues that may have arose. The water connection was delayed a number of times by the contractor, which pushed the completion back but then the Covid19 pandemic impacted further with an enforced site closure and then knock on impacts on suppliers. Operational procedures and risk assessments were updated and staff based at the depot were inducted on the safe use of the depot via tool box talks, site walkarounds, and team briefings. 9.5 Quality Management Give details of how effective the quality management was throughout the project along with details of any problems and changes needed:- • Regular weekly inspections were carried out by the Property Clerk of Works Service – any issues identified are then brought to the attention of both the Contractor and Contract Administrator; • Regular site meetings were held on site with the Contractor; Clerk of Works and all consultants and involved a site inspection prior to the meeting to identify any issues and raise them in the meeting. Any additional detail was inspected and discussed following the meeting. • Consultants in their own specialisms carried out inspections of their relevant disciplines and all instructions were processed through the Contract Administrators instruction process. Page 41
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End of Project Report – Stage 5 Page 16 of 21 • The Contractor also has responsibility for monitoring the quality of his and his sub-contractors workmanship in order to comply with the contract which he has signed for the project. Problems and Changes Needed:- • Complications arose in relation to drainage and other utility services running under the site and not always in accordance with record drawings. This required changes to the original drainage design layout. • Work was also required to reconcile the design of the foundations and the push walls interface details including in relation to the existing site and building levels. Due to the forces acting on the push walls the relationship between the walls; foundations and site levels were critical in forming a successful installation. • Some amendments to the original design were also required to accommodate changing Client plans for weighbridge installation and MRF recycling line equipment. • Scottish Water connection proved to be a complicated affair to get finalised and included several different versions of connecting the site to the new supply emanating from Scottish Water. • Scottish and Southern Electricity also varied their own designs for the new electricity connection after deciding the cable they were originally going to connect to was in fact a private supply and this could not be used for the connection. This meant we had to involve Scottish Gas Networks due to relative service distances and wayleave requirements. • The cycle path crossing was deemed unfit for purpose and following consultation with HSE extensive additional safety measures were introduced and will be undertaken by Traffic section and agreed as out of scope for the Moycroft project. 9.6 Risk and Issue Management Give an overview of how risks and issues were identified, scored and managed throughout the project lifecycle. Risks were primarily identified by members of the project board from their roles and perspectives. Risks were formally discussed, scored, reviewed and agreed at the monthly project board meeting based on Likelihood and Impact. Mitigations were then initiated where possible and risks monitored until conclusion. 10. Lessons Learned Page 42
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End of Project Report – Stage 5 Page 17 of 21 10.1 What went well Give details of best practice that can be taken forward onto new projects. Did the changes made become embedded? • The need for good governance via a project board and the application of established project management structure, processes methods and experiences of the project board and stakeholders. • Effective teamwork, people working in collaboration towards a common goal. • Clarity of roles – ensured that those involved in the project are clear on their roles. • Training & development – at the start of the project, some members of the team attended Association of Project Management training. • Regular and structured project board meetings. • The need to review situation throughout project lifespan. • The need to constantly identify risks and issues score them and manage then effectively. Then instigate changes where required. • Health and Safety Management – The identification, management and minimising of threats to those affected by the work throughout the life cycle of the project. The examples of best practice above became embedded and are transferable to other projects. 10.2 Summary of Implications Give details of what didn’t go well throughout the project and give thoughts on how future projects could avoid the same implications and rate their impact on the project as high, medium or low. The list below is a summary of the key lessons learned: Lesson No. Lesson Description Suggested future action Project Impact (H, M, L) 1.0 The need for robust stakeholder management and involvement (Waste staff, Moray Reach Out, staff) Ensure that staff at all levels of the organisation are engaged on the design and project scope. Don’t assume that H Page 43
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End of Project Report – Stage 5 Page 18 of 21 Lesson No. Lesson Description Suggested future action Project Impact (H, M, L) designers and end users understand what you require. 2.0 Consistency of project board staff The need to manage the turnover of key staff throughout the project to ensure consistency – especially important for projects that have a long timeline. Ensure that thorough notes and knowledge based documents are in place. This will facilitate a smooth handover process should key staff leave part way through a a project H 3.0 Supplier management of public utilities This is not the first project that it has proved exceptionally difficult to manage the performance and delivery of the PU’s. H 4.0 Investment of time in a robust well defined project scope is time well spent as it will save time in the long term. Ensure that a clear project scope is prepared. Clear goals and objectives are very important. M 5.0 Clarity of roles Ensure that all members (project sponsors, project managers and team members) involved in the project have clearly defined roles and sufficient time to perform them. H Page 44
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End of Project Report – Stage 5 Page 19 of 21 Lesson No. Lesson Description Suggested future action Project Impact (H, M, L) 6.0 Robust Interpersonal skills The good attitude, mutual trust and respect of those involved helped us face the many challenges throughout the project in a positive and constructive manner. M 7.0 Effective communication This was necessary to ensure that misunderstood requirements, unclear goals, alienation of stakeholders were kept to a minimum. H 8.0 Extended involvement to the Councils H&S Team To make sure internal H&S colleagues are engaged throughout the entire project to seek their views / guidance on changes and challenges as they occur. This will prevent the need for reactive alterations to implemented action. H 11. Follow on Actions 11.1 Post Project Tasks All tasks complete. 12. Project Closure Page 45
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End of Project Report – Stage 5 Page 20 of 21 12.1 Conclusion The project took considerably longer than anticipated due to a number of issues, the most significant being Covid-19, concerns from HSE re cycleway issues with public utilities and changes to design that are to be expected with at the delivery of a project of this size, budget and complexity. Stakeholders were engaged throughout the delivery of the project. The project board met on a monthly basis and worked well as a team to deliver an integrated depot that has realised most of the benefits and objectives that were set at the outset. 12.2 Project Closure Recommendations • Recommendation 1 That it is noted that the depot is fully operational and that the benefits and objectives of the project have been successfully realised. • Recommendation 2 That others involved in the delivery of similar projects learn from the lessons learned and what went well and not so well. With the exception of the above tasks, please give details of what the project has achieved to date. The depot is now fully operational. However, as with any frontline operations works continue to identify opportunities for further refinements, improvements and ways to continuously improve the service. 13. Version History Version Date Details 0.1 01/12/20 Draft report created by Mark Aldridge 0.2 01/06/21 Report updated by Colin Bell. 0.3 01/06/21 Report updated by Mark Aldridge 0.4 02/06/21 Draft finalised for distribution to board. 0.5 21/11/23 Reviewed and updated from operational perspective with only final accounts to be inserted. Page 46
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End of Project Report – Stage 5 Page 21 of 21 0.6 13/05/24 Updated after review by Transform Ecomony Board of 04/03/24 Page 47
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: ENVIRONMENTAL AND COMMERCIAL SERVICES AND ECONOMIC GROWTH AND DEVELOPMENT SERVICES (ECONOMIC DEVELOPMENT) REVENUE AND CAPITAL BUDGET MONITORING TO 30 JUNE 2024 BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Committee of the current position regarding Environmental and Commercial Services and Economic Growth and Development Services (Economic Development) Revenue and Capital Budgets. 1.2 This report is submitted to Committee in terms of Section III (A) (2) of the Council’s Scheme of Administration relating to the consideration of Revenue and Capital Budgets and long term financial plans. 2. RECOMMENDATION 2.1 It is recommended that Committee considers and notes the budget monitoring report for the period to 30 June 2024 (Quarter 1). 3. BACKGROUND 3.1 The Performance Management Framework 2020 (page 27) requires that progress against Capital and Revenue Expenditure and the Capital Plan is reported to the relevant Service Committee. 3.2 This report has taken a revised approach to reporting, building on the quarter 4 23/24 report, to provide clearer detail on budget, expenditure, income and variances for the services. This will be built on for future reports with appendices setting out trends and other analysis on key areas, especially those services that generate income. Item 8 Page 49
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4. ENVIRONMENTAL & COMMERCIAL SERVICES REVENUE BUDGET 4.1 The revenue budget for 2024/25 was approved by Moray Council on 28 February 2024 (para 7 of the minute refers). The service budget year to date is as follows: Annual Budget Q1 Budget Q1 Actual Variance £28,164k £7,109k £6,102 £917k underspend 4.2 Environmental Protection Service Area Annual Budget Q1 Budget Q1 Actual Variance Waste Management £8,588k £948k £1,064k £116k overspend Open Spaces £1,758k £420k £395k £25k underspend Cleaning & Catering £7,731k £1,912k £1,867k £45k underspend 4.3 Waste Management is made up of the budgets for the waste collection service, waste disposal service and public conveniences. The net position for quarter 1 is currently an overspend of £115,581 (12.19%). This is primarily due to an income shortfall (£106,000 - some of which is due to budget profiling of the income), increased property costs following vandalism at two of the public conveniences (£3,556 overspend) and additional vehicle hire costs following vehicle breakdown. 4.4 Open Spaces is made up of the budgets for the Burial Service, Lands and Parks and Grounds Maintenance Other. The net position is that Open Spaces budget is currently showing an underspend of £25,000 (5.98%) for the quarter 1 period. 4.5 Within this, the burial service budget is currently showing a £53,000 overspend in quarter 1, primarily due to an income shortfall against the budget profile. It is anticipated that this will improve later in the year when the burial service transitions into its busier periods in the autumn and winter. 4.6 The Land and Parks budget is showing a £38,000 underspend, primarily due to additional income from internal departments. The Grounds Maintenance other budget is currently showing an underspend of £40,000, though income from the Dornell Wind Farm, in support of the core path ranger service, as well £7k from event income being transferred to Trusts at year end, which will affect the budget position as we progress through the year. 4.7 Building Cleaning and Catering (TL395) is made up of the Catering and Facilities Management. The budget is showing a £44,707 (2.34%) underspend for quarter 1. Underspends were achieved in food costs (£36,000), primarily due to school trips, whilst at the same time income from school meals was up £8000 against the budget prediction for the same Page 50
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period. Underspends on staff costs, due to vacancies, as well overspends on transport costs and cleaning products all contributed towards the final quarter 1 budgetary position. 4.8 Roads Maintenance & Fleet Service Area Annual Budget Q1 Budget Q1 Actual Variance Roads Maintenance £5,054k £2,566k £1,825k £741k underspend Fleet Services (£1,860k) (£484k) (£753k) £268k underspend 4.9 Expenditure within the roads maintenance revenue budget, which the bulk of the budget is allocated to items such as carriageway repairs/footway repairs/gully cleaning/grass cutting and ditching maintenance currently totals £305,000 from an available budget of £2,000,000. The spend to date is mainly attributed to reactive small carriageway patching repairs. The actual works completed and works committed, (i.e. works identified and waiting to have repairs scheduled and undertaken) currently totals £1,400,000. It is forecast with high confidence that this budget will be fully spent at end of financial year. 4.10 Whilst the overall budget position shows a net underspend, this is influenced by the timing of internal recharging from the central fleet budget to service budgets. The biggest underlying influence on variances is as a result of an increase in vehicle repairs being undertaken by third parties (sub-contractor) which has led to an increase in labour and overall replacement parts costs which is then recharged to departments and is off-set in part by reduction on direct employment costs. However, it is pleasing to report that the service has recently been successful in recruiting a number of long-term vacant fleet technician roles and this will allow more repair works to be undertaken in house moving forwards throughout the year. 4.11 Consultancy Service Area Annual Budget Q1 Budget Q1 Actual Variance Consultancy £1,003k £315k £323k £8k overspend 4.12 The Flood Risk Management revenue expenditure to date is £70,713 and includes flood scheme maintenance works, reactive maintenance and repairs to the sea wall at Lossiemouth. The bridges revenue spend to date is £1,650, on surveys to inform future works. Other expenditure is budgeted salary expenditure and similar. There are some variances which related to the timing of expenditure versus budget phasing, however, the planned expenditure for the year is on track and within budget. The remaining programme of bridges revenue work is currently in the design phase and is programmed for delivery in October and November. Page 51
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4.13 Transportation Service Area Annual Budget Q1 Budget Q1 Actual Variance Public Transport Unit £6,124k £1,251k £1,249k £2k underspend Traffic & Transport Development £711k £218k £189k £30k underspend Marine Services (£154k) (£95k) (£60k) £34k overspend Car Parks (£689k) (£214k) (£176k) £39k overspend 4.14 There are no material variances in the public transport unit. For future reports appendices will be presented showing trends for m.connect. 4.15 Traffic & Transport Development are currently £30k under budget. 4.16 Marine Service (Harbour and Dredger) are showing a £34k overspend year to date. This relates to a £23k shortfall in income year to date at quarter 1 – although this is early in the year it will be monitored. Cargo trends are in line with previous years. There is a £9k overspend on employee costs and a £4k overspend on fees and charges. For future reports appendices will be prepared showing income trends for the harbours. 4.17 Car Parks are reporting a £39k overspend. £17k relates to an essential upgrade to the mobile network on the car park machines where telephony suppliers have switched off the 3G network, requiring an upgrade of all the SIM cards to 4G. There is a £23k shortfall in income against budget. For future reports appendices will be prepared showing income trends and analysis for the car parks. 5. ENVIRONMENTAL & COMMERCIAL SERVICES CAPITAL BUDGET 5.1 The capital budget for 2024/25 was approved by Moray Council on 24 January 2024 (para 11 of the minute refers). 5.2 Environmental Protection Project Capital Budget 24/25 (gross, and including requested carry forwards) Upgrade Recycling Centres £255,000 Domestic & Trade Waste Bins £115,000 Upgrade of containers at recycling centres £30,000 Gull Proof Bins £11,000 Dallachy £463,000 NESS £2,248,000 Cemetery Provision in Moray £64,000 Page 52
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Project Capital Budget 24/25 (gross, and including requested carry forwards) Cemetery Provision in Elgin £2,746,000 Parks and Open Spaces Infrastructure £118,000 Children’s Play Areas (Parkland) £362,000 5.3 Upgrade of recycling centres: A total of £12,265 has been spent or committed in quarter 1. The spend to date has been on procuring of skips to assist with compliance issues at Household Waste and Recycling Centres for managing Domestic Seating (WUDS) containing Persistent Organic Pollutants (POPs). Further spend will be incurred as the year progresses. 5.4 Domestic & Trade Waste Bins: A total of £39,905 has been spent or committed in quarter 1 on procuring bins for both household and commercial premises. Bins are provided either on the basis of the need for a replacement (damaged or lost), provision for a new build property or for the uptake of Council garden and trade waste service. 5.5 Upgrade of containers at recycling centres: A total of £24,530 has been spent or committed in quarter 1. The spend to date has been on procuring of replacement skips to at Household Waste and Recycling Centres. 5.6 Gull Proof Bins: There has been no spend on this budget line in quarter 1. The funds for this capital project are used to purchase gull proof litterbins. The litter bins will be installed in line with the approved roll out programme. 5.7 Dallachy: There has been no spend against this budget in quarter 1. The main purpose of this budget is to facilitate the final capping exercise at Dallachy landfill. Unfortunately, no compliant bids were received following the tender exercise and so a further tender exercise will be required. The options available are currently being evaluated. 5.8 Whilst the Energy from Waste plant is operational there remains some elements of the project which still need to be completed and financial close still needs to be determined. 5.9 Cemetery Provision - There has been no spend on the cemetery projects in quarter 1. Quotes are currently being sought for the works. The sites identified for the maintenance works are shown below. Once quotes have been received the works will be undertaken based on priority. Cemeteries Works being undertaken Broomhill Cemetery Drainage and pothole repairs Birnie Cemetery Wall repair Buckie Cemetery Pothole repairs Buckie New Cemetery Land drainage works Duffus Cemetery Drainage Kinloss Abbey Repairs to boundary fence and vegetation management Lossiemouth Cemetery Repairs to entrance surface Page 53
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5.10 Elgin Cemetery (new) £3,000 has been spent so far in 2024/25 on solicitor and surveyor fees. 5.11 Parks and Open Space Infrastructure – the capital allocation is used to ensure any emerging infrastructure issues, which present a health and safety concern, can be addressed. The funds are used to undertake both planned and emergency works. £5,000 has been spent in quarter one with works planned for quarter 2 onwards. Parks and Open Space Works being undertaken Across relevant sites Repairs to kickabout play goals Cooper Park, Elgin Pond edging/coping repairs Cooper Park, Elgin Road drainage Cuthill Park, Keith Surfacing repairs at car park Linzee Gordon Park, Buckie Surfacing works at entrance Lossiemouth Playing Field, Elgin Repairs to path/step to play area 5.12 Play Areas: The Council currently receives funding from Scottish Government through the Renewal of Play Parks fund for the improvement/refurbishment to its play areas. The play areas selected for upgrading/refurbishment for 2024/25 are shown below. A total of £9,000 has been spent in quarter one with works planned for quarter 2 onwards. Play Area Works being undertaken Letterfourie, Buckie Upgrading play equipment for ages 0 -12. (Project carried forward from 2023/24) Miscellaneous repairs, including surfacing As prioritised from the independent annual inspection and routine monthly inspections Hopeman Playing Field, Hopeman Play equipment renewal – subject to participatory budgeting Randolph Lane, Forres Play equipment renewal – subject to participatory budgeting Tomnavoulin, Speyside Upgrading play equipment for ages 2 -5. (Project carried forward from 2023/24) 5.13 Facilities Management: The facilities management section covers the Janitorial, Building Cleaning, Caretaker and facilities functions at HQ/Annexe. The section has a capital allocation of £15,000 per year. These funds are used to purchase tools and equipment for the services, such as cleaning equipment. The funds are used on an emerging basis rather than a cyclical and planned replacement programme. There has been no spend so far in 2024/25. 5.14 Roads Maintenance & Fleet 5.15 The roads capital budgets in the main include the surface dressing works/resurfacing schemes/drainage improvements and street lighting column replacements which are over design life. The current spend is reported at Page 54
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£226,000. However, the actual works completed and works committed currently totals £3,800,000 from available budget of £4,200,000. It is forecast with high confidence that this budget will be fully spent at end of financial year. The priority during the summer months is to complete the annual surface dressing programme. It can be reported that this year has been a challenging programme to complete due to a number of factors. As a result of several bursts of more wintry weather throughout the late winter/early spring resulted in a delay to the pre patching of roads (repairing potholes and depressions) prior to the surface dressing overlay. This led to the start of programme being delayed by 3 weeks. In addition, there have been 6 full rained off days plus many late starts or early finishes due to wet/damp weather experienced. The team have also encountered some unplanned plant breakdowns which has resulted in delays to on site operations. It is reported that despite all of the above, the team completed 81% of the planned surface dressing programme. The remaining schemes will be carried forward to future year’s programme. 5.16 The current capital spend used to fund the Councils vehicle replacement programme is reported at £340,000 which is attributed to actual vehicles being purchased and delivered. The committed budget at the end of quarter 1 is £2,700,000 which means that vehicles have been ordered and are awaiting delivery. The committed capital spend forecast by the end of quarter 2 is currently £3,927,000. It is forecast with high confidence that this budget will be fully spent at end of financial year but is very much subject to vehicles being supplied by manufacturers. 5.17 Consultancy 5.18 In Quarter 1 sediment management works at Landshut Bridge relief channel, Longmorn and Chapelton Dam were completed at a cost of £170,000, which was carried forward from 2023/24. Preparation of the Coastal Adaptation work for 2024/25 is being progressed. Work at Viewmill Bridge started in Quarter 1, with expenditure of £25,000 and is programmed for completion in August. The contract for maintenance work to Auchriachan Bridge was awarded in July. Work will commence on site in August and is programmed for completion in mid October. 5.19 Transportation 5.20 Harbour Infrastructure works have been tendered for Burghead, Cullen and Findochty and are planned for delivery in quarter 3. 5.21 Active Travel schemes funded by Cycling, Walking and Safer Routes funding have been planned, along with procurement of Signs & Road markings. 6. ECONOMIC GROWTH & DEVELOPMENT 6.1 Business Gateway – The full Business Gateway Budget of £32k is required annually to provide specialist services and workshops (already procured for 24/25). Page 55
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6.2 Moray Gift Card (initiative started by Scotland Loves Local) – administration of the scheme continues into 2024-2025 using external funds that can only be spent as intended. The funds must be carried forward until spent in full. 6.3 Maintenance of projects – Full £9k budget for 24/25 is fully committed to activity in relation to Forres Town Centre Improvement. 6.4 Growth Deal – £30k is available for specialist services related to the development of the Moray Growth Deal. A contract has been awarded to BiGGAR Economics to assist in the gathering of data for the Deal’s Benefit Realisation and Monitoring Plan. This work is in progress and expected to conclude late Q2. In parallel, a DAR was approved to temporarily increase the number of hours worked by the 0.5 FTE Programme Officer. This was to accommodate a peak in activity up to end of July 2024 and has a value of £6,130. 7. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Effective budget management is an essential component of delivery of Council priorities on a sustainable basis. The capital plan is one of the vehicles through which the Council’s priorities can be delivered. The approved capital plan for 2024/25 and the outline ten year plan incorporates measures designed to address the LOIP priorities of building a better future for our children and young people, empowering and connecting communities and developing a diverse, inclusive and sustainable economy. (b) Policy and Legal There are no policy or legal implications arising directly from this report. (c) Financial implications The financial implications are highlighted within the report. (d) Risk Implications Budget managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from Committee in line with the Financial Regulations. (e) Staffing Implications There are no staffing implications arising from this report. (f) Property There are no Property implications arising from this report. (g) Equalities/Socio Economic Impact There are no equalities implications arising from this report because the report informs the Committee on budget monitoring. Page 56
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(h) Climate Change and Biodiversity Impacts There are no climate change or Biodiversity impacts arising from this report. Achieving net zero will have significant implications for future planned capital expenditure. (i) Consultations This report has been prepared in consultation with Depute Chief Executive (Economy, Environment & Finance), Head of Environmental and Commercial Services, Acting Head of Economic Growth and Development Services, Chief Financial Officer, Legal Services Manager, Committee Services Officer (L Rowan) and Environmental and Commercial Services Management Team and Budget Managers. Any comments have been taken into consideration. 8. CONCLUSION 8.1 This report sets out the budget monitoring position and comments on variances for the Environmental and Commercial Services and Economic Growth and Development Services (Economic Development) Capital and Revenue Budgets for the period to 30 June 2024. Author of Report: Nicola Moss, Head of Environmental and Commercial Services Beverly Smith, Acting Head of Economic Growth & Development Background Papers: Ref: SPMAN-524642768-1133 Page 57
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: INFORMATION REPORT: NATURE RESTORATION FUND 2023- 24 UPDATE BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform the Committee of the Scottish Government’s Nature Restoration Fund grant of £246,000 in 2023-24 and delivery of projects therein. 1.2 This report is submitted to Committee in terms of Section III (F) (13) of the Council's Scheme of Administration relating to matters regarding environmental protection. 2. BACKGROUND 2.1 The Scottish Government’s Nature Restoration Fund was introduced in 2021 in response to the biodiversity crisis. The council declared a nature emergency in 2023, recognising the urgent need to aid nature recovery and restoration. The purpose of the fund is to support actions that help nature recover by enhancing biodiversity and local ecosystems and/or using nature based solutions to mitigate and adapt to the climate emergency and its impacts. 2.2 The fund is intended to run for five years until 2025/26, with direct capital grants provided to Scottish Local Authorities. Moray Council received £101,000 in 2021/22 and £124,000 in 2022/23. Project allocation for both these years was agreed by committee on 16 November 2021 and 6 September 2022 respectively (paras 15 and 13 of the minutes refer). 2.3 The grant has been widely welcomed and has delivered many positive outcomes for both people and nature. These have previously been outlined within a report to this committee on 2 May 2023 (para 20 of the minute refers) and within the Biodiversity Duty Report also reported to this committee on 14 November 2023 (para 8 of the minute refers). Page 59
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2.4 In recognition of challenges to maximising the full benefit of the grant, including short timescales for delivery and limited staff capacity, the Head of Economic Growth and Development was granted authority at this committee on 15 November 2022 to make future project allocation decisions, subject to annual reporting (para 9 of the minute refers). 2.5 On 26 June 2023 the council was allocated £246,000 from the fund, with a requirement that minimum 50% should contribute to the development of a local Nature Network. All Scottish Local Authorities are required to include a nature network within local development plans, with the aim of supporting ecological connectivity on a landscape scale to help reverse biodiversity loss by 2045. The networks, which are similar to wildlife corridors, will link legally protected sites like SSSIs, as well as creating/improving links within and to urban areas. More information on the Moray Nature Network can be found on the story map linked from the council’s biodiversity web pages (link at end of this report). 2.6 The funding was allocated as part of the general capital grant, and a carry forward of £149,000 was approved by the council on 26 June 2024 (para 13 of the minute refers). The projects outlined in para 4.1 are therefore being delivered across 2023/24 and 2024/25. 3. DELIVERY OF 2023/24 GRANT 3.1 Following consultation with Open Spaces colleagues and Head of Economic Growth & Development approval, the below project areas were agreed. It should be noted that most of these actions also contribute to the Nature Network, particularly those in, or adjacent to, urban areas. Further details on some of this work can be found within the Biodiversity Duty Report 2021-23, which is now published on the council’s website. Wildflower and Living Lawn sites £79,500 The funding supported maintenance and enhancement of the existing sites at Aberlour, Buckie, Craigellachie, Dyke, Elgin, Forres, Garmouth, Kingston, Lossiemouth, Rafford and Rothes. New planting areas were introduced at Millbuies and Mannachie Park, and delivery of the Mannachie Park masterplan was further supported through the introduction of new hedging, trees and bulbs. Condition surveys of existing sites were undertaken, with management recommendations produced to help guide appropriate mowing patterns and reseeding. The success of the project was promoted (at no cost) at the North East Biodiversity Partnership seminar, the theme of which was ‘action for pollinators’. Carried forward funding will continue to support Open Spaces to maintain and enhance the wildflower and living lawn program, as well as progress the Mannachie Park masterplan with additional tree planting. Nature Sites £91,500 Page 60
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At the Wards wildlife site, a new wildflower area was created using locally sourced plug plants. A decision on the creation of a new pond to the north east of the site has been deferred to prioritise management and monitoring of existing enhancements and consider the potential impact of the planned Bilbohall development. 10 swift nest boxes have been installed on Cedarwood Day Centre, adjacent to the Wards and are being monitored. A further 15 nest boxes will be installed on nearby schools and known swift colony hotspots. At Millbuies woodland and loch, 9750 native trees (Scots pine, oak, birch, rowan and hawthorn) have been replanted in the area south of the loch. The felled trees were commercial non-native conifers planted in a manner unsuitable for conversion to Low Impact Silvicultural Systems, which is the long term vision for Millbuies. Continued management of rhododendron, and understory planting at the main walk entrance are ongoing. Small invasive non native trees were removed from throughout the SSSI area of Elgin Oakwood on advice and with consent from NatureScot. The ancient oak woodland ecosystem has been listed by NatureScot as in ‘unfavourable condition’, and as a protected site is therefore a key opportunity for the council to deliver the Nature Network on its land. A woodland management plan has been submitted to Scottish Forestry to enable selective felling to take place in order to protect and restore the ecological functioning of the woodland. Redundant tree protectors are being removed from across the woodland. Greenfingers therapeutic horticulture project collected acorns from within the woodland to grow on in their Cooper Park nursery for replanting in future. Greenfingers also participated in several educational sessions about Elgin Oakwood and the value of local provenance trees and wildflowers. Wild Things Environmental Education in Action have been contracted to undertake a range of conservation activities across Millbuies, Elgin Oakwood and the Wards wildlife site. This project is providing opportunities for schools and communities to be involved in caring for these sites, adding social, health and wellbeing benefits alongside the planned biodiversity enhancements. Scottish Invasive Species Initiative £15,000 A contribution was made to the landscape scale, strategic work that the project carries out on watercourses throughout Moray. The invasive non- native species they primarily target are Japanese knotweed and giant hogweed, working from the source of infestations and engaging with landowners and communities to ensure long term success. Infestations that have been targeted include the Lossie from Kellas to Elgin and on the Spey between Fochabers and Spey Bay, Kinloss Burn and Findhorn Bay area alongside continued action and engagement with landowners in the upper catchments. Nature Network £40,000 Detailed opportunity mapping of potential nature networks to connect protected sites and urban-rural wildlife corridors is currently being completed. Key stakeholders have been consulted on the draft map to identify Page 61
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opportunities and constraints and the output will be incorporated into the forthcoming biodiversity strategy and the next local development plan. The completion of the nature network mapping and consultation will identify areas where action can be taken and further ecological survey work is required. Following the development of the nature network, the ecologist will also provide expert advice on the forthcoming biodiversity strategy. Community projects £20,000 Small grants for individuals and community groups are being distributed by tsiMORAY / Moray CAN in September as part of an existing grant scheme. 4. BIODIVERSITY STRATEGY AND NATURE NETWORK UPDATE 4.1 National Planning Framework 4 (NPF4) requires Local Development Plans (LDPs) to facilitate the creation of nature networks. Guidance for local authorities was published in August 2023, alongside the additional Nature Restoration Fund allocation for this purpose received in July 2023. To ensure a nature network is part of the LDP 2027, work in this area has been accelerated in the last year. As a result, Moray’s Nature Network opportunity map is among the first in Scotland and our approach has received strong support from NatureScot. 4.2 This committee agreed on 2 May 2023 that a biodiversity strategy for Moray be reported in 2024 (para 20 of the minute refers). The extensive work undertaken for the LDP evidence report (Special Meeting of the Moray Council on 24 April 2024, para 17 of the minute refers) and Moray Nature Network are providing the opportunity for a stronger strategy to be developed. However, this work has impacted on staff capacity to prepare the planned strategy in recent months, and there is a desire that the strategy align with both the nature network and the forthcoming Climate Change Strategy update. A biodiversity strategy is therefore currently in development, but will be reported in 2025 to allow engagement to coincide with the Climate Change Strategy update. 4.3 The Scottish Government recently allocated £122,000 to the council as a direct capital grant for 2024/25. On this basis, the Head of Economic Growth and Development has approved several project areas that deliver the grant criteria and will support the Moray Nature Network. These include; • Continued contribution to the Scottish Invasive Species Initiative projects within Moray. • A potential new pilot project involving school grounds and outdoor learning that will deliver multiple workstreams such as nature restoration, natural capital and climate adaptation alongside climate education. • Progressing seasonal nature restoration or enhancement projects on council land ahead of the anticipated 2025/26 grant allocation. 4.4 £112,000 of this has been requested to carry forward into 2025/26 in a separate report to Corporate Committee on 26 August 2024. Should there be Page 62
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further direct funding for nature network delivery, this could expand the planned work on council land and be distributed as grants for woodland and agriculture biodiversity enhancements within the identified opportunity areas. 5. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Nature conservation and action to reverse biodiversity loss supports the delivery of corporate plan priorities by; improving health and wellbeing, strengthening communities and supporting greater attachment to place, minimising harm and costs arising from climate change impacts and creating economic opportunities. (b) Policy and Legal The Nature Conservation (Scotland) Act 2004 places a duty on public bodies in Scotland to further the conservation of biodiversity when carrying out their duties. The Council’s Climate Change Strategy aims to ‘Work to retain, protect and enhance biodiversity across Moray’ and NPF4 requires that the council produce and support the delivery of a Nature Network. Some policies and legislation relating to nature restoration that are particularly relevant to this report include; • Nature Conservation (Scotland) Act 2004 • Wildlife and Natural Environment (Scotland) Act 2011 • Scottish Biodiversity Strategy to 2045 • National Planning Framework 4 • Pollinator Strategy for Scotland • Climate Change (Scotland) Act 2009 and 2019 • Moray Climate Change Strategy • Moray Woodland and Forestry Strategy • Scotland’s Draft National Adaptation Plan 3 • Curriculum for Excellence through Outdoor Learning • Scotland's National Strategy for Economic Transformation (c) Financial implications There are no additional costs arising from this report. The Nature Restoration Fund has so far provided £470,000 capital funding to support the council’s response to the climate and nature crisis and delivery of associated national policy developments, bringing benefits to people and nature that would otherwise not have been possible within existing council budgets. (d) Risk Implications There is a risk that staff resources are not sufficient to deliver the full grant so future projects need to take account of staff capacity to ensure these are realistic and achievable and make use of partnership opportunities where possible. Page 63
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Ongoing maintenance implications for all projects are carefully considered to reduce the risk to Open Spaces should external funding not be available in future. There is also a reputational risk should the council not take meaningful action following its declaration of a Nature Emergency. (e) Staffing Implications Delivery of the grant will continue to place pressure on officers from Strategic Planning and Development who manage the received grant funding and lead on several of the projects within available capacity and workloads, working with officers from Environmental Protection and other departments and agencies where relevant and on a prioritised basis. (f) Property Nature restoration activities are considered to enhance land owned and/or managed by the Council, and within the Moray area. (g) Equalities/Socio Economic Impact By increasing biodiversity, projects should also contribute to community health and wellbeing and reduce inequalities of access to nature. (h) Climate Change and Biodiversity Impacts All Nature Restoration Fund projects chiefly and directly support mitigation of, and adaptation to, the climate and nature crisis. (i) Consultations The Depute Chief Executive (Economy, Environment and Finance), the Head of Economic Growth and Development, the Legal Services Manager, the Open Space Manager, the Environmental Protection Manager, the Chief Financial Officer, Lissa Rowan(Committee Services Officer) and Equal Opportunities Officer have been consulted and comments received have been incorporated into the report. 6. CONCLUSION 6.1 The Scottish Government’s Nature Restoration Fund has made available £246,000 in 2023/24 to help nature recover in Moray. 6.2 People and nature continue to benefit from projects delivered through this grant. These include wildflower and native woodland planting, restoration of protected sites, removal of harmful invasive species and connecting communities with their local environment. Author of Report: Sophie Ward, Climate Change Strategy Officer Background Papers: Page 64
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• Nature Restoration Fund - report to ED&I 16 November 2021 LINK • Nature Restoration Fund - report to ED&I 6 September 2022 LINK • Nature Restoration Fund Long Term Plan - report to ED&I 15 November 2022 LINK • Nature and Biodiversity Position Statement - report to ED&I 2 May 2023 LINK • Biodiversity Duty Report – report to ED&I 14 November 2023 LINK Ref: SPMAN-813460984-612 • Moray Council nature and biodiversity pages (including Biodiversity Duty Reports and Millbuies summary plan): LINK • Moray Nature Network story map LINK • Nature Networks guidance from NatureScot LINK Page 65
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: INFORMATION REPORT: HIGHLAND AND MORAY LOCAL SPACE CLUSTER BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT AND FINANCE) 1. REASON FOR REPORT 1.1 To inform committee of the current updates on the North Highland and Moray Space Cluster. 1.2 This report is submitted to Committee in terms of Section III (F) (2) of the Council's Scheme of Administration relating to the exercise of functions that promote economic development. 2. BACKGROUND 2.1 The UK Space sector is a fast growing sector which generated an estimated income of £18.9 billion in 20/21 and supports 52,000 jobs across the UK of which 12% are based in Scotland. 2.2 The Scottish space sector is a booming sector that is aiming to grow in value to £4 billion by 2030. As highlighted by the table below, in 21/22 Scotland was home to 228 Space businesses that generate an income of £298m. The sector employs 6404 people amounting to 12% of the total UK industry. 21/22 % of UK total UK space organisation population by region 228 8% Page 67
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UK space industry income 298 2% UK space industry employment 6,404 12% 2.3 The UK Space Agency has opened an office in Edinburgh to strengthen its presence in Scotland. This move is part of a broader strategy to support the Scottish space sector with significant funding. Investments include £30 million for operations at SaxaVord Spaceport and additional funds for the development of Sutherland Spaceport.1 2.4 The Scottish Affairs Committee has launched an inquiry to assess the space sector's economic contributions, opportunities, challenges, and international competitiveness. This inquiry aims to gather evidence and ensure that government strategies align with the sector's needs. 2.5 The North Highland and Moray Space Cluster is focused on capitalising on economic opportunities that will be generated by satellite launches from Space Hub Sutherland and to attract a space business cluster to the North Highlands and Moray. 2.6 HIE has been instrumental in supporting space sector developments in Moray and Highland. They have provided funding and support for various projects, including the Sutherland Spaceport and other space-related activities, which aim to leverage the region's unique geographical advantages for space launches. 3. NORTH HIGHLAND AND MORAY SPACE CLUSTER UPDATES 3.1 Orbex, operating out of Enterprise Park Forres, now has 2 active patents in a number of European countries and the United States covering various parts of its rocket technology. It is powered by a renewable bio-fuel, which allows the rocket to reduce carbon emissions significantly compared to other similarly sized rockets being developed elsewhere around the world. The Sutherland Spaceport, currently under construction, will support these environmentally friendly launch activities. 3.2 Construction at Sutherland Spaceport is progressing rapidly. Recent key achievements include the installation of the first watercourse crossing bridge and the advancement of the floating road, which protects the peat bog ecosystem 3.3 The space sector offers significant opportunity for growth and high quality jobs in Moray. The presence of Orbex reinforces this. Orbex has received £16.7m follow on investment which will be largely spent on generating jobs in Moray. This investment and job creation will ramp up the development of Prime, its 19-metre long, two-stage rocket designed to transport small satellites into Low 1 https://news.stv.tv/east-central/uk-space-agency-opens-inaugural-scottish-office-at-queen-elizabeth-house-in- edinburgh Page 68
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Earth Orbit. The aim is to ensure full readiness and scalability for its launch period . 3.4 The Cluster made a successful bid to the UK Space Agency’s “International Bilateral Fund” to forge new links between Moray and the USA. The UK Space Agency’s International Bilateral Fund is focused on supporting the UK space sector to work directly with international partners on exciting and innovative projects. 3.5 The Cluster has recently attended the UK Space conference in November 2023 and Farnborough International Airshow in July 2024 to promote opportunities in Caithness, Sutherland and Moray. Both have been a huge success and the participation underscored the Region's growing prominence in the space sector. 3.6 New projects are under development with UHI in relation to STEM engagement. These are being led by the Cluster STEM Leadwho attended the National Space Academy last month to make new partnerships and generate impactful ideas for local STEM projects. With the resignation of Councillor Leadbitter as the council representative on the Space Cluster Group, a new council representative will be required and this along with other changes will be the subject of a report to council after the November by-election. 4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The development of the local space cluster supports the corporate plan priority of promoting economic development and growth, as well as the LOIP priority of a growing and sustainable economy. (b) Policy and Legal None. (c) Financial implications There is no direct financial implications arising from this report. (d) Risk Implications None. (e) Staffing Implications None. (f) Property Page 69
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None. (g) Equalities/Socio Economic Impact There are none because the recommended actions do not affect people. (h) Consultations Consultation has taken place with the Depute Chief Executive (Economy, Environment and Finance), the Acting Head of Economic Growth and Development, the Legal Services Manager, the Equal Opportunities Officer, and Lissa Rowan (Committee Services Officer) have been consulted and comments received have been incorporated into the report. 5. CONCLUSION 5.1 The space sector in Moray and the Highlands is undergoing transformative growth, driven by local innovative companies like Orbex and supported by strategic investments in infrastructure like the Sutherland Spaceport. These developments not only enhance Moray’s position in the global space industry but also promise significant economic and employment benefits for the region. Author of Report: Shannon Creswell, Business Gateway Adviser Background Papers: Ref: SPMAN-813460984-613 Page 70
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REPORT TO: ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 SUBJECT: INFORMATION REPORT: LIST OF PROPERTY TRANSACTIONS CONCLUDED UNDER DELEGATED POWERS BY: DEPUTE CHIEF EXECUTIVE (ECONOMY, ENVIRONMENT & FINANCE) 1. REASON FOR REPORT 1.1 To inform the Committee of property transactions which have been dealt with under delegated powers. 1.2 This report is submitted to the Economic Development and Infrastructure Services Committee in terms of Section III F (5) of the Council's Scheme of Administration relating to industrial and commercial development. 2. BACKGROUND 2.1 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant leases, licenses or other occupation agreements of land and buildings for 25 years or less duration where the initial rent does not exceed £35,000 per annum and sites on long term building leases of up to 125 years duration where the initial rent does not exceed £35,000 per annum. 2.2 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to conduct rent reviews and fix new rents. 2.3 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant wayleaves or servitudes over Council owned property. 2.4 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to accept the highest offer received for surplus heritable property provided that the highest offer received is for a sum no less than the price at which the property has been offered for sale on the open market. 2.5 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to approve acquisitions of heritable property up to a value of £250,000 where appropriate provisions have been made in Page 71
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the Capital or Revenue Plan. For acquisitions by lease, this delegation covers property with a rental value of up to £5,000 per annum where appropriate provision has been made in the Capital or Revenue Plan. 3. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The proposals support the aim of delivering financial stability. (b) Policy and Legal None. (c) Financial Implications The transactions detailed in APPENDICES I, II, III and IV will generate monies to the Council. Funds for the acquisition of the property detailed in APPENDIX V were made from existing provision in the Housing Revenue Account. (d) Risk Implications None. (e) Staffing Implications None. (f) Property None. (g) Equalities/Socio Economic Impact None. (h) Climate Change and Biodiversity Impacts None. (i) Consultations None. 4. CONCLUSION 4.1 It is recommended that the Committee notes the 12 leases, 17 rent reviews, 1 wayleave, 1 property disposal and 1 acquisition of property as set out in APPENDICES I, II, III, IV and V. Author of Report: Stuart Beveridge, Asset Manager (Commercial Buildings) Background Papers: Ref: SPMAN-1285234812-1613 Page 72
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APPENDIX I REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 LIST OF LEASES OF BUILDINGS AND SITES – SUBMITTED FOR NOTING 1. Reference No. 2. Officer’s Ints 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Rent (per annum) Remarks 1. EL/1/136 2. ALBU 1. 3 Chanonry Road North, Elgin 2. Northscaff Ltd SC564107 1. - 2. 0.231Ha 1. 28/2/24 2. 5 years £8,550 Permitted Use: Builder’s/Scaffolder’s yard development. 1. EL/1/207 2. IAWA 1. 9 Chanonry Spur, Elgin 2. Tony Weir Contractor Ltd 1. 86.25sqm 2. 0.13Ha 1. 23/5/24 2. 3 years £15,000 Permitted Use: Workshop with ancillary offices & yard in connection with tenants fencing contractors business. 1. EL/1 2. CQ 1. Woodside Terrace, Elgin 2. Contractors Site Compound 1. 90sqm 2. 0.009Ha 1. 2/6/24 – 24/11/24 2. - £0 Permitted Use: Contractors site compound licence in relation to Council Housing in Elgin area (non-chargeable permission). Page 73
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1. CL/1 2. CQ 1. Cullen Links, Cullen 2. Mrs R Gorrara, Sauna at the Kings 1. 2. 1. 2. £650 Permitted Use: Mobile vendor permission to site on and trade from Council ground. Vendor holds valid Street Traders Licence. 1. ME/482/7 2. STBE 1. Rothiemay & District Playgroup, Rothiemay Primary School, Rothiemay 2. Rothiemay & District Playgroup 1. 212sqm 2. - 1. 1/7/24 2. 1/7/27 £400 Permitted Use: Children’s outdoor play. 1. BK/750/85 2. SOAND 1. 36 Commercial Road, Buckie 2. Farra Marine ROI Ltd 1. 294.09sqm 2. 0.045Ha 1. 1/2/23 2. 3 years £10,000 rising to £12,000 in Year 2 Permitted Use: General storage & ancillary office. 1. LO/1/204 2. SOAND 1. Unit 4 Coulardbank Industrial Estate, Lossiemouth 2. Rodgers Electrical Services Ltd 1. 70.05sqm 2. 0.0248Ha 1. 13/6/24 2. 3 years £7,250 Permitted Use: Electrical sub-contractor storage. Page 74
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1. FR/4/209 2. IAWA 1. 10 Waterford Circle, Forres 2. Kay Perry, T/A The Moray Cleaner 1. 70sqm 2. 0.02Ha 1. 20/6/24 2. 3 years £7,650 Permitted Use: Workshop & store in association with tenant’s cleaning business. 1. KE/3/258 2. ALBU 1. Unit N & M Isla Bank Mills, Keith 2. Oakwood Cooperage Ltd (SC596065) 1. 342.7sqm 2. 3.29Ha 1. 1/9/24 2. 3 years £22,000 Permitted Use: Metal fabricators workshops & store. 1. EL/645/38 2. STBE 1. 2 High Street, Elgin 2. Osprey Housing Ltd 1. - 2. - 1. 1/8/24 2. Annually £3,022 Permitted Use Licence to use one desk. 1. EL/5/262 2. ALBU 1. 4 Pinefield Parade, Elgin 2. Keith Paterson 1. - 2. 0.11Ha 1. 1/10/24 2. 5 yearly £5,195 Permitted Use: Develop workshops, store & yard. 1. BD/750/1 2. ALBU 1. Site 2 Burghead Harbour, Burghead 2. John Stewart 1. 79.5sqm 2. 0.016Ha 1. 1/9/24 2. 3 years £2,400 Permitted Use: Paint store with office. Page 75
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APPENDIX II REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 LIST OF RENT REVIEWS OF BUILDINGS AND SITES - SUBMITTED FOR NOTING 1. Ref No. 2. Valuer’s Ints. 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Interval 1. Previous Rent 2. New Rent Remarks 1. BK/1/107 2. IAWA 1. 5 March Lane, Buckie 2. Grant Refrigeration 1. - 2. 0.07Ha 1. 1/6/89 2. 5 years 1. £1,525 p.a. 2. £1,830 p.a. Permitted Use: Repair & refurbishment of refrigeration units. 1. EL/3/206 2. STBE 1. 6 Linkwood Lane, Elgin 2. Scott Abernethy 1. 130sqm 2. 0.08Ha 1. 1/11/94 2. 3 years 1. £10,600 p.a. 2. £12,400 p.a. Permitted Use: Use Classes 4, 5 & 11 of the Use Classes (Scotland) Order 1989 & for the sale, repair, maintenance of motor cars & spare parts. 1. KE/410/2 2. STBE 1. Nursery in Community Centre, Banff Road, Keith 2. Keith Play Centre Ltd 1. - 2. - 1. 2/8/21 2. Stepped annually 1. £3,200 p.a. 2. £4,800 p.a. Permitted Use: Childcare nursery. 1. BK/482/5 2. STBE 1. Portessie Primary School Nursery, Buckie 2. Portessie Playgroup 1. 68sqm 2. - 1. 2/8/21 2. Stepped annually 1. £1,262 p.a. 2. £1,893 p.a. Permitted Use: Childcare nursery. Page 77
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1. MW/482/8 2. STBE 1. Knockando Playgroup, Knockando Primary School, Aberlour 2. Knockando Playgroup 1. 49sqm 2. - 1. 2/8/21 2. Stepped annually 1. £816 p.a. 2. £1,224 p.a. Permitted Use: Childcare nursery. 1. KE/482/5 2. STBE 1. Strathisla Childrens Centre, Keith 2. Flexible Childcare Services Scotland SCIO 1. 460sqm 2. 0.57Ha 1. 2/2/22 2. Stepped annually 1. £10,660 p.a. 2. £15,990 p.a. Permitted Use: Childcare nursery. 1. PK/482/2 2. STBE 1. Portknockie Primary School Nursery, Portknockie 2. Portknockie Playgroup 1. 74.3sqm 2. 0.086Ha 1. 2/8/21 2. Stepped annually 1. £1,940 p.a. 2. £2,910 p.a. Permitted Use: Childcare nursery. 1. ME/482/7 2. STBE 1. Rothiemay & District Playgroup, Rothiemay Primary School, Rothiemay 2. Rothiemay & District Playgroup 1. 44sqm 2. - 1. 2/8/21 2. None 1. £516 p.a. 2. £774 p.a. Permitted Use: Childcare nursery. 1. KE/1/204 2. ALBU 1. 5 Western Road South, Keith 2. Sippdeal Trustees Ltd 1. - 2. 0.21Ha 1. 12/5/09 2. 5 years 1. £5,190 p.a. 2. £7,025 p.a. Permitted Use: Distribution warehouse in relation to laundry service. Page 78
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1. EL/8/224 2. STBE 1. Unit 24 Tyock Industrial Estate, Elgin 2. Dingbro Ltd 1. 546.5sqm 2. 0.07Ha 1. 1/7/12 2. 3 years 1. £40,000 p.a. 2. £47,500 p.a. Permitted Use: Warehouse & office accommodation in connection with tenant’s business as wholesale motor factor. 1. KE/3/269 2. ALBU 1. Unit Q1 Isla Bank Mills, Keith 2. Advanced Electrics Ltd 1. 315sqm 2. 0.03Ha 1. 1/3/15 2. 3 years 1. £9,625 p.a. 2. £11,810 p.a. Permitted Use: Workshops, stores & offices for electrical contractors. 1. BK/750/91 2. ALBU 1. Pier 3 Buckie Harbour, Commercial Road, Buckie 2. Ocean Winds UK Ltd (07101190) 1. - 2. 0.27Ha 1. 21/9/23 2. Annually 1. £10,000 p.a. 2. £10,240 p.a. Permitted Use: Windfarm maintenance. 1. KE/3/260 2. ALBU 1. Unit P Isla Bank Mills, Keith 2. Oakwood Cooperage Ltd (SC596065) 1. 696sqm 2. 0.18Ha 1. 3/1/21 2. 3 years 1. £21,550 p.a. 2. £26,000 p.a. Permitted Use: Workshops & storage in relation to cooperage & barrel storage. 1. FR/1/208 2. IAWA 1. Unit 11 Greshop Road, Forres 2. Mike Ross 1. 85sqm 2. 0.07Ha 1. 27/6/18 2. 3 years 1. £6,900 p.a. 2. £8,000 p.a. Permitted Use: Car tuning business. Page 79
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1. LO/1/223 2. ALBU 1. Units 3, 4 & 5 Coulardbank Business Centre, Lossiemouth 2. The Met Office 1. 100sqm 2. 0.01Ha 1. 15/10/18 2. 3 years 1. £12,200 p.a. 2. £11,700 p.a. 15/7/24 – 14/10/24 then £12,200 Permitted Use: Office & workshop accommodation in connection with meteorological functions of the tenant. New rent has a reduction in lieu of tenant taking on several Business Centre management tasks for the Council. 1. KE/3/273 2. ALBU 1. Unit Q2 Isla Bank Mills, Keith 2. Wheel Racer Ltd (SC698181) 1. 308sqm 2. 0.03Ha 1. 1/9/21 2. 3 years 1. £9,000 p.a. 2. £11,000 p.a. Permitted Use: Tyre/Wheel repair & maintenance with ancillary sales. 1. EL/5/121 2. ALBU 1. 7 Perimeter Spur, Elgin 2. Drumsmittal Properties Ltd (SC145579) 1. - 2. 0.04Ha 1. 2/9/84 2. 5 years 1. £2,110 p.a. 2. £2,110 p.a. Permitted Use: Offices & stores used in connection with Timber Preservation Company. No increase in rent as already full rent. Page 80
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APPENDIX III REPORT TO THE ECONOMIC DEVELOPMENT & INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 GRANT OF SERVITUDES AND WAYLEAVES Officer Intls File Ref Address Description Price Comments CQ Electric Wayleaves Bilbohall Substation to Birnie Road, Glassgreen, Elgin Electricity Wayleave Date of Entry – 3/6/24 £16,900 Wayleave granted to Springfield/SSEN for new high-voltage link to phased development at Glassgreen. Page 81
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APPENDIX IV REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 LIST OF PROPERTY DISPOSALS - SUBMITTED FOR NOTING Officer Initials Address Description Purchaser 1. Asking Price 2. Highest Offer Declared Surplus Comments IAWA Broomhill Lodge Banff Road Keith AB55 6RX Former HRA property declared surplus Robert Stedman 1. £105,000 2. £112,536 15/9/22 Page 83
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APPENDIX V REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 3 SEPTEMBER 2024 LIST OF ACQUISITIONS - SUBMITTED FOR NOTING Officer Intls Address Description Land Owner Purchase Price Declared Surplus Comments STBE 48 Glenesk Road Lhanbryde IV30 8PW 2 Bedroom End Terraced House Michael & Deborah Ure £80,000 N/a Ex-Council property purchased to add to Council Housing stock. Page 85
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