Agenda Document Pack - Economic Development and Infrastructure Services Committee - 17/06/2025
Moray Council · 17 June 2025
Back to Economic Development and Infrastructure Services Committee — 17 June 2025 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, 17 June 2025 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, 17 June 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minutes of meeting of 29 April 2025 7 - 14 4. Written Questions ** 5. Performance Report (Environmental and Commercial Services) - Period to March 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 15 - 22 6. Performance Report (Economic Growth and Development) - Period to March 2025 Report by Depute Chief Executive (Economy, Environment and Finance) 23 - 30 7. Economy, Environment and Finance Service Plans 2025- 28 Report by Depute Chief Executive (Economy, Environment and Finance) 31 - 60 Page 1
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8. Buckie Harbour Masterplan Report by Depute Chief Executive (Economy, Environment and Finance) 61 - 98 9. Traffic Regulation and Waiting Restrictions Orders to Support Levelling Up Fund Projects in Elgin Report by Depute Chief Executive (Economy, Environment and Finance) 99 - 126 10. National Strategy for 20mph Report by Depute Chief Executive (Economy, Environment and Finance) 127 - 138 11. Nature Restoration Fund 2025-26 Report by Depute Chief Executive (Economy, Environment and Finance) 139 - 146 12. Information Reports - if called in 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. Review of Arrangements for Furniture on Footpaths Report by Depute Chief Executive (Economy, Environment and Finance) 147 - 150 Moray Pathways Local Employability Partnership Annual Report Report by Depute Chief Executive (Economy, Environment and Finance) 151 - 166 List of Property Transactions Concluded Under Delegated Powers Report by Depute Chief Executive (Economy, Environment and Finance) 167 - 178 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 attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 12 noon two working days prior to the day of the meeting. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 4pm the day before the meeting. The Member who has put the question may, after the answer has been published, ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Economic Development and Infrastructure Services Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Amber Dunbar (Depute Chair) Councillor Tracy Colyer (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 Elaine Kirby (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, 29 April 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Tracy Colyer, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Elaine Kirby, Councillor Marc Macrae, Councillor Paul McBain, Councillor Shona Morrison, Councillor John Stuart, Councillor Draeyk van der Horn, Councillor Sonya Warren APOLOGIES Councillor Jérémie Fernandes IN ATTENDANCE The Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Services, Head of Housing and Property Services, Senior Engineer (Transportation), Paul Wolverson, Service Manager, Road Maintenance Manager, Consultancy Manager, Property Asset Manager, Legal Services Manager, Elaine Penny and James Smith, Engineer (Traffic) and the Democratic Services Manager. Also in attendance was Mr Luke Stevenson, petitioner in respect of Item 6 on the agenda. 1. Chair The meeting was chaired by Councillor Marc Macrae. 2. 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. 3. Resolution The meeting resolved that in terms of Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 11 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act. Para Number of the Minute Para Number of Schedule 7a Item 3. Page 7
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18 Para 6 Information relating to the financial or business affairs of any particular person(s) Para 9 Information on terms proposed or to be proposed by or to the Authority 19 Para 8 & 9 Information on proposed terms and/or expenditure to be incurred by the Authority 4. Minute of meeting dated 4 February 2025 The minute of the meeting of Economic Development and Infrastructure Services Committee dated 4 February 2025 was submitted and approved. 5. Written Questions ** The Committee noted the following written question submitted by Councillor Fernandes and the Council's response thereto: Food and drink manufacturing accounts for 36% of Moray’s economy, compared to just 4.4% across Scotland, making the region particularly exposed to export- related challenges. Have Council Officers estimated the potential impact or cost of the newly announced 10% US tariff on Moray’s economy? If not, what work is underway—and what discussions have taken place with relevant agencies—to assess and understand the likely impact on local businesses? RESPONSE Council Officers have been in dialogue with representatives from Highlands & Islands Enterprise and the Chamber of Commerce. The impact on the Moray economy is impossible to assess as there will be businesses that benefit from now being more competitive than European and Asian competitors and there will be others that will feel the shock either as direct exporters or supply chain companies. It is therefore too early to assess financial impact. Scottish Development International is currently reviewing and assessing the impact for the whole of Scotland. The Scotch Whisky Association will be examining the impact on the Whisky industry. Moray Chamber of Commerce are working with Scottish Government through the Scottish Chamber of Commerce to get more for Scottish businesses. The following contains a number of relevant links over the last two weeks from the Department for Business and Trade on US Tariffs which is still a very fluid area: • Please continue to direct business enquiries to Export support for UK businesses – great.gov.uk. • President Trump announced over the weekend that he has added some goods to the list of exemptions from tariffs, therefore suspending reciprocal tariffs on Page 8
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a number of goods including semiconductors and smartphones. New guidance has been published by the US Customs and Border Protection here. • Over the weekend, the UK Government announced new support for British business, by way of increased government-backed financing via UK Export Finance and the British Business Bank. More details here: Government steps in to back British business in changing world - GOV.UK. • You also may have seen over the weekend that the UK Government has suspended tariffs on a range of imported goods into the UK: Government cuts price of everyday items and summer essentials - GOV.UK. • In terms of tariffs on imports, the UK Global Tariff tool is useful: Trade Tariff: look up commodity codes, duty and VAT rates - GOV.UK . 6. A941 Petition Briefing Report The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking the Committee to consider the recently submitted Petition PE2025-001 in relation to the Elgin - Lossiemouth Safety Spine received from Mr Luke Stevenson, the terms of which stated: We, the undersigned, call upon local authorities and transport agencies to prioritise the safety of all road users on teh A941 and B9135 between Elgin and Lossiemouth. Implementing new safety infrastructure in the for of; no overtaking lines along key areas of the road/junctions, new solar cats eyes to increase lane visibility, street lighting along the path that will directly benefit pedestrians, cyclists and road users, additional a filter lane on the A941 turning left to B9135 to improve vision and field of view for road users joining the main road. Furthermore, a consideration could be made to reduce the speed of the road. Such measures, alongside enhanced signage, reflective markers and regular maintenance will protect all road users, including cyclists and pedestrians and align with Moray's commitment to public safety. The A941 is a critical route for residents, commuters and visitors, yet it has become increasingly hazardous due to the growing volume of traffic, speeding and adverse weather conditions common in the Moray region. The lack of adequate road separation contributes to collisions, endangering lives and causing distress to families and communities. Road safety is not a luxury but a necessity. By investing in these improvements, we can reduce accidents, save lives and ensure the A941 remains a safe and reliable link between Elgin and Lossiemouth. We urge the relevant authorities to act swiftly and make the A941 a model of road safety for the Moray region. Together, we can protect our community and secure a safety future for everyone who uses this vital route. Prior to discussion, Chair outlined to the Committee the procedure to be followed in respect of considering the petition, which at this stage was regarded as a preliminary hearing, along with the options open to the Committee on how the petition be handled. The Chair welcomed Mr Stevenson who outlined the terms of his petition. Page 9
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The Head of Environmental and Commercial Services outlined the response to the petition as detailed in the briefing report. The Chair confirmed the options available to the Committee were: 1. Direct that the petition (in whole or part) proceeds to a full hearing, at the next available date of this Committee, another appropriate service committee or at a full meeting of The Moray Council; OR 2. Reject the petition (in whole or in part), giving the reason for rejection; OR 3. For simple issues, instruct immediate action by the Council without any further hearing or report; OR 4. Pass the petition to the relevant director and chairperson to look into, with or without any specific direction as to action. Councillor Macrae welcomed the petition, however stated that he was minded to reject the petition. He recognised the number of incidents on the particular stretch of the A941, some of which have been tragic, however the road layout had not been a factor in the recorded incidents on the road and that the main causes found during the police investigation had related to driver error. He further added that Officers have set out that whilst commendable, other than the cat's eyes, the suggestions in the petition would not achieve the desired results. Elaine Penny, Senior Engineer (Traffic) confirmed that although the Council were still waiting confirmation from Transport Scotland on the Council's Road Safety Grant, the A941 would be included for improvements with regards to cats’ eyes, however the prioritisation of the work still had to be agreed. Both Councillor Cowe and van der Horn, welcomed the additional cats’ eyes being installed but also acknowledged that driver behaviour needs to change. Following further consideration, Councillor Macrae stated that there being no one otherwise minded the Committee agree to reject the petition on the basis the that Head of Environmental and Commercial Services write to Mr Stevenson to update him on the planned actions for the road. This was unanimously agreed. 7. Environmental Protection Capital and Revenue Budgets The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking to approve the plans to deliver the capital and revenue programme in Environmental Protection in 2025/26. Following consideration the Committee unanimously agreed to: i) approve the plans to deliver the capital programme for 2025/26 as contained in this report; ii) grant delegated authority to the Service Manager (Open Space, Waste Management, Catering & Facilities) to proceed with necessary maintenance works and prioritise the works in accordance with any budgetary restrictions; Page 10
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iii) delegate authority to the Head of Environmental and Commercial Services to apply for grants in support of the areas of work identified in sections 5; and iv) note the potential limitations and implications of the capital allocation for 2025/26 with regards improvements works in the Council’s recycling centres, cemeteries and parks and open spaces. 8. Environmental and Commercial Services and Economic Development Capital and Revenue Budget Monitoring The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking the Committee to scrutinise and note the quarter three position of 2024/25 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 quarter three budget position for 2024/25. 9. Roads Maintenance Revenue and Capital Budgets 2025-26 The Committee had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval for the expenditure of funds allocated from the 2025/26 Revenue and Capital Budgets for Roads Maintenance. Following consideration the Committee unanimously agreed to: i) approve the allocation of funds, from the Revenue and Capital Budget 2025/26 to Roads Maintenance activities, as outlined in Appendix A of the report; ii) grant delegated authority to the Roads Maintenance Manager to proceed with necessary roads maintenance works whilst noting that the Roads Maintenance Manager will, as soon as possible, publish a list of schemes which can be funded from the budget provision recommended in the report; and iii) note that the list of schemes will be drawn up in accordance with the principles and objectives detailed in the report, in the Roads Asset Management Plan and in the Capital Plan. 10. Transportation Capital and Revenue Budgets The Committee had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of plans to deliver the capital and revenue programme in Transportation for 2025/26. Following consideration the Committee unanimously agreed to: i) approve the plans to deliver the capital and revenue programme for 2025/26 as contained in the report; and Page 11
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ii) delegate authority to the Head of Environmental and Commercial Services to apply for grants for the funding areas set out in the report at paras 5.33 and 5.48. 11. Flood Risk Management and Bridges Capital and Revenue Budgets 2025-2026 The Committee had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of the proposed 2025/26 Capital and Revenue programme of work for Flood risk Management and Bridge Maintenance. Following consideration the Committee unanimously agreed: i) the Flood Risk Management Schedule of Clearance and Repair for 2025/26; ii) the programme of Bridge Maintenance works for 2025/26; and iii) to delegate authority to the Head of Environmental and Commercial Services to bid for grant funding that is made available throughout the year. 12. Burial and Cremation (Scotland) Act 2016 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) updating and informing the Committee of the new statutory requirements on the Council, as a burial authority, in line with the Burial and Cremations (Scotland) Act 2016. Following consideration, the Committee unanimously agreed to note: i) the contents of the report; and ii) the new mandatory responsibilities on the Council as a burial authority. 13. Disabled Parking Review The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) asking the Committee to note the review of disabled parking in Elgin. Following consideration the Committee unanimously agreed to: i) note the results of the parking survey for Elgin Town Centre; ii) note the amendments to the disabled parking in the town centre as part of the Levelling Up Fund (LUF) project; and iii) approve the introduction of new disabled parking spaces on the High Street west of Batchen Street as part of works associated with the Levelling Up Fund Town Centre projects and North Guildry Street, utilising part of the 25/26 budget for Disability Adaptations. 14. Roads Asset Management Planning Page 12
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The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the latest road condition and Road Asset Management Planning information. Following consideration, the Committee unanimously agreed: i) to note the latest Road Condition Indicator (RCI) results for the Council; ii) that the RCI results continue to be monitored and reported back on an annual basis to this Committee; and iii) to note the clear commitment to the use of Road Asset Management Planning in the Council. 15. North of Scotland Electric Vehicle Charging Infrastructure Partnership The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) detailing the progress with identifying a preferred bidder for the provision of electric vehicle (EV) chargers and services under the joint Pathfinder project and agree the procurement vehicle to move to conclusion of the procurement process and contract award. Following consideration the Committee unanimously agreed to: i) note the progress made in relation to a strategic partnership approach and funding for electric vehicle charging infrastructure following the Electric Vehicle Infrastructure Fund Strategy and Expansion Plan approved by this Committee (para 9 of the minute of 7 February 2023 refers); ii) delegate authority to the Head of Environmental and Commercial Services in consultation with the Head of Governance, Strategy and Performance to agree the formation of a Special Procurement Vehicle, Lead Authority Model, in partnership with Aberdeen City, Aberdeenshire and Highland Councils to deliver EV charging infrastructure, with Highland Council as the Lead Authority, governed by a Joint Steering Board; and iii) note that existing public electric vehicle charging infrastructure operated by the Council is included in the Special Procurement Vehicle. 16. Berthing Policy - Leisure The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking approval of a revised berthing policy as set out at Appendix 1 and described in the report. Following consideration, the Committee unanimously agreed to approve the revised berthing policy as set out in Appendix 1 to the report. 17. Information Reports - if called in The Committee noted that no Information Reports had been called in. Page 13
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18. West Beach Car Park Lossiemouth [Para 6 and 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the current condition of the car park at West Beach, Lossiemouth and of the legal position with regards to the lease conditions and to seek approval on the direction of travel for how the car park will be managed long term. In terms of standing order 80, the Chair sought agreement from the Committee to suspend standing order 75 and to continue the meeting after 12.45pm. This was unanimously agreed. Following lengthy consideration, the Committee unanimously agreed: i) to note the proposed preferential rankings at para 18.1; ii) approve Option 1; and iii) that the Council will endeavour to work with the landlord and the community to secure future use of the site for public use, though it should be noted this may not be achieved and the Council’s influence would be limited in this regard. 19. Review of Industrial Estate Report - [Para 8 and 9] The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) which sought Committee approval for the next steps in relation to this estate. Following consideration, the Committee unanimously agreed to: i) note the contents of the review of this estate; ii) approve the recommendation to market the site for sale and bring a future report to the Corporate Committee outlining the outcome of the marketing; and iii) approve the appointment of an agent to market the estate as outlined in paragraph 6.4. Page 14
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environmental and Finance) ECS019/25/NM/SW Author: Nicola Moss/Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Environmental and Commercial Services) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2025, overall progress against the 2024/25 Service Plan was 59% complete, although this does include several longer-term actions with due dates into 2026 and 2027. Progress against Service Plan Priorities and Indicators and operational Service Performance Indicators is presented in the table and charts below. Item 5. Page 15
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) scrutinises performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. Suzanne Wilson Research & Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. Page 16
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4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 The Bus Revolution project has progressed as planned. Following community engagement sessions and an online survey on the future expansion of the m.connect service, analysis is being carried out by Highlands & Islands Enterprise for the Project Board. Driver recruitment is almost complete along with procurement of charge units and vehicles. Phase 2 is on track to begin in May supported by a schedule of planned public information and marketing activity. Monitoring will continue as part of the 2025- 2028 Service Plan. (Strategic Action ECS24-25 Strat 4.1) 5.2 Delivery of the Fleet EV Strategy actions in the reporting period is complete. Electric Vehicles now account for 16% of the Fleet with the number acquired this year exceeding target at 22. 103 chargers are now available with solar panels identified as a renewable energy option for Ashgrove. Work to facilitate installation is now ongoing. (Service Level Action ECS24-25 Serv 5.2.1, Service Level PIs ECSRMF14 and 15) 5.3 A programme of headstone inspections has been successfully implemented with 976 stability checks complete in Cullen and Tomintoul and re-inspections undertaken across 6 other cemeteries. Specialist contractors are scheduled to make safe several complex headstones with further inspections planned for the second half of 2025/26. (Service Level Action ECS24-25 Serv 5.5.3) 5.4 For the second year, 93% of all primary schools have delivered Bikeability sessions against a target of 72% while 370,201 sustainable journeys were recorded by the Page 17
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Travel Tracker programme, an increase of 11,149 (3%). (Service Level PIs ECSTTM01 and 05) 5.5 Latest LGBF data for 2023/24 shows Moray ranked in the top quartile for four cost performance indicators relating to Environmental and Commercial Services. Net cost of Waste Collection per premise was £39.97, well below the national average of £78.72 ranking Moray 2nd nationally and 1st against family group authorities. Net cost of Street Cleaning per 1,000 population was £8,376 against the national average of £15,961 with Moray ranked 4th nationally and 1st in the family group. Cost of maintaining roads per kilometre was £7,337 compared to £13,788 nationally placing Moray 6th in Scotland and 1st against family group authorities. Cost of parks and open spaces per 1,000 population was £18,010 against a national average of £23,362, placing Moray 8th nationally and 2nd in the family group. (Service PIs ENV01a, ENV03a, ENV04a and C&L04) 5.6 In addition to the low cost of waste collection, Moray was placed in the top quartile with 55.2% of total household waste arising that is recycled, above the national average of 43.5%, placed 4th nationally and 2nd within the family group. (Service PIs ENV06) 5.7 Performance against Indicators measuring road condition in three of four road class categories (B, C and unclassified) is ranked within the top quartile nationally and 1st within the family group, with A class roads placed 13th and 3rd respectively. As is always the case, there are nuances around these performance measures which must also be considered, such as allied satisfaction levels, the sustainability of asset management policies which support these rankings and others. However, these results do demonstrate strong performance levels in the areas highlighted. (Service PIs ENV04c, ENV04d and ENV04e) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.8 In relation to the Town Centre Improvement Plans, funding has now been confirmed and options for streetscape improvement prepared for two towns (Dufftown and Forres). The final programme of work, to be led by Economic Growth and Development, is expected to be agreed in 2025/26. Work will continue as part of the 2025-2028 Service Plan (Service Level Action ECS24-25 5.1.1) 5.9 With recruitment to some key vacancies proving challenging, work to deliver Surface Water Management Plans for Forres by March 2025, is on hold. This action will be carried forward in the 2025-2028 Service Plan with a revised due date of March 2027. (Service Level Action ECS24-25 5.3.1) 5.10 In conjunction with existing harbour users and relevant stakeholders, development of the Buckie Harbour Masterplan remains ongoing. A workshop was held with elected members in March 2025, and additional drawings are being prepared. A final document, setting out the long-term aspirations of the Harbour, is expected during the first half of 2025/26. (Service Level Action ECS24-25 5.4.1) 5.11 Although competing work demands have delayed the planned Tree Strategy, surveys and maintenance work have been undertaken using existing budget. Developing a Page 18
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Tree Strategy will continue outwith original due date as part of the 2025-2028 Service Plan. (Service Level Action ECS24-25 5.5.1) 5.12 The creation of a burials administration service is behind schedule. Publication of regulations linked to the Burials and Cremation (Scotland) Act was later than expected with work now prioritised to meet the requirements of the statutory burial forms, introduced from 01 March 2025. An update was provided to a meeting of this committee on 29 April 2025 (item 12 of the agenda refers) and work will continue as part of the 2025-2028 Service Plan. (Service Level Action ECS24-25 5.5.4) 5.13 There has been no change with the national Deposit Return Scheme with an anticipated launch date still 2027. This will continue to be monitored by the Service. (Service Level Action ECS24-25 5.7.1) 5.14 Progress of compliance with Waste Upholstered Domestic Seating (WUDS) containing Persistent Organic Pollutants (POPs) is reported at 85% complete. Discussions have taken place with air quality specialists however with spend on equipment still to be confirmed, industrial shredding remains on hold. (Service Level Action ECS24-25 5.7.2) 5.15 The Open Spaces self-assessment, using the PSIF process, is nearing completion. Following consensus workshops, an Action Plan has been drafted. Once finalised, this will be monitored through team plans and meetings. PSIF will continue as part of the 2025-2028 Service Plan with Waste identified as the next area to participate. (Service Level Action ECS24-25 5.9.1) 5.16 As at March 2025, 59 of 64 principal inspections of council bridges are complete. A further 5 inspections were deferred due to the requirement for CCTV pushing costs beyond available budget. (Service Level PI ECSCON01) 5.17 Department efficiencies have helped reduce vehicle and plant maintenance unit costs however they remain above the target of £205 at £232. Fleet Services vacancies have been filled which will help reduce costs further. (Service PI ECSRMF02) 5.18 Although still above target, the net unit cost per passenger for m.connect has improved throughout 2024/25 and is now £7.96. With Phase 2 of the project launching in May, work to develop a revised target for this service is ongoing. (Service PI ECSTPT01) 5.19 LGBF data for 2023/24 shows 75.7% of adults were satisfied with refuse collection, against a national average of 78.3%, moving Moray into the lowest quartile ranked 25th nationally and 6th within the family group. This should be set against the positive performance in terms of levels of recycling and cost of waste collection and disposal. A recent review of complaints (para 5.20 refers) has resulted in some procedural changes relating to Household Collections which should improve satisfaction rates in future. (Service PI ENV07a) Complaints and MP/MSP Enquiries 5.20 Following the performance report covering the period to September 2024, complaints have been reviewed and improvements introduced to target issues within Waste Page 19
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Management, Open Spaces and Road Maintenance. This included identifying best practice with other authorities via the Local Authority Complaints Handling Network (LACHN). Since then, complaints received have fallen, with 96 recorded during the second half of 2024/25. This will continue to be monitored with further improvements introduced. 5.21 103 complaints were closed during the reporting period; 94 as Frontline and 9 as Investigative. 51 complaints were upheld or partially upheld while 44 were not upheld. 8 were closed as resolved. 80 Frontline complaints met the 5 working day target timescale, with the average time to respond 3.84 days. The average response time for Investigative complaints was 29.25 days. 22 upheld or partially upheld complaints related to Missed Bins. With most cases, no clear reason was identified though some routes had been affected by crew changes. 5.22 Environmental and Commercial Services received 55 MP/MSP enquiries during the second half of 2024/25. Common issues were Road Safety and the Winter Maintenance programme. All were responded to and closed. Other Performance (not included in the Service Plan) 5.23 Primary school meal uptake has increased year on year for universal free school meals, ending the year close to the target. Uptake in meals from Primary 6 and 7 improved during the year and is better than target but is down a little on long term (multi year) trend. The challenges around balancing appealing meals with the food regulations continues to play a part in this performance. Whilst harder to measure in terms of a percentage uptake, income for secondary school meals has increased through 24/25 indicating increased uptake in secondary meals which is positive progress. 5.24 Although budgeted car park income fell below projected levels in 2024/25, with actions planned for 25/26 to further promote the value for money parking opportunities, the sampled occupation surveys demonstrated occupancy levels closely in line with previous years, above the 50% target. The occupancy measure is a sample snapshot which can be used to compare trends, but for example, doesn’t reflect where individual spaces are used by multiple vehicles during a single day. Case Studies 5.25 Nothing to report. Page 20
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Consultation and Engagement 5.26 As highlighted in para 5.1, a series of community engagement events and an online survey were undertaken in relation to the expansion of the m.connect service. Over 600 responses were received on the proposed changes with analysis ongoing to identify key themes. 5.27 Other consultation work during the second half of 2024/25 included surveys around school meals, sustainable travel and the national roads survey for benchmarking by the Association of Public Sector Excellence (APSE). Participatory budgeting engagement was also undertaken for play park renewals in Forres, Hopeman and Lossiemouth. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. Page 21
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☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Environmental and Commercial Services and relevant Service Managers and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 22
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Report to: Meeting Date: Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environmental and Finance) EGD009/25/BS/SW Author: Beverly Smith/Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Economic Growth and Development) – Period to March 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2025, overall progress against the 2024/25 Service Plan actions reported to this committee was 72% complete. Progress against Service Plan Priorities and Indicators and operational Service Performance Indicators is presented in the table and charts below. Item 6. Page 23
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) scrutinises performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and note actions being taken to improve performance where required. Suzanne Wilson Research & Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2023/24 are published throughout the year with final results publication and data refresh in June. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service Page 24
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performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 Scottish Local Authorities Economic Development Group (SLAED) publish an annual report under the SLAED Indicators Framework. This report sets out a range of data and information to evidence the contribution made through economic development activities, providing a basis for collating consistent data used to better understand impact and identify potential areas for improvement. With no capacity to complete a separate report, latest data for 2023/24 has been included within backing tables where appropriate and a summary provided from para 5.12. 4.6 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in green within the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the Corporate Plan progress update in due course. 5. PROPOSALS Successes – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.1 Work relating to Employability is complete for 2024/25 with projects tackling child poverty, support for people with disabilities and improving access to community hubs. During quarter 4, assistance was also provided to employees affected by the closure of St Giles Centre. Although recently published LGBF data for 2023/24 shows the percentage of Unemployed People assisted into work through council programmes fell to 4.3% (against a national average of 12.1%), this was due to delays in confirmation of grant funds that led to fewer employer applications to the Moray Employer Recruitment Incentive (MERI) Scheme. This delay was a contributory factor in a decline across Scotland. Job outcomes have increased in 2024/25 with the Sector-based Work Academy Programme (SWAP) having a positive impact on results. Collaboration has also improved with employers and partners including Moray Chamber of Commerce and DYW Moray. This work will continue as a priority in the 2025-2028 Service Plan. (Strategic Action EGD24-25 4.3, Strategic Level PI ECON01) 5.2 Development of proposals for Just Transition Bids is progressing. Following a series of initial workshops which will be followed by workshops with members, a report will be prepared for Committee. Officers remain in contact with Scottish Government officials. (Service Level Action EGD24-25 5.6.1) 5.3 Claimant count as a percentage of working age population continues to be low at 2.2% with Moray ranked in the top quartile nationally against a Scottish average of 3.1% and first against a family group average of 2.5%. (Service PI ECON12a) Challenges and actions to support – Service Plan Strategic & Service Level Outcomes and operational Service Performance 5.4 At the end of March 2025, 7 Moray Growth Deal projects have reached the Government threshold for entering the delivery phase: Bus Revolution, Cultural Quarter, EY STEM, Digital Health, Housing Mix Delivery, Business Enterprise Hub and Page 25
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Manufacturing and Innovation Centre for Moray (MICM)). Further progress with the Business Enterprise Hub is expected by the end of June following completion of conditions set by the UHI-Moray Board. Although work is ongoing to finalise the Business Enterprise Hub, significant progress has been made with Moray Growth Deal projects this year, with the team working extensively alongside Community Planning and Moray Growth Deal Boards and policy advisors from the UK and Scottish Governments to ensure approval of all stated projects was achieved successfully. As a result, there is now greater clarity around the work planned for 2025/26 and what these projects will deliver for local communities. Moray Growth Deal work will continue as a priority within the 2025-2028 Service Plan. (Strategic Action EGD24-25 4.1). 5.5 Although the Community Wealth Building Strategy and Action Plan has continued to be affected by resourcing issues, work to develop a Community Identified Benefits portal is complete. The post of temporary full time Community Wealth Building Officer has also been filled with the successful candidate expected in post on 2 June 2025. At this time, the portal will go live and be marketed to both the local community and prospective suppliers. Delivery of this Strategy and Action Plan will continue within the 2025-2028 Service Plan. (Strategic Action EGD24-25 4.2) 5.6 Actions contributing to supporting access to affordable childcare continue outwith original due dates. The School Aged Childcare (SACC) 5–12-year-olds project has several work streams in place, including Grant schemes, collaboration with m.connect and a childcare project in Kinloss. An update and next steps report is due at a meeting of the Community Planning Board in June. Both actions will continue in the 2025-2028 Service Plan. (Strategic Action EGD24-25 4.4) 5.7 An update on Town Centre Regeneration work was provided to the meeting of Planning and Regulatory Services on 17 December 2024 . Work to deliver the work plan has been affected by delays with Levelling Up funding confirmation. Going forward, plans will be reviewed and reflected in the new placed based Local Development Plan with more detail on progress available during 2025. This work will continue as part of the 2025-2028 Service Plan. (Strategic Action EGD24-25 4.6) 5.8 Actions relating to Building Heat and Electricity and Operating Emissions are reported at 85% and 80% complete against a due date of March 2025. The Solar Panel project involving 4 corporate buildings is progressing with work anticipated to complete by June 2025. Climate Change Awareness training is now an essential module for all new staff while a Local Climate Impact Assessment has been drafted. Work around Climate Change and Biodiversity will continue as part of the 2025-2028 Service Plan with revised timelines to the end of 2025. (Service Level Action EGD24-25 5.3.1 and 5.3.2) 5.9 Despite a slight increase in proportion of properties receiving superfast broadband to 87.8%, Moray remains below the national average of 95.9% and is ranked within the lowest quartile. Scottish Government reports the rollout of the R100 broadband scheme in Moray will not be completed until 2028 with the programme behind initial time targets. This is similar for other authorities in the North region. (Service PI ECON08) Complaints and MP/MSP Enquiries 5.10 A total of sixteen complaints were received during the second half of 2024/25. Fourteen complaints were closed, one at Frontline and thirteen at the Investigative stage. Two complaints were either upheld or partially upheld while twelve were not Page 26
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upheld. The target timescale of 5 working days was met for the closed frontline complaint however investigative complaints took slightly longer with an average response time of 24 days. For the two complaints upheld or partially upheld, staff have been reminded to take care when entering private property while systems have been checked to ensure requested updates are processed correctly. 5.11 Economic Growth and Development received twenty-one MP/MSP enquiries during the second half of 2024/25. Common issues included planning and Community Safety/ASB concerns. All were responded to and closed. Other Performance (not included in the Service Plan) 5.12 Latest data published within the Scottish Local Authorities’ Economic Development (SLAED) Performance Framework shows spending on Economic Development & Tourism fell by £398,000 however activity improved with more Business Gateway events and some involvement in the Supplier Development Programme. Business Start Ups per 10,000 population also increased as did Gross Weekly Earnings (workforce based), Gross Value Added per Hour and Gross Value Added per job filled. 5.13 A worsening short-term trend was evident across the output indicators covering Economic Development activity due to pressure on resources. This also affected additional external funding due to council bids, which fell to £96,050, as resources are required to both manage the project and support community groups during delivery. Significant support has been provided to several groups in recent years. Due to changing deadlines and criteria, not all have chosen to enter a final submission however additional funding of £1.8million has been confirmed for the Forres Conservation Heritage Scheme (FCHS). This will be reported within 2024/25 SLAED data. It should also be noted that in previous years, European Social Funding bids were included in this PI however allocations from the UK Shared Prosperity Fund (the replacement for European funds) are excluded. Case Studies 5.14 A multi-Agency short life group was quickly established in response to the closure of St Giles shopping centre in Elgin. This provided a forum to coordinate actions ensuring businesses and individuals at risk of redundancy were supported. Emergency funding was awarded through the UK Shared Prosperity fund to those businesses that applied to support their re-location costs to other sites within the town centre. Consultation and Engagement 5.15 Nothing to report. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Page 27
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Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts Page 28
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None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Economic Growth and Development and relevant Service Managers and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators (including SLAED Framework) Service Complaints Page 29
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) EGD015/25/RG/LM Author: Rhona Gunn / Nicola Moss / Beverly Smith / Edward Thomas Contact Email: cmtadmin@moray.gov.uk Subject: Economy, Environment and Finance (EEF) Service Plans 2025-28 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Economy, Environment and Finance Service Plans for 2025-26, noting that the Service Plan for Financial Services will be considered at Corporate Committee on 10 June 2025, the Housing and Property Services Plan also at the Housing and Community Safety Committee on 24 June 2025 and the Economic Development and Growth (EDG) Service Plan also at Planning and Regulatory Services Committee on 12 August 2025 , each in terms of their respective remits. There are no community safety actions in the EDG Plan that would require this also to be reported to Housing and Community Safety Committee. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans have been prepared identifying the improvements targets for 2025-28. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: Item 7. Page 31
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i) Consider and approve the Service Plan for Economic Growth and Development for the year ahead in Appendix 1; ii) Consider and approve the Service Plan for Housing and Property Services for the year ahead in Appendix 2; and iii) Consider and approve the Service Plan for Environmental and Commercial Services for the year ahead in Appendix 3. Rhona Gunn Depute Chief Executive (Economy, Environment and Finance) 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework and is undertaken annually to set out the strategic direction for services over the coming months. 4.2 It should be noted that actions from the Best Value Action Plan, agreed by the Corporate Committee on 23 April 2024 (para 6 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services are planning to support their improvement work with the Public Sector Improvement Framework (PSIF), which the Council is in the process of re-invigorating for relevant services. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for each of the services based on the performance monitoring carried out throughout the year by the services and reported to committee as part of performance reporting. Page 32
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4.7 It should be noted that while there will be some re-organisation of teams and alignment of services as a result of the management restructure, service plans have been prepared taking account of council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the annual refresh of service plans to ensure that they continue to reflect the next iteration of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 The focus of the new plan is for 2025-26 although the services have set high level priorities for a three-year period 2025-28 with actions being reviewed annually. It should be noted that these paragraphs on focus have not been specifically tailored for each committee’s specific remit and full rather than extract Service Plans are produced. Scrutiny of these should however be directed towards areas within each committee’s remit. Economic Growth and Development 5.2 Progress on planned work (success) Elgin Town Board established and Investment Plan submitted successfully to UK Government. LDP Evidence Report submitted to Gatecheck by agreed deadline and the first in Scotland. 5.3 Progress on planned work (areas for development / not delivered) Delivery of the Community Wealth Building Strategy and Action Plan was affected by both staff and financial resourcing issues. Resourcing issues delayed the 12-week consultation relating to Guidance for Policy 11)c in NPF4. This is now planned for May 2025. The review and preparation of National Planning Improvement Framework responses continues in line with revised Improvement Service deadlines. Development of a Carbon Offsetting Plan was delayed due to deferral of the Net Zero report and requirement to update the Climate Change Strategy. Work to develop proposals for the Just Transition Strategy remains ongoing following workshops with partner organisations. 5.4 Planned focus in new plan (reflecting above and challenges to come) Delivery of Moray Growth Deal projects. Delivery of Community Wealth Building actions. Continue to improve access to work, employment and training through delivery of a joined-up Skills Planning approach and increased availability of school aged childcare. Delivery of Levelling Up Fund elements of the Elgin City Masterplan. Economic Growth and Regeneration through investment plan for Elgin, Conservation & Heritage Scheme and new museum operating model for Forres and development of a Moray Visitor Levy. Legislative and Regulatory work around the Moray Local Development Plan, guidance for Policy 11c) in NPF4, an improvement plan relating to the Planning Improvement Framework, final guidance relating to Developer Obligations and an improvement plan for Environmental Health. Climate Change and Routemap to Net Zero. Page 33
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5.5 The service plan is attached Appendix 1. Housing and Property Services 5.6 Progress on planned work (success) The delivery of housing, investment and affordable housing supply programmes were successful. The Strategic Housing Investment Plan (SHIP) approved in November 2024 and methodology prioritising development opportunities agreed. Housing Revenue Account (HRA) business plan review completed and approved in November 2024. Findings shared with members in February 2025. Tenant Survey completed in August-September 2024 and Improvement Plan approved by Committee in February 2025. The review of existing gas servicing systems undertaken and completed enabling the streamlining of processes. Tenants consulted on rent increases and proposals for the next three financial years agreed at committee in February 2025. Revised Absence Management procedures applied by all managers. 5.7 Progress on planned work (areas for development / not delivered) The implementation of repairs improvement plan and work to develop self-service options have had completion dates extended into 2025-26, with both actions being carried forward within 2025-28 Service Plan. Work to improve energy efficiency is ongoing, with contracts in place to continue the work into 2025-26. Action to be carried forward within 2025-28 Service Plan. Evidence from Tenant Survey indicates some improvement milestones have not been met. Improvement Plan aims to address the areas for improvement. The option for gas servicing systems appraisal for improvement has been delayed. The final stage of consultation to be considered by Transformation Board in June 2025. Action to identify opportunities for efficiency across staff teams has been deferred and will be carried forward within 2025-28 Service Plan. 5.8 Planned focus in new plan (reflecting above and challenges to come) Delivery of the Housing, Investment and Affordable Housing Supply programmes. Reduce the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children. Review of Depot & Stores – Improvement and rationalisation of estate. Implement the Repairs and Improvement Plan. Revise the Housing Contribution Statement with Health & Social Care Moray. Achieve strategic alignment of allocations, operations and Development between the Council and IJB. Continue to improve the Council’s housing stock and reduce the carbon impact arising from Housing & Property Services. Complete option appraisal for improvements to the gas service scheduling system and develop an implementation plan for the identified solution. Review, consult and approve team interdependencies with changes to be incorporated and aligned with corporate structural changes. Review of Refugee Resettlement Team to incorporate team with Housing & Property Services. Ensure revised operational implementation of absence management procedures are applied by managers. Page 34
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5.9 The service plan is attached Appendix 2. Environmental and Commercial Services 5.10 Progress on planned work (success) Coastal Adaption Plans were approved by committee in April 2024. Additional vehicles to the Council’s EV fleet surpassed target. Implementation of a rolling programme of headstone inspections is complete. 5.11 Progress on planned work (areas for development / not delivered) Resourcing issues have delayed Surface Water Management Plans improvement work in Forres The Buckie Harbour Masterplan development remains ongoing in conjunction with relevant stakeholders. Competing priorities affected progress of the development of a Tree Strategy. Where possible assessments have been undertaken using current resources and budget. Work to create a Burials Administration Service is behind schedule. Now regulations linked to the Burials and Cremations (Scotland) Act 2016 have been confirmed, work will progress during the first half of 2025. The Deposit Return Scheme continues to be delayed nationally. Work will commence when further guidance is received. Disposal of Waste Upholstered Domestic Seating (WUDS) containing Persistent Organic Pollutants (POPs) remains on hold with work ongoing to ensure compliance with SEPA regulations. 5.12 Planned focus in new plan (reflecting above and challenges to come) Delivery of Phase 2 of the Bus Revolution project. Improve Asset Management relating to retaining walls, network bridges and open spaces. Increase burial capacity through the creation of a new cemetery. Climate change work relating to our road network, winter operational plans and Active Travel. Delivery of public EV Charging Infrastructure Strategy. Continue to develop Surface Water Management Plans and deliver Coastal Adaption Plan. Ensure compliance and efficiency in Fleet Services and with a new Burials Administration Service. Maximise opportunities and growth through Buckie Harbour Masterplan, Town Centre Improvement Plan and delivery of the Levelling Up Fund elements of the Elgin City Masterplan. 5.13 The service plan is attached Appendix 3. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Page 35
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Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) Policy and Legal Financial Risk Staffing Best Value and Transformation Property Information Communications Technology/Digital V Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: Page 36
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Building capacity and resilience Change management and a workforce culture to support and enable change Health and Well-being management (including absence management) Recruitment and retention 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising directly from this report. 6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising directly from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the service managers in Economic Growth and Development, Housing and Property and Environmental and Commercial and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Economic Growth & Development Services – Appendix 1 Housing and Property Services – Appendix 2 Environmental & Commercial Services – Appendix 3. Page 37
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 1. Service Definition: Economic Growth and Development leads on Economic Growth and Regeneration, Climate Change, Moray Growth Deal and delivers key regulatory services: Environmental Health and Trading Standards deliver regulatory services for food safety, health and safety, animal health, private water supply, public health, private water supplies, housing, landlord registration, community safety, consumer advice, trading standards, safety of goods, petrol licensing, illicit goods, consumer advice and tobacco sales. Development Management and Building Standards is responsible for planning and building standards applications/warrants, compliance with planning conditions, enforcement of breaches of planning control and dangerous buildings, both services aim to be self-financing attracting significant income through statutory and discretionary fee income. Economic Growth and Regeneration delivers Business Gateway Service and Community Wealth Building, external funding and manage allocations including UKSPF, Town Centre Regeneration activities, Business Improvement District, transfer of Museum service, Skills and Moray Council Employability team. Strategic Planning and Development is responsible for the Local Development Plan/Supporting guidance, preparation of masterplans, Climate Change Strategy/ Routemap, Biodiversity Strategy, Just Transition, Conservation Areas and Grants, Town Centre Regeneration, Moray Growth Deal Housing Mix Delivery projects, Levelling up Funding, Elgin Plan for Neighbourhoods and Developer Obligations. Corporate Function responsible for Street naming and numbering, Geographical & Information System (GIS). 2. Service Resources: 90 FTE Annual Budget 2025/26: Net Revenue £3.539 million 3. What have we identified for improvement in 2025-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Develop proposals for future Just Transition Bids Climate Change Strategy 2020-30 Produce one overarching Environmental Health Team Plan Food Safety, Animal Health and Health & Safety Framework Prepare guidance document for Policy 11 c) in National Planning Framework 4 to maximise socioeconomic benefit associated with energy developments and address community wealth building. National Planning Framework 4, Community Wealth Building Strategy 2025, Highlands and Islands Regional Economic Partnership (Regional Economic Strategy 2024) To implement the outcomes of the National Planning Improvement Framework peer review National Planning Improvement Framework Guidance 2024 Improve communications for members of the public in relation to the Moray Growth Deal and other regeneration projects in Elgin to ensure wider appreciation of funding outcomes Internal Audit Recommendation Review of Developer Obligations Supplementary Guidance, publish and consult on revised guidance including review of methodologies. National Planning Framework 4, Developer Obligations Supplementary Guidance Moray Local Development Plan 2020 Guidance Delivery of a joined-up skills planning approach Corporate Plan, Review of focus of Moray Economic Partnership sub group activity, link to Moray Growth Deal Note: Progress against BV Actions will be monitored and reporting out with Service Plan process Page 38
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low,4 for ongoing, 5 for on hold) (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Progress Moray Growth Deal (MGD) and bring remaining Moray Growth Deal projects into delivery. By the end of the Deal (2031): MGD outcomes relating to GVA uplift, tourism numbers, affordable homes built, job creation and skills uplift to be achieved. Milestone(s): 7 of the 8 MGD projects in delivery. Business case in progress for the eighth. MICM Phase 1 operational (demonstration hub and business incubator units). EY STEM Phase 1 operational (Elgin STEM Hub, mobile solution, lending library) Bus revolution Phase 2 commenced 1 project to have completed (Digital Health), with the remaining 7 in delivery. Eighth MGD project (skills and innovation) to have entered delivery. Business Enterprise Hub facility to open (subject to the project entering delivery by Q1 25/26) 1 project to have been completed with the remaining 7 in delivery. Elgin Town Hall to reopen. Bus revolution phase 3 to commence. Work on MCIM phase 2 to have commenced (business grow on space) March 2026 March 2027 March 2028 Moray Growth Deal Manager 1 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Delivery of the Community Wealth Building Strategy and Action Plan with a focus on priority actions Ensure wealth stays within the hands of our local communities Milestone(s): Introduction of community benefits portal by March 2026 Regional Socio-economic benefit plan drafted by March 2026 March 2026 Economic Growth & Regeneration Manager 1 Page 39
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 Planning guidance finalised by March 2026 PI(s): - (SLAED) Average gross weekly earnings (full-time employees) - (SLAED) Proportion of people earning less than the living wage (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Improve access to fair work, employment and training opportunities by delivering a joined-up Skills Planning approach Refine our Skills Planning approach to improve the response of education and training services to meet the needs of local businesses • • • • • PI(s): - 5% Increase in number of females participating in (all age) apprenticeships at all levels (Funding dependent – current waiting list) - 5% Increase in the number of young females participating, progressing and sustaining learning, training and employment opportunities across the Moray Pathways Local Employability Partnership 5% Increase the number of young females entering the workforce via our Sector Based Work Academy Programme and MERI scheme (paid job placements) - Number of MA and Graduate Apprenticeships in Moray to increase by 50 (20 via upskilling from existing employees and 30 via newly created apprenticeships). - Increase the number of businesses engaging with Moray Pathways Training and FE/HE provision by 10%. - Increase the proportion of 16–29-year- olds within Moray by 2% each year (against NRS Mid-Year2023 data) - Mapping of current provision and gaps March 2026 Employability Team Manager/ Moray Pathways LEP Lead 1 Page 40
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Enable more parents to work by increasing availability of affordable School Aged childcare provision Minimise barriers to people working such as school aged childcare provision with initiatives and policy guidance being prepared PI(s): - (NOMIS) Gender Pay Gap - (LGBF) % unemployed people assisted into work from Council operated/funded employability programmes - Increase the number of Parents assisted through Employability partnership - Increase the number of School Aged Childcare places available - Increase the number of 5–12-year-olds participating in new SACC provision by 5% - Increase the number of unemployed adults and parents progressing, and sustaining learning, training and employment opportunities by 10% March 2026 Employability Team Manager/ Moray Pathways LEP Lead 1 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Delivery of the Levelling up Fund elements of the Elgin City Masterplan Elgin City Centre is a prosperous, attractive and healthy place Milestone(s): Evaluation by March 2027 PI(s): - (SLAED) Town Vacancy Rates - No of empty properties and vacant/derelict sites in the city centre - No of additional residential properties in the Elgin city centre March 2027 Strategic Planning and Development Manager 1 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Delivery of Town Centre Improvement Plan & Annual Report Developing a diverse, inclusive and sustainable economy: By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs Town Vacancy Rates SLAED annual report indicators – town centre vacancy rates Ten year programmes 2035 Strategic Planning and Development Manager 1 Page 41
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Economic Growth & Regeneration Plan for neighbourhoods updated investment plan – Elgin Elgin City Centre is a prosperous, attractive and healthy place Milestone(s): Elgin Town Board Investment Plan by October 2025 PI(s): - (SLAED) Town Vacancy Rates - No of empty properties and vacant/derelict sites in the city centre - No of additional residential properties in Elgin City Centre Submission to Government November 2025 2025 Strategic Planning & Development Manager 1 Economic Growth & Regeneration Delivery of the 5-year Forres Conservation & Heritage Scheme Forres Town Centre is revitalised Milestones(s): - Shopfront Appraisal complete - Vacant Property study complete - Public realm improvements complete - Interpretation complete - 2 Priority Projects complete - Building Health Check complete Dec 2025 Dec 2025 June 2026 Sep 2027 Dec 2027 Dec 2028 Economic Growth & Regeneration Manager 1 Economic Growth & Regeneration Stage 1 & 2 Development of Moray Visitor Levy Scheme proposal agreed Milestones(s): Stage 1 to develop outline proposal by December 2025 Stage 2 to consult for a period of 12 weeks by April 2026 December 2025 April 2026 Economic Growth & Regeneration Manager 1 Economic Growth & Regeneration New operating model for Forres Museum Transfer of museum service Milestones(s) - Governance arrangements in place by March 2026 - 20 Museum open days July-Aug 2026 - Business Plan prepared by February 2027 - Fundraising activity successful by end of March 2027 March 2026 August 2026 February 2027 March 2027 Economic Growth & Regeneration Manager 4 Page 42
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 Legislative/ Regulatory Preparation of Moray Local Development Plan (LDP) Proposed LDP to deliver homes, employment, prosperity, town centre regeneration, active travel, healthy living, infrastructure, carbon reduction, climate adaptation and biodiversity enhancement In accordance with updated Development Plan Scheme December 2027 Strategic Planning & Development Manager 1 Legislative/ Regulatory Guidance for Policy 11c) in NPF4 to maximise socio- economic benefit associated with energy developments Production of guidance document and associated plans to maximise economic impact and address community wealth building and ensure compliance with Policy 11 c) in NPF4 Milestone(s): Consultation complete Guidance documents and associated plans complete Nov 2025 April 2026 Strategic Planning & Development Manager 2 Legislative/ Regulatory Deliver improvement plan and outcomes following the peer review process for the Planning Improvement Framework Improvement plan for the planning service Set out in the annual Improvement plan April 2026 Development Management & Building Standards Manager & Strategic Planning & Development Manager 2 Legislative/ Regulatory Review of Developer Obligations Supplementary Guidance Ensure Developer Obligations Guidance is robust to ensure collection and spending of Developer Obligations. Milestone(s): Final guidance prepared by December 2025 December 2025 Strategic Planning & Development Manager 2 Legislative/ Regulatory Produce one overarching Having an efficient and focused service PI(s): - Improved response times for EH Performance Indicators December 2025 Environmental Health & Trading 1 Page 43
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SPMAN-1024035114-1057 APPENDIX 1 ECONOMIC GROWTH & DEVELOPMENT SERVICE PLAN 2025-28 Environmental Health team plan delivering on key statutory requirements Standards Manager Climate Change and Biodiversity Routemap to Net Zero Update Routemap to net Zero Creation of Routemap Milestone(s): Approved Routemap by October 2025 October 2025 Strategic Planning & Development Manager 1 Climate Change and Biodiversity Routemap to Net Zero Update Climate Change Strategy Achievement of targets, indicators and outcomes identified in Climate Change Action Plan to achieve carbon neutrality Milestone(s): Draft Strategy Public consultation on Draft Strategy Final Climate Change Strategy - August 2025 October 2025 Dec 2025 Strategic Planning & Development Manager 1 Climate Change and Biodiversity Routemap to Net Zero Produce a Biodiversity Strategy Creation of Strategy Milestone(s): Approved draft strategy and subsequent metrics for actions to be agreed by August 2025 August 2025 Strategic Planning & Development Manager 1 Climate Change and Biodiversity Routemap to Net Zero Develop a Masterplan to inform future submissions of Just Transition Bids Creation of Just Transition Strategy Milestone(s): Approved Strategy and subsequent metrics for actions to be agreed August 2025 Strategic Planning & Development Manager 1 Workforce Planning Identify route for succession of professional officers across the service Reduces risk of statutory failures impacting on the delivery of the service Reduce number of services at risk of insufficient staffing levels in next 5 years for the whole service March 2026 H/EGD 1 Health and Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively, and levels of absence are reduced efficiently and timeously Reduction in number of days absence per employee PI(s): Sickness absence days lost per FTE March 2026 Service Managers / H/EGD 2 Page 44
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 1. Service Definition: Management and maintenance of Council housing stock Local strategic housing function Statutory duties in relation to homelessness and fuel poverty Development and delivery of the Moray Affordable Housing Supply Programme (AHSP) Maintenance of the Council’s corporate buildings, management of the Council’s corporate property portfolio and the industrial estate Building Service DLO Property Design Asset Management and Estates function. 2.Service Resources: FTE: 344 employees Total Annual Budget 2025-26: £60.7m Housing Revenue Account: £28.8m Building Services: £19.8m General Services Housing & Property: £12.1m 3.What have we identified for improvement in 2025-28 What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Systemic Review of Quality and Customer Service for Housing Repairs Informed by volume of tenant and elected member representations and complaints. Comprehensive review of data including complaints to inform a systemic action plan for improvement in terms of quality, value for money and customer satisfaction. Review of gas servicing scheduling systems Existing ICT is unsupported. Potential to replace it with a more robust, supported and integrated system, which will schedule works and satisfy statutory reporting requirements. Local Housing Strategy 2025-30 Alignment with IJB with development of the Strategic Commissioning Plan which must include a Housing Contribution Statement. The statement will be informed by the HNDA undertaken in 2023/24. Improve attainment of EESSH (Energy Efficiency Standard for Social Housing) and SHQS (Scottish Housing Quality Standard) Scottish Housing Regulator and benchmarking data – Moray Council remains below local authority averages. Reducing the number of children in temporary accommodation and the duration of homelessness for families Scottish Government homelessness data and reports on the impact on children – Moray Council performs well against local authority comparators and is striving for best practice. 4.Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating Page 45
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 (1 high 3 low and 4 for ongoing, 5 for on hold) (L) Empowering & connecting communities. (CP) Building Thriving, Resilient, Empowered Communities Delivery of the Housing, Investment and Affordable Housing Supply programmes Increase in affordable housing available in Moray PIs H1.10a Number of affordable housing completions at end of current FY 91 completions 36 site starts 31 March 2028 31 March 2026 31 March 2026 Housing Strategy & Development Manager 1 (L) Building a better future for our children & young people. (CP) Tackle Poverty and Inequality Reducing the number of children in temporary accommodation, the duration of homelessness for families and the impact of homelessness on children Prevention of homelessness or rapid rehousing for families threatened with homelessness Number of children in temporary accommodation reduced by 5% Number of homeless presentations from families with children Instances of homeless prevention Duration of homelessness for families with children reduced by 5% 31 March 2026 and annually against 2024 baseline Housing Needs Manager 2 Page 46
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 Educational Attendance & Attainment for children impacted by homelessness (CP) Strategic Framework: Financial, Workforce, Digital, Transformation Strategies. Performance Management Framework Review of Depot & Stores Improvement and rationalisation of estate Per FBC PIs Milestones 1. Approval of Full Business Case 2. Development of Implementation Plan 31 March 2028 30 June 2025 31 Dec 2025 Property Asset Manager 1 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Systemic Review of Housing Repairs Implementation of Repairs Improvement Plan Increased customer satisfaction and value for money assurance Value for money assurance Milestones/PIs 1. Increase the proportion of repairs completed correctly the first time by 5% 2. Level of Complaints decrease by 10% 3. Response Repair expenditure reduced by 10%, PIs 1. 30 June 2025 2. 31 March 2026 3. 31 March 2026 Building Services Manager 1 Page 47
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 H1.8 No of Complaints Received H1.8a Number of Complaints Closed H1.8b Number of complaints received relating to Repairs/Capital/Planned Maintenance H1.8c % of complaints closed relating to Repairs/Capital/Planned Maintenance H2.7 Average length of time (hours) to complete emergency repairs H2.8 Average length of time (working days) to complete non-emergency repairs (Quarterly) H2.11 % of repairs completed right first time H2.12 % of repairs appointments kept H2.15 Response repair expenditure Page 48
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 HSN04b Average number of days taken to complete non-emergency repairs Housing Needs Revise the Housing Contribution Statement with Health & Social Care Moray Achieve strategic alignment of allocations, operations and Development between the Council and IJB Assess and respond to the housing needs of older people, in partnership with IJB 31 Dec 2025 31 Mar 2026 Housing Strategy & Development Manager/Housing Needs Manager 1 Energy Efficiency & housing quality within building and housing stock Continue to improve the Council’s housing stock and reduce the carbon impact arising from Housing & Property Services Phased improvement of Council housing and energy efficiency within corporate buildings and housing stock to be carbon neutral by 2030 Milestones/PIs 1. A reduction in Scope 1 (direct emissions arising from energy Consumption in relation to the corporate estate) of 10% against 21/22 baseline of 5,615 tonnes of CO2, 2. Increase % of houses meeting EESSH (To meet LGBF Family Group Average) PIs HSN03 Proportion of council dwellings meeting Scottish Housing Quality Standards. 31 March 2026 Property Asset Manager 2 Page 49
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 HSN05a Proportion of Council dwellings that are energy efficient H1.20 Direct emissions arising from energy consumption on the corporate estate (tonnes CO2e) H2.2b Percentage of stock meeting the Energy Efficiency Standard for Social Housing (EESSH) Gas Service Scheduling System 1. Complete option appraisal for improvements 2. Develop implementation plan for identified solution Provision of a robust, supported and integrated system, which will schedule works efficiently and satisfy statutory reporting requirements. Value for money PIs H2.13a Number of times did not meet statutory obligations to complete a gas safety check within 12 months of a gas appliance being fitted or its last check – target is zero instances. H2.16 Percentage of properties compliant with current Gas Regulations (holding a valid Landlord Gas Safety Record) – target is 100%. H2.19 Percentage of service records kept to 1. 30 Sep 2025 2. 31 March 2026 Building Services Manager/ Housing Strategy & Development Manager 1 Page 50
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SPMAN-1024035114-1079 APPENDIX 2 HOUSING AND PROPERTY SERVICE PLAN 2025-28 Gas Safe Register acceptable standards. H2.20 Percentage of services carried out to Gas Safe Register standards of satisfactory workmanship. Review of Teams 1. Review of interdependencies and changes to be incorporated (aligned with corporate structure changes). 2. Review of Refugee Resettlement Team Efficiency of service delivery £75K savings Implementation of the Change Management Plan to absorb Refugee Resettlement Team within Housing & Property Services Milestones Review of relevant roles (Action 1) Implementation of proposals (Action 1) Inclusion in Scheme of Delegation & Scheme of Administration (Action 2) Implementation of Staffing Changes (Action 2) 1. 31 Dec 2025 2. 30 Jun 2025 3. 30 Sep 2025 Head of Housing & Property Services Housing Needs Manager/Housing Strategy & Development Manager 2 Workforce Health & Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively and levels of absence are reduced efficiently and timeously. PIs H&P1.0 Sickness absence days lost (Service) FTE H&P H&P1.1 % of Sickness absence (Service) H&P 31 March 2026 Head of Housing & Property Services 2 Page 51
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 1. Service Definition: Environmental and Commercial Services is a diverse service with twenty-one discrete functions delivered by four services: - Roads Maintenance deliver management and maintenance of public roads, winter maintenance, street lighting, fleet services. Environmental Protection manage and maintain all parks, open spaces, core paths, countryside ranger service, amenity areas and burial grounds waste/recycling collection, waste disposal, street cleaning, school meal service, building cleaning and janitorial service for council buildings. Transportation has responsibility for the management of all traffic and road safety functions, street works co-ordination, active and sustainable travel, transport planning and strategies, off-street car parks, public transport unit PTU, and includes maintenance and operation of 6 harbours including a dredger. Consultancy provides civil engineering construction related services including bridge management, road design, contract management and flood risk 2. Service Resources: Annual Budget 2025/26 Capital £12,340,000 Revenue £28,624,410 Total 639.11 FTE (Roads Maintenance 131.2FTE, Environmental Protection 415.97FTE, Transportation 75.94FTE, Consultancy 13FTE, DIRECT 3FTE) 3. What have we identified for improvement in 2025-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Promote and develop our approach to decarbonising Moray’s roads Review our winter service operational plan to promote and develop decarbonisation opportunities. Deliver improved compliance and efficiencies within Fleet services Climate Change Strategy 2020-2030 Flood Risk Management Statutory requirements on Surface Water Management Plans and Coastal Adaptation Further promote and develop sustainable travel Active Travel Strategy 2022-2027, Climate Change Strategy 2020-2030, National Transport Strategy 2 Promote Buckie Harbour for further growth and development Just Transition programme, Buckie Harbour Masterplan (draft) Improve burials operations and infrastructure Requirements of Burial and Cremation (Scotland) Act 2026 which will come into force from March 2025 or March 2026. Note: Progress against BV Actions will be monitored and reporting out with Service Plan process Page 53
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 4. Strategic Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low, 4 for ongoing, 5 for on hold) (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Progress the Bus Revolution m.connect project as part of delivering the Moray Growth Deal. In line with corporate plan outcomes of retain and attract young people, minimise barriers to working, adapt to changing climate and acts sustainably Increase passenger journeys on m.connect by 4,286p.a. To reduce the environmental impact of transport in the area by 4.3t CO2e p.a. Milestones: Vehicles delivered/in service, training complete, service registrations submitted and listed, marketing launched, operational systems deployed Phase 2 launched. Group booking function released Annual Annual April 2025 May 2025 Sept 2025 NM/Strategic Transport Services Manager 4 Page 54
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating Asset Management Identify and collate all retaining walls A full list of Moray Council’s retaining walls with visual inspection of condition and recommendations for action required Asset Management Plan for Moray Council’s retaining walls April 2026 Consultancy Manager 2 Asset Management Develop a prioritisation method for non-network bridges Non-network bridge maintenance prioritisation methodology. Non-network bridge maintenance prioritisation policy enabling clear spend priorities for available budget Dec 2026 Consultancy Manager 2 Asset Management Improve the rate of Principal Inspections undertaken on the Council's network bridges by reassigning this work as a top priority. Principal Inspections rate complies with legislation (each network bridge to be inspected every six years) and Moray improves the inspection rate to a similar standard to other Local Authorities 64 Principal Inspections will be undertaken each year with benchmarked improvement in bridge condition (data currently reported to Society of Chief Officers of Transportation Scotland (SCOTS) - will be added to performance reports when available) Dec 2025 with progress to be measured annually Consultancy Manager 2 Asset Management Develop a Tree Strategy which will direct how the Council manages its living assets in Parks and Open Spaces. Commence risk-based tree condition surveys at prioritised locations Improved tree management Improved health and safety on Council owned Parks and Open Spaces Costed process for undertaking tree/surveys works which then require budget approval At least two Parks and Open Spaces assessed per year following budget approval. March 2026 Environmental Protection Manager 2 Asset Management Creation of a new cemetery at Linkwood Road, Elgin Increasing the vacant lair capacity for future use within Moray cemeteries Availability of additional burial capacity from 2026 Milestones: March 2026 March 2025 Environmental Protection Manager 1 Page 55
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 Produce and publish tender for the scope of works needed to construct a new cemetery Appoint successful to contractor to construct the new cemetery Completion of construction of cemetery March/April 2025 Sept 2025 Climate Change Develop a strategy facilitating transition to the use of low carbon materials on our road network. Identify & trial low carbon materials that can be used to repair our road network. Review the cost of trial materials v carbon savings and aim to achieve 5% of planned pothole repairs utilising low carbon materials Milestones: Identify available low carbon materials to be used Undertake trials of low carbon materials. Evaluate supply chain costs v carbon savings v operational performance Develop a strategy to decarbonise our road network (outlining opportunities and barriers). March 2026 June 2025 Dec 2025 March 2026 March 2027 Roads Maintenance Manager 2 Climate Change Review our winter service operational plan. Improved service delivery and compliance with regulatory measures Aim to reduce salt usage by 3%. Milestones: Review current routes and undertake route optimisation Review vehicle/plant & material to facilitate lower carbon emissions. March 2026 August 2025 August 2025 Roads Maintenance Manager 1 Page 56
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 Update the Winter Service Operational Plan October 2025 Climate Change Implement strategy for public use of On and Off Street (car parks) charging infrastructure via Pathfinder Project Community Wealth Building, Community Benefits and Economic Social Governance including training and the development of local supply chains for repairs and servicing Continue Pathfinder Project with A/Shire, Aberdeen City and Highland Councils to seek private investment to expand and operate publicly available Electric Vehicle Charging Infrastructure in Moray. Milestones: - Tender process to appoint partner - complete - Contract Awarded - Implement strategy April 2025 May 2025 Dec 2028 Strategic Transport Services Manager 2 Climate Change Delivery of Active Travel Strategy - Promote and develop active and green travel in schools Increased awareness and participation in active and green travel in schools - 52-54% of all journeys to school walked, wheeled or cycled - 95% of primary schools will deliver L2 Bikeability by 2027 - 60% of all journeys to school to be walked, wheeled or cycled by 2027. June 2025 March 2027 March 2027 Strategic Transport Services Manager 4 Climate Change Develop Surface Water Management Plans (SWMP) for Forres and Findhorn by end 2026/27 Implementing surface water infrastructure improvements in vulnerable flood risk areas: Reducing the risk of surface water flooding to properties in vulnerable areas Draft SWMP for Forres & Findhorn Implementing surface water infrastructure improvements in vulnerable flood risk areas: (levels of risk and areas to be identified in surface water management plans) New schemes prioritised in Local Flood Risk Management Plans for 2022 – 2028 will reduce risk to March 2027 TBC following completion of plans Consultancy 2 Page 57
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 approximately 100 properties in Moray) Climate Change Deliver Coastal Adaption Plan Interim Report to coincide with the Local Flood Risk Management Interim Reports A plan to manage Moray’s coastline that is adaptable to climate change. Supporting management of Moray’s Coastline in a sustainable way. Dec 2025 Consultancy Manager 2 Compliance & Efficiency Create a burials administration service to support the burial service and meet requirements of the Burial and Cremation (Scotland) Act Improved service delivery and compliance with regulatory measures Meet the requirements of the Burial and Cremation (Scotland) Act. Milestones: - Service health check and knowledge-based documents prepared by registrars - Understand implications of the Burial and Cremation Act on burial administration functions - Review and recommend appropriate system for management of burials March 2026 April 2025 April 2025 Nov 2025 Environmental Protection Manager 2 Compliance & Efficiency Improve efficiency of the Pool Car scheme; reducing costs, increasing customer satisfaction and ensuring Net Zero aspirations are met Undertake an options appraisal review to develop a best value solution that meets the objectives of the project - Business Case to ECLT - 5% Reduction in grey fleet mileage claimed by council staff - 5% increase in total milage of pool cars by council staff by March 2026 - Increase total average mileage of a pool car from 10,000 miles to 12,000 miles June 2026 March 2026 March 2026 March 2027 Roads Maintenance Manager 1 Page 58
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 Compliance & Efficiency Barcode / QR coded scanning introduced into stores processes. Improved efficiency & accuracy Tranman stores system upgrade to include scanning system Sept 2025 Fleet Services Manager 2/3 Compliance & Efficiency Undertake a staff led self -assessment of our service activities and customer results using the PSIF model (Public Service Improvement Framework) Results from self-assessments will be used to create a targeted action plan for long term improvements to the section PSIF for 2 Service Areas complete (Waste Services and 1 Other TBC). Process for each service includes: - Survey - Workshops - Action Plan Prepared March 2026 Service Managers 2 Growth Publish Harbour Masterplan Promote development opportunities to potential partners and attract inward investment Publication of Masterplan and feasibility studies Sept 2025 Strategic Transport Services Manager 2 Maximising Opportunities Lead the transport element of the Town Centre Improvement Plan Developing a diverse, inclusive and sustainable economy: By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs Transport interventions on track for delivery as per programme (still to be agreed and subject to funding): - Active Travel Masterplans to be complete (2 per year) by 2030 (33% complete by March 2026) - Additional cycle parking (where identified as a need by the community) by 2030 (50% complete by March 2026) - EV charging subject to third party timescales but by 2028 (end of EVIF Grant period) - Ebike charging to be provided by and subject to third party timescales (Council support only) As per agreed programme. Strategic Transport Services Manager 1 Maximising Opportunities Lead the infrastructure elements of the Levelling Up Fund in line with Elgin City Masterplan Elgin City Centre is a prosperous, attractive and healthy place Number of infrastructure schemes on target for planned delivery (programme still TBC – indicators to be revised following confirmation) March 2027 Consultancy Manager 1 Page 59
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SPMAN-1024035114-1067 APPENDIX 3 ENVIRONMENTAL AND COMMERCIAL SERVICES SERVICE PLAN 2025-28 Health and Wellbeing Ensure revised operational implementation of absence management procedures are applied by managers Absence is managed effectively, and levels of absence are reduced efficiently and timeously Reduction in number of days absence per employee March 2026 Service Managers 2 Page 60
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 17 June 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: ECS012/25/NM Author: Nicola Moss Contact Email: nicola.moss@moray.gov.uk Subject: Buckie Harbour Masterplan 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee of the development of a new masterplan for Buckie Harbour. 1.2 This report is submitted to Committee in terms of Section II (F) (25) of the Council's Scheme of Administration relating to the Council’s role as Harbour Authority. 2. SUMMARY 2.1 The Buckie Harbour Masterplan recognises the recent developments and growth in Buckie Harbour and sets out a series of options for viable growth and development of the Harbour. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) note the information in the report regarding the background and purpose of the Masterplan as a tool to set out the long term aspirations relating to development of Buckie Harbour; and ii) approve the Masterplan for a 4 week public consultation, delegating Item 8. Page 61
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authority to the Chair of this Committee and the Head of Environmental & Commercial Services to finalise the document for publication. Nicola Moss Head of Environmental and Commercial Services 4. BACKGROUND AND CONTEXT 4.1 The Council published a Masterplan for Buckie Harbour in 2015 (Para 15 of the minute to this Committee on 10 February 2015 refers) setting out the opportunities for inward investment in the harbour, in particular positioning the harbour as an ideal location for an operations and maintenance base for Offshore Wind. 4.2 In the time following the publication of that Masterplan, there were discussions and negotiations which led to a medium term lease of property in the harbour by SSE Renewables, and more recently the leasing of land and occupation of parts of the harbour by Ocean Wind as the Operations & Maintenance base for the Moray West offshore windfarm. These have constituted welcome and material commercial growth for the harbour, with wider economic benefit for Moray and the North East of Scotland. 4.3 It remains the case that there are opportunities for enhanced use and growth at Buckie Harbour without losing the core mixed use harbour providing services for fishing, cargo, boatbuilding, offshore wind and more. However, if substantial growth is to be achieved to meet the future demands, particularly from the energy sector, then additional capacity will be required. This is a position replicated around Scotland’s coastline with diminishing capacity for growth in ports. 4.4 To best reflect the opportunities for Buckie Harbour, a further Masterplan for Buckie Harbour was commissioned by the Council and Highlands & Islands Enterprise in 2022. This work was quickly supplemented by the Just Transition funding the Council received which enabled the commissioning of a feasibility study for harbour expansion. 4.5 This report sets out a consolidated Masterplan, attached as Appendix 1 which draws together the elements of both of these studies and sets out a vision for future growth. The Masterplan has been developed in consultation with existing harbour users and stakeholders. The Masterplan is supplemented by additional detailed information which will be held for detailed discussion with interested parties. 4.6 This Masterplan is not intended to form a case for internal investment, but rather to set out the opportunities that are offered by Buckie, and how there is a viable route to expansion and growth with appropriate funding packages. These would all be subject to development and approval should the opportunities emerge. However, without a ‘blueprint’ for growth there is no catalyst for future change. 5. PROPOSALS Page 62
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5.1 The new Masterplan aims to strike a balance with harbour and landside development opportunities to meet the future needs of Offshore Wind, Onshore Wind, Fishing, Cargo, Shipbuilding and Training Providers. 5.2 It sets out the opportunities that exist in the marine sector going forward, and how Buckie Harbour is ideally situated to accommodate these opportunities both with the landside development opportunities, and the potential for the harbour to be expanded to meet the growth, particularly in renewable energy production. The masterplan sets out that these opportunities can be harnessed without detriment to existing harbour activity, and indeed expansion of the harbour would also provide enhanced facilities for cargo and fishing. 5.3 The document is structured such that it gives: • An overview of the existing harbour • An analysis of current and future markets • Development Opportunities – both landward and seaward • Proposals and Options 5.4 Of the proposals and options, the feasibility study, funded by the Just Transition Fund has demonstrated that westward expansion of the harbour, and upgrade and re-ordering of Basin 4 both present viable growth opportunities, and the key elements of these options in terms of design and layout are presented in the Masterplan, with the underpinning technical studies being separately available. Development work has also been undertaken in relation to an expansion to the north-east of the harbour. This is referenced in the Masterplan, with the detail being separately available as the westward expansion presents the better balance in terms of cost at this point in time. 5.5 Throughout the development of the Masterplan there has been consultation and engagement with stakeholders and Buckie community representatives, with direct contact and questionnaires and discussion at the Harbour User Group. 5.6 The following options have all been subject to development and appraisal: - Westward expansion of the harbour, 425m of quay length (17,250m2), heavy lift capability, dredged to 6m below chart datum, 41,500m2 of laydown for components and cargos - Westward expansion of the harbour, 340m of quay length (16,100m2), dredged to 4m below chart datum, 10,150m2 of laydown for cargos - Westward expansion of the harbour, 445m of quay length (17,250m2), dredged to 6m below chart datum, 13,750m2 of laydown facility for cargos - Northern expansion of the harbour, 1,040m of quay length (31,750m2), heavy lift capability, dredged to 9m below chart datum, 84,000m2 of laydown facility for components and cargos - Reordering and capacity creation in Basin 4, including enhanced quayside facility and HGV turning - North Pier enhancements In all instances it is suggested that the reordering and capacity creation in Basin 4 is incorporated as part of any future proposals, however, this is subject to Page 63
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discussion and refinement of any firm proposal and appraisal. 5.7 Benefits of options: West Expansion -4mCD West Expansion -6mCD West Expansion -6mCD enhanced laydown North Expansion Heavy Lift Capability Offshore Trew Transfer Vessels Offshore Service Operation Vessels Enhanced Fishing Vessel capacity Enhanced Cargo Vessel capacity Cruise vessel capacity Component handling 5.8 Of particular note in terms of future market growth is the ScotWind leasing process, whereby Crown Estate Scotland have leased seabed rights to developers enabling over 30GW of new generating capacity to be built over the next decade. Options have been awarded for 19 sites. The most proximate is the 2GW Caledonia site, which has been awarded to Ocean Winds, planned to be operational in 2030. Whilst Ocean Winds have provided some capacity for Caledonia in their existing arrangements in Buckie Harbour, the size of the site and the move towards the use of Service Operation Vessels (SOVs) which are much larger and deeper vessels creates opportunities for Buckie if capacity can be provided. 5.9 Onshore Wind continues to be part of the energy production portfolio for Scotland, and the logistics (and costs) of moving large and heavy components as abnormal loads presents opportunities for ports which are closer to onshore windfarm sites. There has been interest in Buckie from prospective windfarm operators, however, the historic smaller size of Buckie Harbour (vessel width and length constraints as well as depth) means that there are limitations on the components that can be brought in through Buckie Harbour. 5.10 There is growing interest in the Moray Firth from the cruise sector, which can Page 64
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currently only be accommodated at Buckie harbour by use of tender vessels to transfer passengers from anchorage in the Firth. Provision of longer quays and greater depth would enable a range of cruise ships to come directly into harbour. 5.11 Through the continued engagement with different harbour related sectors, Highlands & Islands Enterprise and Scottish Government, should funding opportunities for harbour development / expansion emerge then these will be brought back to committee for consideration. Further opportunities to market the opportunities presented by the harbour will continue to be explored. 5.12 Smaller scale developments that emerge (particularly landside) will either be progressed within existing delegated authorities or brought to committee for consideration. 5.13 It is proposed that subject to approval by this committee the draft Masterplan is consulted with harbour and industry stakeholders for a 4 week period. This consultation will include members of the Buckie Harbour Advisory Committee (which includes community representatives), local businesses, and renewable sector representatives. It is further recommended that delegated authority is granted to the Chair of this Committee and the Head of Environmental & Commercial Services to finalise the document for publication provided that there are no substantial changes to the content of the Masterplan. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change, Biodiversity and Sustainability x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and Page 65
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contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal A harbour masterplan has no specific legal status, however, it has been developed mindful of council policies, and in recognition of the council’s role as a statutory harbour authority, with the view to creating long term commercial stability for the harbour authority. 6.4 Financial There are no direct financial implications arising from this report. The Masterplan sets out options and prospects for attracting inward investment to Buckie Harbour with a view to enhancing the commercial prospects of the harbour and benefitting the economy of Moray. In terms of costs, market conditions will determine final cost, but current estimates for the main options are as follows: North Expansion £497m West Expansion with enhanced laydown £350m West Expansion 6m below chart datum £220m One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Page 66
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6.5 Risk There are no direct actions creating risk from the publication of a Masterplan, and any future decisions and actions will be brought forward to committee setting out the respective opportunities and risks. 6.6 Staffing No direct staffing implications from this report, however, it should be noted that harnessing the commercial opportunities requires a level of resource to deliver. There are proposals in the management restructure that are geared towards this focus on the development of the council’s harbours. 6.7 Best Value and Transformation None. 6.8 Property There are no direct property implications arising from the report, however, the Masterplan has been developed in cognisance of the Council’s property portfolio and in collaboration with the Council’s Property Asset Management team. 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities implications arising from this report. Sustainable and funded growth and development of Buckie Harbour will enhance the socio- economic position of Moray. 6.11 Climate Change and Biodiversity Impacts Development of Buckie Harbour to facilitate offshore and land based energy production, amongst other commercial activity is part of a just transition to a net- zero economy. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), Head of Environmental and Commercial Services, Chief Financial Officer, HR Manager, Legal Services Manager, Equal Opportunities Officer, Strategic Planning and Development Manager, Property Asset Manager, Principal Climate Change Officer and Committee Services Officer (C O’Connor) and any comments made have been considered and incorporated into the report where appropriate. 8. BACKGROUND PAPERS 8.1 Buckie Harbour Masterplan – Report to ED&I Committee 10.2.15 (confidential item). Page 67
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Buckie Harbour Masterplan APPENDIX 1 Page 68
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Contents Foreword 01 Scope 03 Buckie Then 04 Our wave to the history of Buckie Harbour 05 Buckie Now 06 Skills and Personnel 08 Transport and Infrastructure 08 Harbour Development 10 Offshore Wind 10 Fishing 11 Cargo 12 Shipbuilding 14 GWO Training 17 Tourism 17 Emerging Markets 18 Harnessing Opportunities 19 Development Opportunities 20 Renewable and Green Energy 20 Tourism and Cruise Vessels 20 GWO Training 20 Green Energy 21 Proposals 22 Northern Expansion 22 Western Expansion 24 Basin 4 Upgrade 26ii Page 69
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Foreword Buckie Harbour, on the southern side of the Moray Firth has a rich maritime history that is continually evolving. Over the years, this vital harbour has served as a vibrant hub for many industries. Home to thriving cargo operations, manufacturing, and ship repair industry. The harbour also has a strong fishing heritage, and serves as a base for marine services, providing berthing, repair, and maintenance support to a range of commercial vessels. As the offshore industry has evolved, Buckie Harbour has extended its reach to serve the industry, providing essential services, particularly around offshore wind operations and maintenance (O&M). That journey continues by embracing development, supporting our local industries that have underpinned the harbour and local area for over 100 years. Buckie is evolving, growing, and becoming a major support facility for the renewables sector, while retaining its seafaring heritage, and supporting the regional economy. Moray Council and Highlands and Islands Enterprise commissioned this masterplan to set out that journey. Cllr Marc Macrae Chair of Economic Development and Infrastructure Services 01 Page 70
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02 Page 71
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Scope This Masterplan aims to be a high-level strategic spatial development guidance document for future change within the harbour area. It aims to promote the competitive advantage of the facility for existing and potential future users, while providing the rationale that underpins infrastructure and investment decisions. This new Buckie Harbour Masterplan is to be considered a source of information for potential development opportunities and follows consultation with key existing and potential stakeholders. Their needs and aspirations give a balanced guide for positive development of Buckie Harbour for all users, existing and new. The driving and guiding force throughout the Masterplan update has been the input of the harbour stakeholders. Consultation with them has provided a key insight into current and future operations from both the traditional harbour, commercial and renewables sectors. 03 Page 72
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Buckie Then 04 Page 73
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Our wave to the history of Buckie Harbour 1877 Cluny Harbour built in Buckie by the Cluny family at a cost of £60,000 – replacing the earlier harbour to the west (now known as Buckpool) 1913 Buckie harbour is home to the largest steam drifter fleet in Scotland 1950s Charles Eckersley, fish merchant, establishes a seafood processing business in Buckie – seafood, particularly smoked salmon, is still a key part of the local economy 1971 Training schooner “Captain Scott” built at the Herd and McKenzie shipyard. The vessel is still in service, now with the Royal Navy of Oman. The former Herd and McKenzie shipyard site now forms part of Macduff Shipyard 2023 Ocean Winds establish their operations and maintenance base for Moray West offshore windfarm at Buckie Harbour 05 Page 74
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Buckie Now On the south of the Moray Firth coastline, Buckie is well placed for access from Aberdeen, Inverness and the wider Scotland. The harbour is an all-weather port with favourable marine access and transit times into the Moray Firth. Now with a focus on offshore wind operations and maintenance, Buckie remains a mixed use harbour with strong links to the fishing industry. It’s vital to the local and regional economy – supporting the whisky industry and heavy manufacturing alike. The harbour is a base to many industries operating in and around the port area. 1. Fishing: Buckie has a long-standing tradition as a fishing port, and the fishing industry remains one of the dominant sectors operating in the harbour. The port serves as a base for various fishing vessels, including trawlers, fishing boats, and creel boats, supporting the local fishing fleet and seafood processing businesses. 2. Cargo and Freight: Buckie Harbour facilitates the transportation of cargo and freight, serving as a vital link for the import and export of goods for the local and regional economy. Barley for the whisky industry, aggregates and salt are key commodities. The harbour has laydown and storage for cargo, and an on site stevedore service. 06 Page 75
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3.Offshore and Renewable Energy: With the growing focus on renewable energy, Buckie Harbour has seen an increase in activity related to offshore wind energy projects. A range of crew transfer vessels operate from the harbour, which is also the base for Moray West offshore renewables operations and maintenance facility. 4.Marine Services: The harbour hosts various marine services, with the renowned Macduff Shipyard operating via slipway access at the east of the harbour providing ship build, repair and maintenance facilities. Marine engineering, heavy and skilled component manufacturing are also provided adjacent to the harbour, along with other supply chain businesses and an RNLI Lifeboat station. Alongside the harbour, the landside areas adjacent to Buckie Harbour include a thriving selection of businesses and amenities. These include shops, restaurants and local businesses which create a vibrant and welcoming atmosphere for residents and visitors. The landside areas and spaces that surround the harbour incorporate green spaces, industry, and recreational facilities. This reflects Buckie’s commitment to environmental conservation and community well-being while providing excellent potential to accommodate future sustainable development. 07 Page 76
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Skills and Personnel • Moray offers a well-educated, skilled workforce with a great reputation for customer service, enjoying low staff turnover and high retention rates. The area also has access to an even wider labour pool with 236,000 people within a one hour drive of Elgin. Moray has 85% of its working age population in employment, higher than the Scottish average (80%). • The area has a track record in military aerospace. RAF Lossiemouth is one of the largest and busiest fast-jet bases in the Royal Air Force and Kinloss Barracks is home to 39 Engineer Regiment. This military presence means that electrical and mechanical engineering skills are highly developed in the local workforce. With the retirement age from the armed forces between 40-55 many seek onward skilled employment in the area. The strengths of engineering skills, and the strategy to diversify the benefits of the oil and gas industry around Scotland, put Moray in a prime position as a great place to invest. • There are a host of education providers with expertise in engineering and maritime skills through University of the Highlands & Islands (Moray) in Elgin and North East Scotland College in Fraserburgh and Aberdeen. Transport and Infrastructure • Buckie, population 9,000, is located on the A98 – 56 miles from Inverness and 63 miles from Aberdeen, with abnormal / heavy load route availability for onward journeys. Centrally located close to a number of offshore wind sites (existing and potential) and on-land windfarm sites. Both Inverness and Aberdeen airports are well served with regional and international flights. • Moray is a heartland for skilled engineering and fabrication, and the Harbour hosts both Forsyths Fabricators and Macduff Shipyard along with other supply chain organisations. • The Harbour area presents a number of opportunities for land-based development for the supply chain with sites suitable for laydown, O&M bases, training centres, and small business start ups. 08 Page 77
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Current vessel access • Maximum length 86m • Maximum beam 15m • Maximum draught 4.5m • Harbour is staffed and operational 24/7 • Pilotage provided on request • Stevedore and craneage facilities • ISPS compliant port • RNLI lifeboat based in the harbour • Fire service located within Buckie Usable Quay • Basin 1 – 330m • Basin 2 – 250m (half under lease) • Basin 3 – 250 (half under lease) • Basin 4 – 300m • Tidal range of 4.8m 09 Page 78
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Harbour Development Offshore Wind In 2022 Crown Estate Scotland announced the outcome from the ScotWind Leasing application which would see approximately £700 million being invested into the Scottish Offshore renewable sector. Now, 19 sites have been selected with an overall capacity of over 30GW. This will see windfarms spanning over 7000km2 and providing numerous jobs to the surrounding Moray Firth area. It is likely that manufacture and fabrication of the larger components required to supply offshore wind farms in the vicinity will be serviced by the larger ports located in the Cromarty Firth, which may have capability to facilitate Tier 1 and 2 activities. Buckie is ideally placed to support Tier 3 activities such as parts supply, vessel support, diving, lubricants, training and more. Maintenance activities could be carried out using crew transfer vessels (CTVs) to transfer labour, technicians and engineers between the harbour and neighbouring wind farms. This builds on the strong track record already established in relation to O&M for Moray West and other supporting work. 10 Page 79
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Fishing In 2023 Scottish vessels landed 501,000 tonnes of sea fish and shellfish with a gross value of £683 million, 323,000 tonnes were landed into Scotland. This is a 27% increase compared with 2019. Fishing remains a significant industry within Buckie. Fish processing and supply companies local to the area make use of the product delivered from local fishermen. Companies including Cluny Fish, Orkney Food Company and Associated Seafoods provide strong financial and economic benefit to the local economy. □Data from Scottish Sea Fisheries Statistics 2023 11 Page 80
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Cargo Scottish ports handled a total of 59 million tonnes of freight in 2022, primarily in the form of bulk fuel (34 million tonnes). From 1997 to 2002, exports through major Scottish ports witnessed a notable increase, climbing from 61 million tonnes to 68 million tonnes. However, a subsequent decline followed, resulting in a steady decrease to 26 million tonnes by the year 2022, indicating the gradual decline of Scotland as a cargo exporter. □Data from Scottish Transport Statistics 2023 Although the cargo industry as a whole has been on the decline in Scotland, Buckie has managed to turn it into a strength within their economy. Cargo remains a key component of harbour activity, consisting of malt/barley, salt, soya, wheat feed, sugar beet, steelwork, timber and aggregates. 12 Page 81
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0 20,000 40,000 60,000 80,000 100,000 120,000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Cargo Import Cargo Export Cargo tonnes Buckie Harbour Cargo Volumes 13 Page 82
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Shipbuilding In Scotland, shipbuilding contributed £262 million to the Gross Value Added (GVA) in 2020, accounting for 0.19% of the Scottish economy and 7% of the GVA in the marine sector. Shipbuilding also provided employment for approximately 7,000 individuals, representing 0.26% of total employment in Scotland and 10% of employment within the marine economy. Scotland made up 12% of all shipbuilding enterprises within the UK as of 2020. There has been a steady decline in the revenue earned by Scottish shipbuilding in recent years and as a result employment within this industry has dropped by 7% between 2011 and 2020. In 2020 64% of all shipbuilding in Scotland was carried out Glasgow, Aberdeenshire, and Fife. This indicates that larger ports have the majority of the revenue in this sector. Consequently, this situation poses challenges for smaller harbours to compete effectively in terms of market share and economic opportunities. Despite the national trends, Buckie has remained a vibrant location for shipbuilding. Macduff Shipyards have operated a facility in Buckie since 2013. Since then, they have expanded and diversified operations including acquisition of the disused Buckie Shipyard site in 2017, with on-site development and expansion over recent years increasing capacity. Once predominantly utilised for fishing vessel construction and maintenance, ship building operations at Buckie harbour now include the construction, maintenance and storage of multiple vessel formats. This includes dredging vessels, construction barges, landing crafts for the aquaculture sector, ferries, and Crew Transfer Vessels (CTVs) for the offshore renewables industry. This industry involves collaboration of several businesses at Buckie during construction, fit out and maintenance operations as well as usage of multiple areas, structures and berths within the harbour. The shipbuilding industry within Buckie Harbour is growing strongly with the construction and fit out of vessels. There is a strong desire amongst local businesses to expand further with the potential to embrace further opportunities in both the fishing, leisure, offshore and renewables sectors. Optimisation / expansion of the harbour and facilities in combination with the development of existing disused sites will raise the potential to develop this industry and capture future opportunities for continued growth. □Data from Scotland’s Marine Economic Statistics 2020 14 Page 83
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GWO Training Global Wind Organisation (GWO) training programmes are designed to ensure that individuals working in the wind industry possess the necessary knowledge and skills to carry out their jobs safely and efficiently. These training courses cover a wide range of topics, including basic safety, first aid, fire awareness, manual handling, working at heights, and sea survival, among others. There is potential for Buckie Harbour to host a training hub, offering courses for Scottish wind industry professionals. There are few GWO training facilities within in Scotland, typically based in Glasgow and none in the nearby area. Offshore renewable investors have expressed that a GWO training facility in close proximity to their sites along the coast would be a very valuable asset in assisting in their operations. Development of a training hub along the Moray Firth coast would be a valuable resource for the local offshore renewable industry and may lead to the development of close ties between Buckie Harbour and leading offshore renewable investors in the future. Tourism A total of 2.2 million cruise passengers used UK ports in 2023, continuing the strong growth profile of this sector, particularly for UK destinations. Each passenger visiting via a UK port adds £70 to the local economy. Buckie is ideally placed close to Speyside, home to over 50% of Scottish whisky distilleries and Moray is home to high profile international brands – including Johnstons of Elgin, and Walkers Shortbread. This makes Buckie an ideal location for accessing the tourism offering of Moray, Speyside and the Cairngorms. Marine tourism is also a growing sector, particularly in relation to wildlife. The Moray Firth is home to the Scottish Dolphin Centre at Spey Bay, with the Firth not only home to dolphins, but increasingly orca whale sightings. □Data from Cruise Britain 17 Page 86
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Emerging Markets There are a range of green energy developments emerging: Green Ammonia: created by combining hydrogen (produced through renewable energy powered electrolysis) with nitrogen (sourced from the air). This provides efficient means of transporting hydrogen for use as a fuel. The green ammonia can also be used for marine fuel, along with its traditional use in the production of agricultural fertilisers and other chemical products. Green Methanol: created by synthesising green hydrogen with captured carbon dioxide – for example from a biomass power plant. Green methanol is in demand in many industrial applications and can be used for powering engines and fuel cells – including for marine vessels. 18 Page 87
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Harnessing Opportunities The harbour benefits from: • Year round safe haven conditions • Excellent transport links • Ability to cater to diverse needs • A strong supply chain and other local businesses and industries • A centrally positioned location on the Moray Firth with a relatively short distance to existing and proposed offshore windfarms • Local workforce opportunities with skilled personnel Constraints to future growth: • Overall harbour size limitations constraining vessel length and draft • Overall capacity • Need for additional laydown and general purpose space Developing the harbour will allow the opportunities to be maximised and constraints to be addressed. 19 Page 88
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Development Opportunities Renewable and Green Energy Buckie Harbour has a potential opportunity to establish itself as a hub for supporting the offshore renewables industry in Scotland. The industry has already taken interest in Buckie Harbour with Ocean Winds selecting it as a base for offshore O&M projects in Moray Firth. By enhancing existing facilities, the harbour could improve opportunities within the offshore renewables industry by effectively supporting Crew Transfer Vessel (CTV) operations in an even greater capacity. During the consultation process Ocean Winds representatives noted “further CTV capacity may be useful at Buckie as requirement for the Caledonia wind farm although this is yet to be confirmed”. Through the expansion of the harbour and storage facilities in its hinterland, it could have a potential opportunity to serve as a valuable base for Service Operation Vessel (SOV) operations and support activities for offshore windfarm development as well as Operation & Maintenance phases. Tourism and Cruise Vessels An expanded harbour will provide the facility for the harbour to take in small and medium sized cruise vessels without the need for passengers to be transferred by tender. This will enable the region to capitalise on the growing tourism markets from the cruise sector, and provide easy access to the tourist attractions of Moray and Speyside. Growing the number of cruise vessels accessing the area via Buckie will allow partnership working with local businesses to provide itineraries and tours to enhance the passenger offering. GWO Training In addition to marine expansion, the harbour area has a number of shoreside development sites, which could provide an ideal location for GWO training. Putting facilities at the heart of the Moray Firth, in easy access of not just Buckie based offshore organisations but also of those operating across the Moray Firth, bridges the market gap and reduces the need to travel. Green Energy 20 Page 89
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An expanded harbour can create an ideal location for the storage and transport of green fuels – including both green ammonia and e-methanol, fuelling the regional marine sector and enabling the local transport sector to move to green fuel sources. 21 Page 90
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Proposals At the heart of the future is the creation of additional capacity, allowing for greater numbers of, and a wider range of vessel sizes, to be accommodated in Buckie Harbour. This can be achieved by reordering the eastern part of the existing harbour and expanding the harbour, either to the north or to the west. Buckie has the flexibility to offer a range of development options catering to the needs of the future. Northern Expansion • 1,040m usable quay • 31,750m2 of quayside • Depth of 9m below chart datum • 180m turning radius in both basin and entrance • Heavy lift capacity up to 25T/m2 on South Quay 22 Page 91
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Western Expansion • 445m usable quay • Dredge depth to 6m below chart datum • 140m turning radius • 13,750m2 laydown area 24 Page 93
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Basin 4 Upgrade • Slipway readying Berth • New RNLI pontoon • Dedicated creel boat berth • Additional harbour parking (20 spaces) • HGV turning area 26 Page 95
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For more information, including detail on technical feasibility, or to discuss our proposals further, please contact: HarbourDevelopment@moray.gov.uk Page 97
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) ECS025/25/DA Author: Diane Anderson Contact Email: diane.anderson@moray.gov.uk Subject: Traffic Regulation Orders and Waiting Restrictions Orders to support Levelling Up Fund project in Elgin Town Centre 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to seek approval to begin the consultation process for the proposed amendments to the existing traffic regulation and waiting restrictions orders covering Elgin town centre along with a new traffic regulation order for one-way sections of road on Moss Street and Greyfriars Street, Elgin. 1.2 This report is submitted to Committee in terms of Section III (F) 17 and (F) 20 of the Council’s Scheme of Administration relating to traffic management functions including the preparation and implementation of traffic management schemes and the making of Orders for the regulation and management of traffic. 2. SUMMARY 2.1 The Council has been awarded £18.3m from the Levelling Up Fund, which includes funding for Active Travel measures which seek to reallocate road space on Lossie Wynd, Commerce Street, High Street (East) and Moss Street to provide dedicated space for cyclists to travel against the flow of traffic. There are also associated improvements for pedestrians on these streets, including the introduction of a new footway on the western side of Lossie Wynd between the High Street and St Giles Road. 2.2 The existing pedestrianised areas within the town centre experience low levels of compliance, with unauthorised vehicles regularly driving over and parking within them. To support these pedestrianised areas, funding from the Levelling Up Fund is available for access control measures which will enable access for authorised vehicles e.g. deliveries, emergency services, whilst creating a more welcoming and safer environment for pedestrians. Item 9. Page 99
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2.3 To implement these measures, changes to the existing town centre Traffic Regulation and Waiting Restrictions Orders are required, along with a new traffic regulation order to introduce one-way sections of road on Moss Street and Greyfriars Street. 2.4 This report seeks approval to start the consultation process for the amended and new orders, including an information event for the public and businesses, prior to the commencement of the statutory process. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Agree to consult on the proposed amendments to the existing Elgin Town Centre Traffic Regulation and Waiting Restriction Orders on the following streets: - a) High Street West b) Thunderton Place c) Batchen Street d) South Street e) Commerce Street f) High Street East g) Lossie Wynd h) The Plainstones ii) Agree to consult on the proposed new Traffic Regulation Order on the following streets within Elgin: - a) Moss Street; and b) Greyfriars Street iii) Instruct the Head of Economic and Commercial Service and the Head of Governance Strategy and Performance to complete the preparation of the Orders following the initial consultation and proceed with the Statutory Process. Once the Statutory Process has been completed, also instruct them to make and implement the Orders if, following the statutory consultation period, there are no outstanding objections. Diane Anderson Senior Engineer Transportation 4. BACKGROUND AND CONTEXT 4.1 The existing Elgin Town Centre Traffic Regulation Order (TRO) sets out the requirements for the pedestrianised areas on The Plainstones, Batchen Street, Thunderton Place, Commerce Street, and the section of the High Street between The Plainstones and Lossie Wynd. The TRO also sets out one-way sections of road and access restrictions. There is a separate order which sets out the Waiting Restrictions within the town centre. The current TRO and Waiting Restrictions Order have been in place since 2011. 4.2 At a Special Meeting of Moray Council on 9 August 2017 (para 3 of minute refers), the Council approved the Elgin Transport Strategy (ETS). Within the strategy there is a scheme to make Moss Street one-way to enable road space reallocation for an active travel route, which would improve access to the Town Centre from the southern parts of Elgin. Page 100
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4.3 The Elgin City Centre Masterplan was approved at the Planning and Regulatory Services Committee meeting on 16 November 2021 (para 12 of minute refers). The vision for the masterplan is “To transform Elgin City Centre into a successful, well- connected, healthy, green, attractive, inclusive and carbon conscious centre offering a variety of attractions where people of all ages and abilities shop, live, relax and do business.” 4.4 Specific transport related schemes within the Masterplan included the ETS Moss Street improvements (project Core Retail 10), and access control measures to enforce the Pedestrianisation Order on Batchen Street to support outdoor hospitality (project Core Retail 14). Wider access control measures for all the pedestrianised areas were included as part of the consultation on the Masterplan, as a result of the changes in behaviours during the Covid-19 lockdowns where unauthorised vehicles regularly began entering The Plainstones and other pedestrianised areas. Despite targeted enforcement action by Police Scotland during 2024, these behaviours persist. 4.5 In 2023 Moray Council was awarded £18.3m from the Levelling Up Fund of the Elgin City Masterplan for three linked projects, Transforming the Sawmill, A Vibrant Centre, and Re-imaging Cooper Park. As part of the Vibrant Centre project there are a series of Active Travel measures proposed. The Active Travel measures seek to reallocate road space on Lossie Wynd, Commerce Street and Moss Street to provide dedicated space for cyclists to travel against the flow of traffic. There are also associated improvements for pedestrians on these streets, including the introduction of a new footway on the western side of Lossie Wynd between the High Street and St Giles Road and improvements to the contra-flow cycle lane on Lossie Wynd to address public concerns relating to the existing kerbs. 4.6 The Levelling Up Fund also includes an allocation for the provision of access control measures to deter unauthorised vehicles from entering the existing pedestrianised areas within the Town Centre. This would create a more welcoming and safer environment for pedestrians and in some locations, enable the accommodation of outdoor hospitality. 4.7 The proposed access control measures would be in the form of rise and fall bollards, which are automatically operated. Measures such as these have been installed across the UK by many local authorities. They provide a physical barrier and generally use an electric or hydraulic mechanism installed under the road which are raised or lowered automatically in response to a trigger. A nearby cabinet contains the control and communication equipment and adjacent to the bollards there would be warning signs and red/green warning lights which would indicate to drivers of authorised vehicles when they should stop and when it is safe to proceed. The control measures would enable access by delivery vehicles, emergency services, residents/ businesses with off -street parking, and other authorised vehicles. 4.8 A review of Disabled Persons Parking Places (DPPP) has recently been undertaken in the Town Centre and was reported to this Committee on 29 April 2025 (Para 13 of the draft minute refers). This review identified locations for new DPPP to address the proposed removal of DPPP from Commerce Street, which would be required to enable the active travel route and improvements for pedestrians, and to provide high quality spaces to the west of The Plainstones in response to previous consultation on parking provision within Elgin Town Centre. 4.9 Although the proposed changes to Town Centre have been part of previous consultations, it is intended to hold an information event and speak with individual businesses and residents who would be directly affected prior to the commencement of Page 101
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any formal consultation on the revisions required to the existing Traffic Regulation and Waiting Restrictions Orders and new Traffic Regulation Order for Moss Street. 5. PROPOSALS 5.1 The proposed changes to the Town Centre fall into three categories, changes to: - existing pedestrianised areas. the direction of traffic flow on Commerce Street; and waiting restrictions, which includes loading bays, DPPP and relocation of a taxi rank. 5.2 Outwith the Town Centre, the proposed North-South Active Travel route would seek to reallocate road space to enable the provision of infrastructure for pedestrians and cyclists on Moss Street. There are two options which could achieve this: Option 1 – introduction of one-way northbound on Moss Street from the Laichmoray roundabout to its junction with South Street/Greyfriars Street. Option 2 – closure of the southern end of Moss Street at the Laichmoray roundabout to general traffic and introduce a one-way section (northbound) between Institution Road and South Street. On Greyfriars Street, a one-way section (eastbound) would be required between South Street and Glover Street for both options. Pedestrianised Areas 5.3 The proposed changes to the existing pedestrianised areas in the town centre, which would be supported by the proposed access control measures, would create a safer, more welcoming environment for pedestrians using these areas and, in some locations, enable hospitality businesses to provide outdoor seating for dining and drinking. 5.4 The existing streets in the town centre subject to a Pedestrianisation Order, shown on a map contained in Appendix 1, are: The Plainstones – 24 hours with exemptions for permit holders and loading between 4pm to 11am. Thunderton Place – 24 hours with exemptions for taxis, loading and Blue Badge holders. Batchen Street - 24 hours with an exemption for loading. Commerce Street - 24 hours with exemptions for taxis, loading and Blue Badge holders; and High Street (East) between Commerce Street and Lossie Wynd – 24 hours with exemptions for taxis, loading and Blue Badge holders. 5.5 The proposed changes to the pedestrianised areas, which would be supported by the proposed access control measures) are as follows: The Plainstones – No Change (remains as 24 hours with exemptions for permit holders and loading between 4pm to 11am). Thunderton Place – Change to remove exemptions for taxis and Blue Badge holders between 11am and 4pm (exemptions would remain between 4pm and 11am) Blue Badge Holders parked before 11am would be permitted to exit at any time. Batchen Street – Change to remove access for small package drop off/pick up by members of the public between 11am and 4pm to facilitate outdoor hospitality. Page 102
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Commerce Street – Change to remove exemptions for taxis and Blue Badge holders; and High Street (East) between Commerce Street and Lossie Wynd – Change to remove exemptions for taxis and Blue Badge holders. 5.6 The proposed access control measures for each of the above streets would be operations between 11am and 4pm. This means that deliveries to businesses during that period would require a ‘fob’ to operate the bollards. Out with those times, the bollards would be activated and lowered through the presence of a vehicle being detected by the operating system. This would enable access for taxis and other vehicles used by takeaways for home deliveries after 4pm. Commerce Street 5.7 Commerce Street is an existing southbound one-way street which has an uphill gradient. As part of the north-south active travel scheme it is proposed to change the direction from southbound to northbound. This would enable cyclists to travel with other traffic on the downhill gradient, whilst a contraflow cycle lane would be provided for southbound cyclists giving them protected space as they travel slower uphill. The existing and proposed cross sections of one-way road are shown on the maps provided at Appendix 2. 5.8 The section of the High Street between Commerce Street and Lossie Wynd would also become one-way (eastbound). This would address the current behaviours by some vehicles where they are entering The Plainstones from the eastern end. Delivery vehicles and residents who need to access Commerce Street, would do so via South Street. Exiting vehicles would use the High Street (east) and Lossie Wynd. Whilst traffic would marginally increase on these two routes, traffic using Greyfriars Street, Glover Street and the eastern end of the High Street would reduce. Town Centre Waiting Restrictions 5.9 Within the town centre, changes are required to the existing waiting restrictions, loading bays, disabled parking and taxi ranks to support the Levelling Up Fund projects. 5.10 The proposed changes to the waiting restrictions are as follows and are summarised in Appendix 3: - Commerce Street – remove loading area and DPPP to enable widening of footways and provision of one-way contraflow cycle lane. Delivery vehicles to stop on carriageway whilst loading/unloading. South Street – amend the length of the existing loading bay at 51 South Street to enable emergency vehicle access to rear of South Street redevelopment project. High Street between Commerce Street and Lossie Wynd – remove loading bay at 71-83 High Street to enable road space reallocation for north-south active travel route and provision of access control measures for pedestrianised areas. High Street between Lossie Wynd and North College Street – lengthen the existing loading bay at 67 High Street, relocate the existing taxi rank from outside 9 High Street to 43 – 49 High Street, introduce a new loading bay at 37 – 41 High Street which can be used by taxis from 9pm to 4am, and introduce a new DPPP at 51 High Street. Lossie Wynd – redetermination of the existing cycle track to become on carriageway contraflow cycle lane. High Street between Cooper Frasers Close and The Plainstones – creation of new lay-bys on northern side of High Street at 165 – 177 High Street and on Page 103
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southern side of the road at 144 – 150 High Street to accommodate up to six new DPPP. North Guildry Street – provision of two new on-street DPPP at 2 North Guildry Street. Moss Street and Greyfriars Street 5.11 The proposed north-south active travel route would enable enhanced provision for pedestrians and cyclists. There are two options to facilitate these improvements, Option 1 which would convert Moss Street to one-way northbound and Greyfriars Street between Moss Street and Glover Street to one-way eastbound and Option 2 which would see the closure of Moss Street to general traffic at the Laichmoray roundabout, a section of one-way northbound traffic introduced between Institution Road and Greyfriars Street and one-way eastbound traffic on Greyfriars Street between Moss Street and Glover Street. The proposed changes for both options are shown in Appendix 4. 5.12 Option 1 to make Moss Street one-way is included in the ETS. At the time of the strategy the decision on the direction of traffic flow was not finalised. However, the proposal is for the direction of traffic flow to be north bound as this would reduce the number of vehicles entering the busy Laichmoray roundabout, improving the operation of this junction through reducing the number of conflicting vehicle movements. Greyfriars Street would become one-way eastbound, between Moss Street and Glover Street. The carriageway width would be reduced to enable the provision of wider footways and a contra-flow cycle lane dedicated for cyclists travelling southbound. 5.13 The proposed one-way would be supported by changes to the roads entering Moss Street as follows: Preventing vehicles from entering Greyfriars Street westbound at its junction with Glover Street; Preventing vehicles from turning right from South Street onto Moss Street; Vehicles joining Moss Street from Alma Place, Maida Place and Francis Place would only be permitted to turn left (joining the northbound traffic flow); and Vehicles joining Moss Street from Institution Road would only be permitted to turn right. 5.14 Option 2 would make Moss Street one-way northbound between Institution Road and Greyfriars Street. Whereas the southern section of Moss Street between Institution Road and the Laichmoray roundabout would remain two-way with vehicular access for residents and businesses only. Moss Street would be closed at the roundabout to all motor vehicles with exemptions for northbound travel for permit holders (e.g. refuse collection vehicles, removal vehicles, funeral processions). To the north of Institution Road, traffic would be permitted to travel northbound only with the carriageway narrowed to enable widening of the footways and the provision of a contraflow cycle lane. Greyfriars Street would become one-way eastbound between South Street and Glover Street as a continuation of the one-way section of Moss Street. 5.15 The proposed one-way would be supported by changes to the roads entering Moss Street as follows: Preventing vehicles from entering Greyfriars Street westbound at its junction with Glover Street; Preventing vehicles from turning right from South Street onto Moss Street; and Vehicles joining Moss Street from Maida Place and Francis Place would only be permitted to turn left (joining the northbound traffic flow). Page 104
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5.16 Both options will be subject to consultation, prior to the finalisation of any traffic regulation order. It should be noted that the introduction of the restrictions set out in Option 2 addresses concerns raised by residents of Moss Street regarding its use as a ‘rat-run’ and the speed of traffic, and result from an informal conversation with residents. Process for Traffic Regulation and Waiting Restrictions Orders 5.17 The Local Authorities’ Traffic Orders (Procedure) (Scotland) Regulations 1999 sets out the procedure relating to consultation and the making of such orders. The first step will be informal consultation with residents and businesses directly affected by the proposals along with emergency services. This will be followed by a public information event to be held on 28th June/5th July 2025. 5.18 Following the information event, comments will be considered, and the proposals will be finalised. The draft orders and drawings will then be subject to formal consultation with statutory bodies. Subject to there being no unresolved representation from the statutory bodies, the formal public consultation period will commence. The minimum period for the public consultation is 21 days. However, as the consultation will take place during the summer months, it is proposed to extend this period to 28 days giving a longer opportunity for the public to make any representations. 5.19 Officers will seek to address any representations received. However, if there remain unresolved representations then they will be reported to a future meeting of this committee. 5.20 Following a successful conclusion of the TRO process, it is anticipated that works would commence in late Spring of 2026 and be completed by 2027. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: Page 105
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☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has the authority under the Road Traffic Regulation Act 1984 to introduce waiting restrictions, one-way sections of road, provide on-street disabled persons parking spaces, and make exemptions for certain vehicle types through Traffic Regulation Orders. The Local Authorities’ Traffic Orders (Procedure) (Scotland) Regulations 1999 sets out the procedure relating to consultation and the making of such orders. The proposals and consultation process set out in this report complies with both sets of regulations. 6.4 Financial The proposals and associated Traffic Regulation and Waiting Restrictions Orders are to be funded through the Levelling Up Fund grant, under the Vibrant Centre project. The consultation, legal and advertising costs for the Orders are as follows: One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Economic Developme nt Levelling Up Fund 25/26 £10,000 n/a Note: Legal Costs are estimated on the basis that there are no unresolved objections to the orders. Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s n/a n/a n/a n/a n/a n/a 6.5 Risk Page 106
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The promotion of the Road Traffic Regulation and Waiting Restrictions Orders may result in objections from interested parties which this committee may have to consider later if the issues cannot be resolved. 6.6 Staffing None. Due to staffing issues within legal services, the work on the required TROs will be outsourced to external legal advisers. 6.7 Best Value and Transformation None. 6.8 Property None. 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact An Integrated Impact Assessment (IIA) was undertaken to support the recent review of DPPP and is contained in Appendix 5. The proposals make improvements to the parking provision in Elgin for people with disabilities taking account of the various needs within the community and the feedback from previous consultation. Although impacts have been identified they can be mitigated and justified. This is accompanied by an IIA for the proposed active travel schemes, access control measures and changes to other waiting restrictions (e.g. loading bays) in Appendix 5. The proposed changes will enhance provisions and access for vulnerable road users, including children, older persons, and disabled persons through new and widened footways. Accessibility Audits for the proposed changes will be undertaken as part of the detailed design process. 6.11 Climate Change and Biodiversity Impacts The proposals will have a positive impact on climate change as they will enable the provision of dedicated road space for active travel, which will encourage journeys into the town centre to be made by active modes. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment, Finance), Head of Economic and Commercial Services, Chief Finance Officer, Legal Services Manager, Strategic Planning and Development Manager, Principal Climate Change Officer, HR Manager, Equal Opportunities Officer and Committee Services Officer (C O’Connor) and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Report to Economic Development and Infrastructure Services Committee 29.4.25 - Disabled Parking Review Moray Council - Elgin Transport Strategy Report to Special Moray Council Committee 9.8.17 - Elgin Transport Strategy and Appendix 1 Page 107
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Report to Economic Development and Infrastructure Services Committee 31.10.17 - Elgin Parking Strategy and Appendix 1, Appendix 2, Appendix 3, Appendix 4 Elgin City Centre Masterplan Report to Planning and Regulatory Services Committee 16.11.21 - Elgin City Centre Final Masterplan and Appendix 1, Appendix 2, Appendix 3, Appendix 4 Report to Moray Council 30.6.21 – UK Levelling Up Fund (confidential report) Report to Moray Council 29.6.22 – UK Levelling Up Fund Bid (confidential report) Report to Moray Council 6.12.23 – Levelling Up Funding Update (confidential report) Page 108
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FINAL APPENDIX 1 Location of Existing Pedestrianised Areas in Elgin Town Centre Page 109
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FINAL APPENDIX 2 Cross-Sections for Commerce Street and Lossie Wynd Existing – Commerce Street Proposed – Commerce Street Page 110
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FINAL APPENDIX 2 Existing Lossie Wynd (South Section) Proposed Lossie Wynd (South Section) Page 111
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FINAL APPENDIX 3 Summary of Proposed Changes to Town Centre Traffic Regulation Order and Waiting Restrictions Street Name Current Traffic Regulation Order Proposed Changes Moss Street Waiting restrictions Amend waiting restrictions to minimise on-street parking Option 1 One-way northbound between Laichmoray Roundabout and South Street Option 2 Removal of vehicle rights of access at Laichmoray Roundabout, with exemptions One-way northbound between Institution Road and South Street Greyfriars Street Waiting and loading restrictions One-way eastbound between South Street and Glover Street Commerce Street One-way southbound One-way northbound Disabled parking Remove disabled parking (new spaces created elsewhere in the Town Centre) Loading bay Remove loading bay - vehicles can stop on street Waiting and loading restrictions Revise waiting and loading restrictions Pedestrianisation order 24 hours (exempt taxis, loading, BB holders) Rise and fall bollards to control access from 11am to 4pm, change order to remove taxi/BBH exemptions South Street One-way eastbound Disabled parking Loading bays Amend loading bays Waiting restrictions (no loading/unloading) Revise extent of waiting restrictions (retain no loading/unloading) High Street (btwn Commerce St and Lossie Wynd) Loading bay Remove loading bay Waiting and loading restrictions Revise waiting and loading restrictions Pedestrianisation order 24 hours (exempt taxis, loading, BB holders) Rise and fall bollards to control access from 11am to 4pm, change order to remove taxi/BBH exemptions High Street (btwn Lossie Wynd and North College Street) Loading bay amend loading bay provision Disabled parking review disabled parking to create additional space Waiting and loading restrictions revise waiting and loading restrictions Taxi rank relocate taxi rank Page 112
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FINAL APPENDIX 3 Lossie Wynd One-way northbound btw High Street and North Port Cycle track re-determination Waiting restrictions Batchen Street One-way southbound Waiting restrictions Pedestrianisation order 24 hours (exempt loading) Rise and fall bollards to control access from 11am to 4pm Thunderton Place One-way northbound Loading bay Disabled parking Restricted access between 11am and 4pm. New disabled parking area on High Street Waiting and loading restrictions Revise waiting and loading restrictions Pedestrianisation order 24 hours (exempt taxis, loading, BB holders) Rise and fall bollards to control access between 11am and 4pm, change order to remove taxi/BBH exemptions btn 11am and 4pm High Street (btw Cooper Frasers Close and The Plainstones) One-way eastbound Waiting and loading restrictions Loading bays Create new disabled parking layby outside Boots opticians Taxi rank The Plainstones Pedestrianisation order 24 hours (exempt permit holders, loading 4pm to 11am) Rise and fall bollards to control access between 11am and 4pm to permit deliveries and permit holders only Page 113
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FINAL APPENDIX 4 Moss Street Options 1 and 2 Page 114
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FINAL APPENDIX 4 Page 115
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FINAL APPENDIX 5 Integrated Impact Assessment INTEGRATED IMPACT ASSESSMENT COVERING EQUALITIES & SOCIO ECONOMIC DUTIES HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) 05/05/2025 1st Draft for ED&I Committee on 17 June 2025 STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Elgin Town Centre proposed changes to Traffic Regulation Order and Waiting Restrictions and New Traffic Regulation Order for Moss Street and Greyfriars Street to introduce sections of one-way traffic to support Active Travel schemes which are part of the Vibrant Town Centre project for the Levelling Up Fund. Is this a Mark X below New activity, programme or policy? Change to an existing activity, programme or policy? X Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Reasoning - Briefly describe your reasoning for the responses given above: The proposed changes will change the location of some Disabled Persons Parking Places (DPPP) which has already been the subject of an IIA. This IIA will therefore focus solely on the proposed road space reallocation and changes to the direction of traffic flow and how that may affect groups from categories identified above, individuals with disabilities, blue badge holders while creating positive outcomes for other categories. If you have answered “maybe” or “yes” to any of the Stage 1 questions above, then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above, then provide the details below and submit to [email] Lead Officer for developing the contract Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Date Page 116
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FINAL APPENDIX 5 STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: The proposals will reallocate road space to pedestrians and cyclists, change the direction of traffic flow on Commerce Street and make the sections of Moss Street, High Street (East) and Greyfriars Street one-way for motorised vehicles, along with closing the southern end of Moss Street to motorised vehicles (exemptions will apply). The proposals will also introduce access control measures for the existing town centre pedestrianised streets to prevent access by unauthorised vehicles. The proposed changes will change access routes for motorised vehicles and the location of some Disabled Persons Parking Places (DPPP). 2. Who are your main stakeholders? Members of the public, visitors, workers, businesses, and residents within the central area of Elgin Moss Street and Greyfriars Street. 3. What changes as a result of the proposals? Is the service reduced or removed? The proposed changes will remove unauthorised vehicular access to pedestrianised areas within the town centre, creating a safer environment for all pedestrians and cyclists, but in particular children, older persons, those with mobility issues and disabled persons. The enhancements to footway provision will enhance and improve accessibility and movement for all groups, not just those identified. 4. How will this affect your customers? Increased accessibility will support and encourage community inclusion for all groups. Pedestrians and cyclists will benefit from enhanced, widened and/or new footways and cycle paths which will improve the quality of the public realm and provide more dedicated space for pedestrians and cyclists. The proposals include dedicated space for cyclists on the road-carriageway. There are no new areas where shared pedestrian-cycle use is proposed. Travel will become safer within central Elgin and Moss Street area. 5. Impact on staff providing the service None. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Impact – has the potential to affect those with a range of disabilities. The design of the improvements considers best practice and will be reviewed as part of the detailed design process to ensure that the needs of disabled persons are considered. Carers (for elderly, disabled or minors) Impact – has the potential to affect carers of those with a range of disabilities. Sex Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Potential impact – those with a disability span a range of age groups. Those within the older generation have more mobility issues and the current eligibility criteria Page 117
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FINAL APPENDIX 5 for Blue Badge Permits includes parents of those under 3 and children. Religion, and or belief Gender reassignment Inequalities arising from socio- economic differences Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home This includes a right to participate in essential economic, social, cultural and leisure activities. In some circumstances, public authorities may need to help you to enjoy your right to a private life, including your ability to participate in society. Article 10: Freedom of expression Right to have views heard through the proposed consultation on the proposed changes. Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Not to be discriminated against Article 3.1 – Best interest of the child Best interests of the child must be a top priority in all decisions and actions that affect children. Article 6.2 – Right to survival and development Article 12 – Respect of the views of the child Article 23 – Children with a disability A child with a disability has the right, as far as possible, to independence and to play an active part in community with support. 7. Evidence. What information have you used to make your assessment? Performance data Internal consultation Equalities Officer Consultation with affected groups Proposed consultation. Previous consultation has taken place as part of the Elgin Transport Strategy and Elgin City Centre Masterplan. Local statistics Page 118
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FINAL APPENDIX 5 National statistics Other 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain Any impact of the proposed changes to pedestrian and cycle provision can be mitigated through the detailed design process to ensure that the needs of disabled persons, including disabled children, and children and older persons are taken into account through following best practice and seeking an Accessibility Audit by a qualified person. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? Proposal will improve accessibility for all in Central Elgin. SECTION 3 CONCLUDING THE IIA 1. No potential negative impacts found for any protected groups. 2. Some potential positive impacts have been identified. The impacts relate to: Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 X Promoting equality of opportunity X Fostering good relations X 3. The proposals interfere with human rights and/or the rights of the child X 4. Negative impacts can be mitigated as outlined in Q9. X 5. The negative impacts cannot be fully mitigated but are justified as Q10. 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision - Set out the rationale for deciding whether or not to proceed with the proposed actions: No final decision will be made until the outcome of the proposed consultation which will inform and evidence the decision-making process. The IIA will continue as an evolving document throughout the course of the consultation period. Updates will be added for full consideration prior to any final decision. Date of Decision: Sign off and authorisation: Service Department Policy/activity subject to IIA We have completed the integrated impact assessment for this policy/activity. Name: Diane Anderson Position: Senior Engineer Transportation Date: 5 May 2025 Page 119
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FINAL APPENDIX 5 Authorisation by head of service Name: Position: Date: Permission to publish on website - Page 120
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FINAL APPENDIX 5 INTEGRATED IMPACT ASSESSMENT COVERING EQUALITIES & SOCIO ECONOMIC DUTIES HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) 03/03/2025 First draft 05/03/2025 Second draft STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Disabled Parking review Elgin Town Centre. The Environmental Services Committee in 2018 asked for a review of disabled parking when North Street reopened. Is this a Mark X below New activity, programme or policy? Change to an existing activity, programme or policy? X Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Reasoning Briefly describe your reasoning for the responses given above: The proposal will alter the location of some disabled parking within the town centre of Elgin. The town centre alterations are being promoted to improve sustainable travel within Elgin and to assist with management of the pedestrian areas. Page 121
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FINAL APPENDIX 5 If you have answered “maybe” or “yes” to any of the Stage 1 questions above then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above then provide the details below and submit to [email] Lead Officer for developing the contract Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Date Page 122
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FINAL APPENDIX 5 STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: Provides disabled parking spaces, which are both on and off street, to enable Blue Badge holders greater accessibility to park closer to the facilities and shops within Elgin Town Centre. 2. Who are your main stakeholders? Blue Badge holders and/or any carer for those with any disability that meets the criteria for a Blue Badge. 3. What changes as a result of the proposals? Is the service reduced or removed? It is proposed to remove the existing disabled parking spaces from Commerce Street as part of the Levelling Up Fund (LUF) and amend times that disabled parking on Thunderton Place can be accessed. The LUF project is improving sustainable travel links through the town centre which are currently difficult and to control access to pedestrianised areas which will improve the safety of vulnerable road users, including those with mobility or other impairments. Subject to consultation, access to existing pedestrian areas will be managed by raising bollards. These areas are currently badly abused by many drivers creating road safety issues for pedestrians. It is proposed to introduce new disabled parking on the High Street to the west of Batchen Street and at the north end of North Guildry Street. This will replace the 7 existing spaces on Commerce Street with 8 new ones, which will also be available as an alternative to the 3 spaces on Thunderton Place which would have restricted access at certain times of the day. It is recognised this is a reduction however the spaces in Commerce Street were badly misused by able bodied drivers who would go to nearby shops. 4. How will this affect your customers? The proposed new spaces will be on a level carriageway compared to the Commerce Street spaces which are on a slope. They are less likely to be misused as the High Street spaces are very prominent. It is proposed that the High Street spaces will be set back in a layby creating a safer environment for users. Although the location of spaces has changed, the quality of the spaces will mean that they can be used by a wider range of Blue Badge Holders with impaired mobility. 5. Impact on staff providing the service None. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Potential impact – will affect those with disabilities as set out in current eligibility criteria for Blue Badge Permits. Carers (for elderly, disabled or minors) Potential impact – will affect carers of those with disabilities, as set out in current eligibility criteria for Blue Badge Permits Sex Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Potential impact – those with a disability span a range of age groups. Those within the older generation have more mobility issues and the current eligibility criteria for Blue Badge Permits includes parents of those under 3 and children. Religion, and or belief Gender reassignment Inequalities arising from socio- economic differences Page 123
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FINAL APPENDIX 5 Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home This includes a right to participate in essential economic, social, cultural and leisure activities. In some circumstances, public authorities may need to help you enjoy your right to a private life, including your ability to participate in society. Article 10: Freedom of expression Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Blue Badge holders include children and carers of children Article 12 – Respect of the views of the child Article 3.1 – Best interest of the child Article 6.2 – Right to survival and development Article 23 - Children with a disability A child with a disability has the right, as far as possible, to independence and to play an active part in the community with support. 7. Evidence. What information have you used to make your assessment? Performance data Usage data as referenced in Committee Report Internal consultation Equalities Officer Consultation with affected groups The proposals have been discussed with three local Blue Badge holders who are in regular contact with Officers from within the Transportation Team. They are generally supportive of the proposals, in line with the reasoning given in the mitigations set out at Section 9 below. The proposals have also been discussed with Irena Paterson, who is the Chair of Moray Disability Form and Vice Convenor of Inclusion Scotland. In a statement she said “I am happy to see the new spaces on High Street to mitigate the loss of Commerce Street because of the slope and constant misuse. I support the alterations.” Local statistics A study of existing on and off-street disabled parking space usage has been undertaken and is included as an appendix to this report. Officers also contacted four other local authorities with similar town sizes to Elgin to ascertain the number of disabled parking spaces they provide on / off street. The results are attached as an appendix to the Page 124
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FINAL APPENDIX 5 report. It would appear that Elgin has a high number of spaces compared to the other sample authorities. National statistics As Above Other 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain Alternative disabled spaces are proposed at the locations to mitigate against the loss of spaces on Commerce Street and restricted access to Thunderton Place. Relocation of existing disabled parking bays, from Commerce Street (on the east side of the High Street pedestrian area) to the west of Batchen street, will: provide new, more accessible disabled parking bays for all users regardless of their disability or condition in terms of gradient (a more level surface) and size. spaces will be more prominent with greater visibility, therefore potentially acting as a deterrent and reducing any potential misuse. increase disabled users and overall pedestrian safety, particularly once the traffic flow change proposed for Commerce Street is in place and the access control measures are operational. satisfy previous requests from area officers for more accessible spaces within the vicinity. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? While aware the option to relocate the disabled parking bays in the immediate High Street vicinity could have an impact on those with disabilities and / or their carers, the Council would need to consider if it would be justified given the mitigations above. There is no national guidance on the number of disabled parking bays should be provided on-street but the benchmarking shows Elgin already has a higher number relative to the sample of other local authorities. SECTION 3 CONCLUDING THE IIA Concluding the IIA 1. No potential negative impacts on any of the protected groups were found. 2. Some potential negative impacts have been identified. The impacts relate to: X Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 X Promoting equality of opportunity Fostering good relations 3. The proposals interfere with human rights and/or the rights of the child X 4. Negative impacts can be mitigated as outlined in question 9. X 5. The negative impacts cannot be fully mitigated but are justified as outlined in question 10. Page 125
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FINAL APPENDIX 5 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision Set out the rationale for deciding whether or not to proceed with the proposed actions: Date of Decision: Sign off and authorisation: Service Department Policy/activity subject to IIA We have completed the integrated impact assessment for this policy/activity. Name: James Smith Position: Engineer (Transportation) Date: 3rd March 2025 Authorisation by head of service Name: Nicola Moss Position: Head of Environmental and Commercial Services Date: 3rd March 2025 Permission to publish on website - Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 126
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) ECS023/25/EP Author: Elaine Penny Contact Email: elaine.penny@moray.gov.uk Subject: National Strategy for 20mph 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to update the Committee on the Scottish Government’s National Strategy for 20mph which aims to ensure all appropriate roads in built-up areas have a safer speed limit of 20mph by 2025. 1.2 This report is submitted to Committee in terms of Section III (F) (17) of the Council's Scheme of Administration relating traffic management. 2. SUMMARY 2.1 The Scottish Government has made a commitment that 20mph speed limits will be the norm on appropriate roads in built up areas. It defines the term ‘appropriate roads’ as ‘all 30mph roads unless after the road assessment a valid reason is provided as to why they should remain at a speed limit of 30mph’. 2.2 A review was undertaken of all roads in Moray and identified 420km which are currently subject to a 20 or 30mph limit. These 1627 sections of road have been individually assessed using the process in Appendix 1 to this report. 2.3 The proposed 20mph limits will be implemented using signs only with a temporary traffic regulation order (TTRO) which can be introduced with no public consultation under the legislation. A members briefing was held on 12 May 2025 to introduce the process and discuss the implications. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Agrees the process for assessing 20mph limits in Appendix 1; and Item 10. Page 127
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ii) Agrees the consultation and implementation process proposed for the Temporary Traffic Regulation Order to implement the sign only 20mph limits for up to 18 months. Elaine Penny Engineer (Traffic) 4. BACKGROUND AND CONTEXT 4.1 This report follows the previous report to this committee on 6 September 2022 (Para 7 of the minute refers) and the Information report on 12 November 2024. 4.2 Transport Scotland issued ‘20mph Limits in Scotland - Implementation Guide’ in late October 2024. It highlights that the setting of the lower speed limit in built-up areas is underpinned by the safe system approach, which was endorsed by the Council in its ‘Road Safety Plan to 2030’. The Scottish Government is committed to implementing 20 mph speed limits on those roads where it is appropriate to do so by the end of 2025. 4.3 In order that the policy is implemented in each council area, Transport Scotland are funding a signs only package to implement these 20mph limits. 4.4 The process for assessing each section of existing 30mph road for change to 20mph is set out in Appendix 1 and is based on Transport Scotland’s Implementation Guide. 4.5 The process includes both place and speed criteria. The place criteria is detailed in 4.6 and the speed criteria in 4.7. 4.6 The process includes the assessment of the road against the following ‘Place Criteria’ which will indicate which 30mph roads are considered appropriate for potential alteration to 20mph: A minimum road length for the speed limit is suggested between 400-600 metres. The length proposed will depend on the conditions at or beyond the end points; a) Is the road within 100m walk of any educational setting (e.g. primary, secondary, further and higher education). b) Does the number of residential and/or retail premises fronting the road (on one side or both sides) exceed 20 over a continuous road length of between 400 – 600m. Other key building should also be considered such as church, shop or school. c) Is the road within 100m walk of any community centre, church, place of worship, sports facility, any hospital, GP or health facility. d) Does the composition of the road users imply a lower speed of 20mph which will improve the conditions or facilities for vulnerable road users and other mode shift. e) Will the road environment, surrounding environment, community and quality of life impact (e.g. severance, noise or air quality) be improved by implementing 20mph speed limits. 4.7 The Speed criteria is based on the existing speed of traffic travelling on a road. where speeds are: At or below 25mph - 20mph limit should be applied Between 26 and 30 mph – 20mph may be applied Above 30mph – the road should remain 30mph Page 128
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4.8 Current speed is important as drivers select their speed due to external factors such as the roadside environment, the geometry of the road and the level of risk they perceive. As this is a signs only project then the effect on driver speeds will be limited if there is no additional change in the road environment. 4.9 Current speeds will be assessed from a variety of data sources. A licence for the Agilysis Speed Compliance tool was procured in early 2025 and uses data from a 12- month period from connected vehicles which have vehicle trackers and sat nav devices. This data will be used along with specific collected data from traffic counters on the network and historic information from our own counters. 4.10 The Scottish Government is funding, through a ringfenced grant from Transport Scotland, the implementation of sign only 20mph limits but will not fund additional measures to slow traffic at locations which do not meet the speed criteria. It is proposed that 20mph limits are only introduced in Moray where both the place criteria and the speed criteria are met. The process is given in Appendix 1. 4.11 The proposal is to implement the 20mph limits using signs only with a Temporary Traffic Regulation Order (TTRO) which can be introduced with limited consultation under the legislation and lasts up to 18 months (section 88 of the Road Traffic Regulation Act 1984 refers). A members briefing was held on 12 May 2025 to introduce the process and discuss the implications. The change from Experimental Traffic Regulation Order, as reported previously, is as a result of the updated guidance from Transport Scotland on 31 October 2024. 4.12 However, despite there being no requirement for consultation, there will be information on the council website which will have an interactive map and list of roads subject to this TTRO. The TTRO will run for 18 months from its implementation date, which is the maximum available and the effects on speed will be monitored during this time. The implementation date will be determined by the physical works required in erecting all the signs to make the order legal but is anticipated to be late Autumn 2025. 4.13 During these 18 months a permanent Traffic Regulation Order process will be pursued for the 20mph limits, with any appropriate changes made should results of further speed surveys indicate that it still does not meet the speed criteria. 4.14 Additionally, consultations will take place with statutory consultees, namely: the Emergency services, Freight Transport Association, local bus service providers, the Local Road Safety Champions, the JCC / Community Councils. Information will also be available to the general public through social media and the press. 4.15 Currently roads in Scotland which have a system of carriageway lighting not more than 185m apart which are not an A or a B road are defined as a ‘restricted road’ under the definition in the Road Traffic Regulation Act 1984 Section 82 (1) (b) and in turn defined in The Restricted Roads (Classification or Type) (Scotland) Regulations 1985. A ‘restricted road’ is subject to a speed limit of 30mph. A and B roads which have a 30mph limit on them currently already have a Traffic Regulation Order (TRO) making them 30mph. Any changes to these roads will require the current TRO to be revoked temporarily and included in the 20mph Temporary Traffic Regulation Order. 4.16 Work associated with erecting the signs and determining their location will be contracted externally along with the legal process due to limits to staff resources. Page 129
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4.17 Signs will mainly be erected on existing lamp posts and sign poles replacing 30mph limit signs where appropriate. There will be a requirement for ‘20mph repeater’ signs to be erected on lampposts within the 20mph area in addition to the ones introducing the limit. The exact numbers of these signs are not currently known but likely to be between 4000 to 5000. 4.18 Currently of the 52 schools in Moray, 33 have part time speed limits, many of which will be incorporated into a full time 20mph limit with the school signs being replaced by school warning signs where appropriate. 6 already have full time 20mph limits and will remain so. The other 13 schools will be subject to the criteria presented in Appendix 1. 4.19 The timeline for the whole process is proposed to be: To end June 2025 – determine which roads will be included in the TTRO for sign only 20mph; procure additional speed surveys where necessary; prepare mapping for website; procure dashboard for speed information. June to September 2025 – Engage legal consultant to prepare TTRO; engage Civil Engineering consultant to prepare Schedule for TTRO, survey sign location, prepare contract documents for sign supply and erection. September 2025 – procurement and legal processes running. October /November 2025 – erect signs and implement TTRO on appropriate roads. 5. PROPOSALS 5.1 To make the website live and start the consultation with the statutory consultees after this committee. 5.2 To implement a Temporary Traffic Regulation Order introducing a 20mph limit on roads in Moray which are currently 30mph where they meet both the place and speed criteria using the process in Appendix 1. 5.3 Erect signs to make the orders legal for up to 18 months and monitor speeds during this period. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X Page 130
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6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council has the authority under the Road Traffic Regulation Act 1984 Section 88 to introduce temporary Speed Limit Orders. The proposals and consultation process set out in this report complies with the obligations of this act. If the council wishes to make these orders permanent a new process under the Local Authorities’ Traffic Orders (Procedure) (Scotland) Regulations 1999 which sets out the procedure relating to consultation and the making of such permanent orders, will be required. 6.4 Financial There are no capital implications of providing the signs associated with this project as the installation of all signing will be funded by Scottish Government. However, there will be an ongoing maintenance liability as there will be additional signs over the current asset base One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Road Maintenance Signs and Road marking s 2026/27 £25,000 This estimate is based on up to 5% of sign replacement due to Page 131
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damage, loss etc 6.5 Risk Reputational risk to the council if not seen to be implementing Government policy timeously. 6.6 Staffing There are limited staffing resources in-house to implement such a large project. The initial assessment has been done in-house, but the drafting of the Traffic Regulation Order and the legal process will be outsourced to a Legal consultant. Measuring of the order schedule and surveys of sign location and drafting of the contract for providing the signs will be outsourced to a Civil Engineering consultant. The signing will be erected through an engineering contract. All these additional costs will be covered by the ring-fenced grant. 6.7 Best Value and Transformation None. 6.8 Property None. 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact IIA is included in Appendix 2. 6.11 Climate Change and Biodiversity Impacts This scheme will contribute to addressing climate change by making active travel journeys safer and more attractive. A modal shift from car to active travel for short journeys in urban areas will help to reduce greenhouse gas emissions. 7. CONSULTATION 7.1 This report has been prepared in consultation with Depute Chief Executive (Economy Environment and Finance), Head of Environmental and Commercial Services, Chief Financial Officer, Legal Services Manager, Equal Opportunities Officer, Committee Services Officer (C O’Connor), Sustainable Travel Officer, Principal Climate Change Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Report to Economic Development and Infrastructure Services Committee - 6 September 2022 - National Strategy for 20mph and Appendix 1 Information Report to Economic Development and Infrastructure Services Committee on 12 November 2024 - National Strategy for 20mph 8.2 https://www.transport.gov.scot/media/3yxfd5tp/the-implementation-guide-for-20-mph- speed-limits-in-scotland.pdf Page 132
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DRAFT APPENDIX 1 Speed Limit Assessment 20mph roll out for national strategy Place criteria Is the road within 100m walk of any educational setting (for example; primary, secondary, further and higher education)? YES NO Does the number of residential or retail premises fronting the road (on one or both sides) exceed 20 over a continuous road length of between 400m and 600m? Is the road within 100m walk of any community centre, church, place of worship, sports facility, any hospital, GP or health centre? YES NO YES NO What is the existing mean speed measurement? Is it suitable for 20mph with signage alone? Does the make-up of road users suggest a lower speed of 20mph will improve the conditions and facilities for vulnerable road users and other mode shift (consider existing and potential) YES NO At or below 25mph Between 26-30mph Above 30mph NO NO YES YES 20mph limit should be applied **20mph limit should be applied, but speed reducing features may be required after future reassessment Speed reducing features SHOULD be introduced/proposed along with 20mph limit. A section of 30mph may be required to precede the new 20mph. Consult with Police to present findings/proposals. Is the road Class C, Unclassified or private? YES NO Is there a system of 3 or more street lights not more than 185m apart? Road will be class A or B YES NO The existing TRO must be revoked. A new TRO is required for the 20mph speed limit Options: Applied under §9 of RTRA as Experimental order (18months) applied under §84 RTRA at Permanent order applied under §88 RTRA as temporary order (18months) 20mph speed limit signs, including REPEATERS, can be erected. The road is classed as a Restricted Road? Are additional speed reduction measures required YES NO Are the visual aspects of the road environment conducive towards a 20mph limit? NO YES *Road should remain at 30mph Police supportive of proposals Police unsupportive of proposals * Refer proposal to committee, reporting comments from Police. Recommendations may still be to proceed despite Police comments. NOTES * Where the findings are referred back to committee, the process will be resumed at the appropriate point, depending on the committee decision. **Any speed reducing features required will need to be funded by the Council as they are not included in the national strategy. * Consider what additional speed reductions measures are required and assess costs. Road should remain at 30mph. Additional features are not funded through the national programme Does the road have a current speed limit of 30mph? YES NO National Strategy for 20mph limits does not apply to existing 40/50mph speed limits *Road should remain at 30mph Page 133
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SPFINANCE-565096732-34 06/06/2025 11:40 APPENDIX 2 INTEGRATED IMPACT ASSESSMENT COVERING EQUALITIES & SOCIO ECONOMIC DUTIES HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) 05/05/2025 1st Draft for ED&I Committee on 17 June 2025 STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: National Strategy for 20mph Speed Limits on appropriate roads in built up areas. Is this a Mark X below New activity, programme or policy? Change to an existing activity, programme or policy? X Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Reasoning - Briefly describe your reasoning for the responses given above: Transport Scotland are seeking all appropriate roads within built up areas to have a 20mph speed limit by 2025. The lower vehicle speeds in built up areas can support travel by pedestrians and cyclists, in particular young persons, older persons and disabled persons. If you have answered “maybe” or “yes” to any of the Stage 1 questions above, then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above, then provide the details below and submit to [email] Lead Officer for developing the contract Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Page 134
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SPFINANCE-565096732-34 06/06/2025 11:40 APPENDIX 2 Date STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: The Scottish Government has made a commitment that 20mph speed limits will be the norm on appropriate roads in built up areas. It defines the term ‘appropriate roads’ as ‘all 30mph roads unless after the road assessment a valid reason is provided as to why they should remain at a speed limit of 30mph’ 2. Who are your main stakeholders? Members of the public, visitors, workers, businesses, and residents travelling on roads within the built-up areas of Moray. 3. What changes as a result of the proposals? Is the service reduced or removed? The proposed changes will lower speed limits on appropriate roads, creating a safer environment for all pedestrians and cyclists, but in particular children, older persons, those with mobility issues and disabled persons. 4. How will this affect your customers? Increased accessibility will support and encourage community inclusion for all groups. Pedestrians and cyclists will benefit from the lower speeds, making it easier to cross a road and making the experience of travelling more pleasant. Pedestrians and cyclist will feel and be safer on the roads with lower speed limits. 5. Impact on staff providing the service None. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Positive Impact on those with a range of disabilities. Carers (for elderly, disabled or minors) Positive impact on carers of those with a range of disabilities. Sex Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Positive impact. Those with a disability span a range of age groups. Those within the older generation have more mobility issues. Religion, and or belief Gender reassignment Page 135
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SPFINANCE-565096732-34 06/06/2025 11:40 APPENDIX 2 Inequalities arising from socio- economic differences Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home Article 10: Freedom of expression Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Article 3.1 – Best interest of the child Article 6.2 – Right to survival and development Article 12 – Respect of the views of the child Article 23 – Children with a disability 7. Evidence. What information have you used to make your assessment? Performance data Internal consultation Equalities Officer Consultation with affected groups Information will be provided to communities prior to the implementation of the temporary speed limits. To make the speed limits permanent there is a statutory consultation process. Local statistics Vehicle speeds from Council data and from connected vehicle data. Page 136
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SPFINANCE-565096732-34 06/06/2025 11:40 APPENDIX 2 National statistics Other 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain N/A - No negative impacts identified. Lower speed limit in built-up areas promotes enhanced inclusion, accessibility and safety for the communities of Moray. . 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? N/A SECTION 3 CONCLUDING THE IIA 1. No potential negative impacts found for any protected groups. 2. Some potential positive impacts have been identified. The impacts relate to: Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 X Promoting equality of opportunity X Fostering good relations X 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated as outlined in Q9. 5. The negative impacts cannot be fully mitigated but are justified as Q10. 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision - Set out the rationale for deciding whether or not to proceed with the proposed actions: No final decision will be made until the outcome of the proposed consultation which will inform and evidence the decision-making process. The IIA will continue as an evolving document throughout the course of the consultation period. Updates will be added for full consideration prior to any final decision. Date of Decision: Sign off and authorisation: Page 137
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SPFINANCE-565096732-34 06/06/2025 11:40 APPENDIX 2 Service Transportation Department Economic and Commercial Service Policy/activity subject to IIA We have completed the integrated impact assessment for this policy/activity. Name: Elaine Penny Position: Engineer Transportation Date: 12 May 2025 Authorisation by head of service Name: Position: Date: Permission to publish on website - Page 138
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy Environment and Finance) EGD011/25/RL/SW Author: Rod Lovie / Sophie Ward Contact Email: Rod.Lovie@moray.gov.uk Sophie.Ward@moray.gov.uk Subject: Nature Restoration Fund 2025-26 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to update members on the activities of the Nature Restoration Fund grant and agree the creation of a new temporary part-time post to support its delivery. 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. SUMMARY 2.1 Moray Council has received £258,000 from the Scottish Government’s Nature Restoration fund direct grant allocation to local authorities to support new, or to enhance existing, approaches to restoring biodiversity. 2.2 Because this amount includes two years’ allocations at once and includes a new revenue element, the report asks for delegated authority to deliver the spend over a longer period and to appoint a new temporary position using the funds to address the lack of capacity within existing staff workloads to effectively deliver the grant and maximise the benefits. 3. RECOMMENDATIONS – 3.1 It is recommended that Committee: i) Note the receipt of £258,000 from the Scottish Government’s Nature Restoration Fund direct grant in 2025-26; ii) Approve the creation of a 2 year temporary part-time post to support delivery of the Nature Restoration Fund grant; and Item 11. Page 139
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iii) Agree to continue to delegate authority to the Acting Head of Economic Growth & Development to make decisions on the spend of the remaining Nature Restoration Fund grant, and direct grants for biodiversity that may extend or replace it going forward. Rod Lovie, Principal Climate Change Strategy Officer Sophie Ward, Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 The Scottish Government’s Nature Restoration Fund (NRF) was introduced in 2021 in response to the biodiversity crisis. On 2 February 2023 Moray Council formally recognised that we are facing a nature emergency (para 9 of the minute refers) 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. 4.2 Over the last four years Scottish local authorities have each received a direct capital grant, with many positive outcomes delivered for people and nature in Moray during this period. 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). Due to the seasonal nature of the work, and delivery relying on existing staff capacity, delegated authority has enabled more efficient and effective project delivery. 4.3 A summary of the main actions taken so far are below. The Council’s action for pollinators: living lawns, wildflower meadows, reducing the use of glyphosate-based herbicides Cut and collection machinery for meadow management. Seasonal staff to support maintenance and creation of almost 40 wildflower and living lawn sites across Aberlour, Buckie, Craigellachie, Dyke, Elgin, Fogwatt, Forres, Garmouth, Kingston, Lossiemouth, Rafford and Rothes. Planting to deliver the Mannachie Park masterplan. Biodiversity enhancement of key nature sites (Millbuies, the Wards and Elgin Oakwood) Millbuies woodland: Woodland management plan produced; woodland restructuring to support biodiversity and ecosystem resilience; understory planting; bird and bat box installation. The Wards Wildlife Site: Management plan produced; new wader scrapes; pond restoration; wildflower planting, swift box installation at Cedarwood. Elgin Oakwood: Management plan produced; invasive species removal within SSSI; acorn collection and planting out of new oaks; tree protector removal. Invasive Non-Native Species removal (e.g. giant hogweed and Japanese knotweed along Findhorn, Lossie and Spey rivers) Grant contributions to the local Scottish Invasive Species Initiative projects (hosted by the rivers trusts) to support delivery of the strategic, landscape scale work across Moray. Page 140
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Actions arising from emerging habitat and species data and the woodland strategy Spatial opportunity mapping of potential Nature Networks to connect protected sites and create urban-rural wildlife corridors. This work has drawn input from a range of stakeholders, is facilitating regional collaboration from across different sectors and is informing the Local Development Plan 2027 and forthcoming Biodiversity Strategy (within which the Nature Network will be embedded). Addition of Elgin Oakwood as a priority site for restoration Collaboration with Wild Things environmental education charity to deliver actions across all three nature sites, creating opportunities for forestry and nature-based skills development and supporting wellbeing through nature connection. This work has engaged people of all ages from across Moray. Rain gardens at schools and council buildings for storm water management Clovenside cemetery rain garden in year one. No others progressed through NRF (Transportation installed a rain garden at Forres Academy through a different funding stream). School conservation projects School ground enhancements funded for 12 schools in year one. Community led nature projects Moray Climate Action Network (Moray CAN, hosted by tsiMORAY) distributed small grants (up to £2,000 for community groups and £200 for individuals) for projects delivering NRF criteria. 4.4 The NRF grant has been uncertain year on year. In year three, additional monies were provided for the development of Nature Networks and in year four the full fund was removed from nature restoration and redirected to the local government pay deal, with no clear commitment that it would be returned this year. 4.5 The Council has now received an allocation of £258,000 for 2025-26, incorporating the replacement of £122,000 NRF funding redirected in 2024-25. Following feedback from local authorities, £75,000 of the new grant is being provided as revenue, recognising the challenges faced by existing staff to fully deliver the grant. The capital funds are being delivered as part of the General Capital Grant as previously. The inclusion of revenue is welcomed by officers, as officers have shared wider local authority concerns about the ability to co-ordinate spending of the grant within existing workloads, despite biodiversity enhancement plans being either in place or in development for a number of sites. The grant has been extremely valuable, progressing nature conservation and social opportunities for improving wellbeing and connection to nature that would otherwise have not been possible. 5. PROPOSALS 5.1 Considering the uncertain future of the fund, and the difficulties outlined in the report to this Committee on 15 November 2022 (para 9 of the minute refers), it is recommended that delegated authority to the Acting Head of Economic Growth & Development be extended for this and future grants for the same purpose, where the criteria does not change substantially. Page 141
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5.2 The 2025-26 grant allocation is greater than anticipated as it equates to two years funding. Therefore it is likely that part of the fund allocation would be carried forward to 2026-27 and 2027-28 to deliver actions within the same project areas outlined in 4.5 in order to maximise the biodiversity and social benefits to be achieved. 5.3 Should the next Scottish Government not renew the commitment to the NRF then this will be the final year the council receives a direct grant. Extending the period when this grant is spent allows time to continue to invest in biodiversity while also identifying alternative approaches to progress nature restoration under the council’s various statutory duties and following the production of the council’s first Biodiversity Strategy, the draft of which is scheduled for August 2025. 5.4 New responsibilities for the council set out in the Scottish Biodiversity Delivery Plan include developing Nature Networks, nature positive management plans for all public greenspaces, green/blue infrastructure in all active travel infrastructure projects and promoting biodiverse sustainable drainage systems. The Natural Environment (Scotland) Bill proposes to introduce national biodiversity targets. 5.5 For noting, the project areas in which the grant will be delivered remain aligned with those outlined in the 15 November 2022 report. The below activities are illustrative of the work likely to progress, but the nature of work means that opportunities may emerge as projects and partnerships evolve. School conservation projects The council is working in partnership with Wild Things and Nature4Health to deliver a schools program. The funding will allow us to work with up to 10 schools this year, and approximately 10 schools next year to support them to deliver plans for biodiversity / nature-based solutions that will enrich the learning and play environment. The plans will inform spend from the NRF and may include tree pits where drainage is poor, hedges, trees, ponds etc. Schools are being prioritised by factors including; larger schools, high Scottish Index of Multiple Deprivation score, high climate risk (heat/flood), nature depleted grounds. East End, New Elgin, Lhanbryde, St Gerardines, Pilmuir, Greenwards are being supported to develop their plans this term, with more joining next term. This work contributes to actions from Learning for Sustainability, Learning Estate Strategy, Curriculum for Excellence in outdoor Learning, Woodland and Forestry Strategy, Climate Change Strategy, Natural Capital (offsetting) strategy, Nature Networks, and corporate priorities relating to action on poverty, inequality, educational outcomes and health/ wellbeing. These interconnections, along with learnings from the pilot schools, will be shared with all Head Teachers to encourage schools to engage with this project and other resources available to support rich outdoor learning experiences. Nature Sites Progress actions for the three sites with management plans in place through the NRF; Millbuies, the Wards and Elgin Oakwood. Ongoing conservation activities include selective felling, invasive species removal, native planting, wetland management Wildflower programme and nature positive management of council land To improve the ecological condition of existing wildflower sites and introduce new biodiverse planting. Page 142
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Community led nature projects Seed funding for communities to deliver biodiversity projects matching NRF criteria delivered in partnership with Moray CAN. Invasive Non-Native Species removal Grant contribution to the strategic, landscape scale work of the local Scottish Invasive Species Initiative projects across Moray. 5.6 Much of the larger spend to date has covered consultant fees to develop management plans, but recent workstreams including Nature Networks, natural capital, Woodland and Forestry Strategy and climate adaptation have identified council land such as parks and housing land, and especially school grounds as priority spaces for increasing biodiversity and people’s connection to nature. While activities will generally be carried out by contractors/ third sector partners, co-ordination of these, liaison with council teams and community engagement cannot be contracted out. There is very limited capacity in the council to deliver this work and this is also an issue for other councils. This is acknowledged and reflected in Scot Government’s decision to split the funding this year between capital and revenue. 5.7 Owing to a lack of capacity within the existing staffing resource, it is recommended that the council creates a new temporary, part-time, post of Assistant Project Officer - Nature Networks to support co-ordination of the NRF project delivery. To align with funding from the NRF it is proposed that the post be a part-time (29 hours per week) Grade 7 post for a fixed period of two years at a cost of £73,141including inflation and oncosts of 20%. The postholder would assist the Strategic Planning and Development Team to develop and deliver Nature Networks and open space projects which improve biodiversity. The Assistant Project Officer will deliver projects on Moray Council land, focusing on schools and urban Nature Networks, work with landowners and communities to deliver nature restoration and biodiversity projects throughout Moray. The role includes the provision of advice and support to project team colleagues and service contacts on aspects of the project. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x Page 143
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6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory duty under the Nature Conservation (Scotland) Act 2004 to further the conservation of biodiversity when carrying out its duties. Actions within the Scottish Biodiversity Delivery Plan expand responsibilities for public bodies to manage land with positive outcomes for nature. The Natural Environment (Scotland) Bill proposes to introduce national biodiversity targets. The Council’s Climate Change Strategy aims to ‘Work to retain, protect and enhance biodiversity across Moray’ and NPF4 requires that the council produce and support the delivery of a Nature Network. Some of the other 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 Curriculum for Excellence through Outdoor Learning Moray Woodland and Forestry Strategy Scotland’s Draft National Adaptation Plan 3 Scotland's National Strategy for Economic Transformation 6.4 Financial The Scottish Government is providing £258,000 direct grant to support new, or to enhance existing, approaches to restoring biodiversity. This includes £75,000 being provided as revenue of which £73,141 will be spent to create a temporary, part-time, post of Assistant Project Officer - Nature Networks for a fixed period of two years. This report details how the grant will be spent to maximise benefit for the Council, residents and nature of Moray. One off Costs: Page 144
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Service Area Budget Budge t Years Proposed Spend this Year Viremen t From Other Comment s Economic Growth & Developmen t £258,00 0 2025- 27 £142,000 N/A Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 6.5 Risk If the additional post is not approved there is a risk that the grant may not be delivered efficiently or provide the most meaningful positive impact. 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. 6.6 Staffing A new part-time post, proposed at Grade 7 will be created for a fixed term of two years which will be funded by the revenue element of the Nature Restoration Fund. There will be a continuing requirement for staff from several services including Strategic Planning & Development, Open Spaces, Housing & Property and Education to work as part of a project team to support the delivery of the biodiversity duties. 6.7 Best Value and Transformation Flexible spending of grant and the creation of additional capacity through the new temporary post will allow best value spend of the grant while also allowing maximum opportunities to involve community and partners in the work. This will help the council to promote and deliver its sustainable development duties. 6.8 Property The proposal aims to improve council land for biodiversity and public access to nature. 6.9 Information Communications/Technology/Digital Nature Networks and community project mapping will be an online resource, the quality of community engagement with this will be dependent on the proposal to create a new post. 6.10 Equalities, Social Inclusion and Economic Impact Lack of access to the natural environment has evidenced links to poverty, inequality and poor education, wellbeing and health outcomes. The proposals within the report Page 145
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will contribute to improving these through prioritising work in communities with high Scottish Index of Multiple Deprivation (SIMD) profiles. 6.11 Climate Change and Biodiversity Impacts The proposals chiefly aim to improve biodiversity and people’s connection to nature, both of which provide direct positive impacts on climate. 7. CONSULTATION 7.1 This report has been prepared in consultation with The Depute Chief Executive (Economy, Environment and Finance), Acting Head of Growth, Planning & Climate, Environmental Protection Manager, Open Spaces Manager, Chief Education Officer, Programme Manager (Learning Estate), Legal Services Manager, Chief Financial Officer, Human Resources Manager and Caroline O’Connor, Committee Services Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Biodiversity Duty Report 2021-23 14 November 2023 Item 8 Information Report – Nature Restoration Fund 2023-24 Update 3 September 2024 Page 146
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) ECS022/25/DA Author: Diane Anderson Contact Email: diane.anderson@moray.gov.uk Subject: Review of Arrangements for Furniture on Footpaths 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to provide a review of the permission process for the placement of furniture (tables and chairs) and non-furniture items on the public footway for restaurants, cafes, and public houses. 1.2 This report is submitted to Committee in terms of Section III (F) (17) of the Council’s Scheme of Administration relating to traffic management. 2. SUMMARY 2.1 This report provides information on the number of applications made since October 2023 for the placement of tables and chairs, and other associated items, on footways to enable outdoor hospitality as requested at the Council meeting of 25 October 2023. Diane Anderson Senior Engineer Transportation 3. BACKGROUND AND CONTEXT 3.1 The appropriate use of the public realm for outdoor eating and drinking is one of the ways which hospitality businesses can be supported and visitors encouraged to Moray’s town centres and coastal settlements. The placement of furniture and other items to enable outdoor dining on footways outside premises no longer requires planning permission under changes to Permitted Development Rights in Scotland on 31 March 2023. However, permission remains conditional on meeting the Roads Authority’s requirements associated with Section 59 of the Roads (Scotland) Act 1984. Page 147
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3.2 Section 59 relates to the control of obstructions in roads and states that: “…nothing shall be placed or deposited in a road so as to cause an obstruction except with the roads authority’s consent in writing and in accordance with any reasonable conditions which they think fit to attach to the consent…”. 3.3 A process to apply for permission to site furniture and other associated items on the footway to enable outdoor dining, along with associated guidance for businesses, was developed and approved at the Council meeting on 25 October 2023. At that meeting it was requested that after 18 months details of applications made would be reported to this committee (Para 12 of the minutes refers). 4. NUMBER OF APPLICATIONS 4.1 There have been two applications made since October 2023. The first application was from a business in central Elgin. However, the area that they were seeking to use was not part of the public road. Therefore, an officer visited the applicant to provide advice on the siting of the furniture so that it did not cause an obstruction to pedestrians. There was no charge made for this advice. 4.2 The second application was for a business on Forres High Street. This business has been granted permission which will be in place until April 2026. 4.3 It should be noted that there are a number of businesses across Moray which have planning permission for outdoor hospitality, granted prior to the changes in permitted development rights. These businesses are not required to seek permission from the Roads Authority and therefore do not need to make an annual application. 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: Page 148
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☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal The Council requires businesses seeking to use the public footway for outdoor hospitality since October 2023 to apply for permission on an annual basis. Permission is granted through the use of Section 59 of the Roads (Scotland) Act 1984. Premises licenced for the sale/consumption of alcohol must extend their alcohol licence to cover the proposed outdoor area. 5.4 Financial There are no financial implications as the annual application fee covers the costs of processing the applications and inspections. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 5.5 Risk None. 5.6 Staffing None. 5.7 Best Value and Transformation None. 5.8 Property None. 5.9 Information Communications/Technology/Digital None. Page 149
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5.10 Equalities, Social Inclusion and Economic Impact In practical terms there are no changes to the impacts of the council’s position on protected characteristics. The guidance regarding disabled access and safety will continue as per the current arrangements. 5.11 Climate Change and Biodiversity Impacts None. 6. CONSULTATION 6.1 This report has been prepared in consultation with Depute Chief Executive (Economy Environment and Finance), Head of Environmental and Commercial Services, Chief Financial Officer, Legal Services Manager, Equal Opportunities Officer and Caroline O’Connor, Committee Services Officer and any comments made have been incorporated into the report. 7. BACKGROUND PAPERS 7.1 Report to Moray Council 25 October 2023 - Moray Council Permission for Hospitality Businesses to Place Furniture and Non Furniture on Public Footways and Appendix 1 and Appendix 2 Moray Council Website - Tables and Chairs Guidance and Permit Application for Tables and Chairs Page 150
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 17 June 2025 Report by: Depute Chief Executive (Economy, Environment and Finance) Report No: EGD014/25/AC Author: Amy Cruickshank Contact email: amy.cruickshank@moray.gov.uk Subject: Moray Pathways Local Employability Partnership Annual Report 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to note the progress made in 2024/2025 across the partnership and plans for future delivery and provision. 1.2 This report is submitted to Committee in terms of Section II (A) (2) of the Council's Scheme of Administration relating to long-term financial plans. 2. SUMMARY 2.1 This report provides information on progress made during 2024/2025 and plans for future delivery and provision. Moray Pathways is a local employability partnership sitting in the community planning landscape that involves various organisations and local employers dedicated to assisting individuals needing additional help to secure jobs. The total funding for 2024/2025 included significant contributions from the Scottish Government and UK Shared Prosperity Funding, totalling over £1.8 million. In the past year, 712 clients were supported, with 313 new starts, including various demographics such as young people and those facing barriers to employment. The partnership achieved notable outcomes, including 135 participants securing employment, with 79% sustaining their positions for over 13 weeks. The report highlights efforts to tackle child poverty, with 123 parents participating in relevant projects and community support initiatives. For 2025/2026, the partnership plans to enhance support for individuals with disabilities and long-term health conditions, along with a new Skills Planning Sub-Group to address skills gaps. The commissioning sub- group has approved a budget proposal for various provision of services aimed at improving employability outcomes. 3. BACKGROUND AND CONTEXT Page 151
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3.1 Moray Pathways is the Local Employability Partnership (LEP) that includes organisations and local employers from the public, private and third sector. It supports individuals who require additional help into fair and sustainable jobs. On behalf of the employability partnership, the Moray Council are the anchor organisation / lead accountable body who co-ordinate the administration of all resources made available for employability support and provision in Moray. This diagram below shows the national delivery model: 3.2 The Moray Pathways commissioning sub-group (CSG) are responsible for evaluating and scoring all financial procurement processes. The organisations within the subgroup are; Moray Council, Department for Work and Pensions, DYW Moray, Skills Development Scotland and TSI Moray. The partnership reports to the Moray Economic Partnership and leads on skills based actions within the Moray Economic Strategy. The total amount of funding in 2024/2025 was as follows: Scottish Government Grants No-one left Behind (support to young people and adults) £585K Child Poverty / Progress for Parents Project £683K UK Shared Prosperity Funding – People and Skills Sector-based Work Academy Programme £433K Keyworker and CLD Youth Support Financial Literacies Project Whole Family Wellbeing Fund – Mentoring Young Talent £84K 3.3 During 2024/2025 the annual investment plan aligned with the following national strategic priorities and outcomes: Page 152
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ACHIEVEMENTS IN 2024/2025 Uptake of employability support and outputs: 3.5 • A total of 712 active clients have been supported in the last year by the partnership (Includes clients who are carried forward from 2023/2024). • A total of 313 new starts since April 2024, breakdown as follows: 156 Young People, 114 (25-49 years), 43 (50 plus years) and 60 parents in poverty. • Equalities Groups breakdown from new starts: 36 Care Experienced, 128 Mental Health, 29 Physical / Learning Disability and 11 Criminal Convictions Participation outputs: 3.6 • 135 participants into employment (includes 9 Self-employment), 79% have sustained 13 weeks plus. • 285 participating in our vocational skills Sector-based Work Academy Programme (SWAP). • 65 into Further or Higher Education. • 205 participating in barrier removal activities, 112 Creative Skills Network activities, 56 CLD personal development support and 47 (new starts) counselling support. • 29 participating in the engagement phase. These clients are recent new starts and are at early stages of engaging with their Keyworker. This stage involves goal setting and formulating a pathway plan of learning activities to meet their individual needs. Tackling Child Poverty 3.7 • 123 Parents in Poverty participating in our Progress for Parents Project. The progress for parents project provides person-centred employability support for parents in Moray. The project aims to enhance reach, effectiveness of support and establish more effective links between services that play a role in supporting parents into work. This work is a critical aspect of activity to meet the statutory targets set out in the Child Poverty (Scotland) Act 2017. All parents and carers on low incomes are eligible to receive Parental Employability Support. However, Local Employability Partnerships give specific consideration to the following priority family groups as children in these groups continue to be at highest risk of child poverty. The project has supported a total of 13 Parents under 25, 71 Single Parents, 24 with 3 or more children, 18 living with a disability. • School aged childcare and Childminder grant scheme set-up for new and existing providers • 2 School Aged Childcare Pilot Schemes are being developed in Forres and Buckie • To enhance our reach to parents the project has delivered a total of 10 Community Breakfasts in various community hubs across Moray. A total number Page 153
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of 156 families have participated and this has resulted in new requests to receive parental employability support. • 6 parents participated in the Progress for Parents group in Buckie, in collaboration with CLD Adult Learning team. The group was set up to provide an opportunity for local parents to gain peer support, develop new skills, accreditation and thereafter progress into learning, training and work opportunities (see short film below highlighting 2 parents journeys). • A new policy to support the pilots in Forres and Buckie is being developed to support use of the learning estate for school aged childcare provision. • Child Poverty research project developed to map and identify the specific needs of families living with disability. • Family Festival organised and delivered in partnership with Children’s Services to provide an opportunity to enhance our reach to families who may benefit from our support. Supporting people with disabilities and long-term health conditions 3.8 • 126 people who have an economically inactive status have participated in our Financial Literacies Project, delivered by Money Advice Moray Team (MAM) and funded by the partnership via the UKSPF Fund. The project has resulted in clients being referred from MAM to a Keyworker within the employability team and thereafter progress to further learning, training or employment opportunities. • 157 people (new starts) supported with disability or mental health issues. Delivering jointly with wider services 3.9 • The work of the partnership is aligned with the following strategies; Corporate Parenting Plan, Child Poverty Plan, Children’s Service Plan, Community Learning and Development Plan and the Integrated Joint Board. • A total of 9 organisations supported via our Community Space Fund Grant Scheme to provide opportunities to engage with local residents and participate in learning and training opportunities provided by the partnership. • The Link: Your Community Space Project. The Partnership worked in collaboration with CLD and Community Safety to launch a new community hub in November 2024 to support residents of New Elgin and surrounding areas. A separate report to the Council meeting on 25 June will highlight the impacts of this project to date. • Mentoring Young Talent – Funding from the Family Wellbeing Fund has resulted in a wider offer to all young people aged 12-26 years. The programme supports young people to re-engage with education, improve health and wellbeing outcomes and progress into positive destinations. Working in collaboration with Children’s Services to develop a holistic approach including links to wider supports for families and supporting families in poverty. • Creative Skills Network has supported 112 clients supported, 65% Digital Work, 25% Visual Arts and 10% bespoke tailored provision. The clients have developed their personal development skills, overcome health and wellbeing barriers and progressed into learning, training and employment as a result of this intervention. 1 young person has progressed into employment within a creative industry. • Counselling Network – a total of 488 counselling sessions delivered and 47 new clients supported across the year. • Community, Learning and Development – the partnership have committed to providing resource to the CLD Adult Learning and a dedicated Youth Work (employability) team. The partnership identified a gap for young people, adults and parents to participate in personal development group work programmes with accreditation. The CLD adult learning team have piloted various learning programmes for adults and parents, and they achieved certification which has supported their pathway plan to progress into further education and employment. Page 154
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The Youth Work (employability) team are co-ordinating our summer programme for school leavers who are at risk of a negative destination to help them gain accreditation to support their progression plans. A new personal development programme called Xplore has been piloted to provide a tailored programme offering a choice of activities including creative arts, stem, digital, outdoor learning and driving theory options. Working with employers to improve outcomes 3.10 • During 2024/2025 out of the 127 clients who progressed into employment, the following sectors were the most popular industry sectors: Customer Service, Construction, Elementary Trades, Health and Social Sciences and Agricultural. Evaluation data highlights that clients are not often progressing into growth sectors in high numbers and further development work is required with our Sector-based Work Academy (SWAP) contract provider to ensure we are providing training opportunities that support our biggest skills gaps. • The Moray Employer Recruitment Incentive (MERI) Grant Scheme provides a 6- month paid job placement, the MERI scheme main objective is to support clients into employment. Clients are matched into suitable job placements which are often job carved (customised) in collaboration with local employers. 27 clients have completed their job placement, 25 out of 27 people have sustained their placement and remained in employment for more than 13 weeks. The following is a breakdown of organisations which benefited from this scheme in this year: 33% Third Sector and 77% Private (Micro businesses). • Apprenticeship Improvement Group are working on the actions within the Moray Apprenticeship Strategy to improve the number of apprenticeship opportunities on offer across all sectors. The Moray Apprenticeship Jobs Fair took place in March and 830 attendees participated and a total of 30 local employers. There was a mix of school pupils and those who are unemployed and supported by the partnership. • The SWAP programme has progressed a total of 90 people into employment this year, provided opportunities to participate in unpaid work placements and delivered a range of industry specific qualifications with the support of local employers. Experience of users: 3.11 Mentoring Young Talent - Mentors and Mentees https://youtu.be/2nTySQ-g9Jk MERI - K’s Coffee Shop https://youtu.be/9HPSooLh4FI MERI - Mr Moto https://youtu.be/LTPGibd69r0 MERI - GD Flooring https://youtu.be/K7kfijqUwUc Progress for Parents, Buckie Group https://youtu.be/AWGgiRybwNk Sector-based Work Academy Programme ( SWAP) Retail Course https://youtu.be/9ERiTEQ4HTA?si=hQOEWq9yg2fjQSNW Plans for 2025/2026 3.12 The SWAP programme this coming year will include an enhanced offer for people living with disabilities and long-term health conditions. The programme will also include Page 155
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additional support for parents who are underemployed and are keen to participate in upskilling training opportunities to improve their prospects. A new Skills Planning Sub-Group has been established as part of Moray Economic Partnership to align skills gaps and challenges across the partnership. This provides the opportunity to map and algin skills strategies across education establishments and the LEP partnership. Annual Investment Plan LEP Provision Summary for 2025/2026 3.13 The LEP have set their priorities for 2025/2026 and these are aligned with national requirements set by Scottish Government. Scottish Government Funding for devolved provision is required to: • Reduce inequality in the labour market by providing employability services to those furthest from the labour market, people who are economically inactive, and people on low incomes; • Reduce levels of child poverty by supporting parents, particularly those from the priority family groups, to increase their income from employment through employability services and relevant training; • Contribute to a reduction in the Disability Employment Gap by supporting disabled people to enter and retain employment, including through the provision of Specialist Employability Support (which must be in place from July 2025 Q2) • Work in partnership with organisations involved in the delivery of employability and ensure a continued mixed economy of provision in all local authority areas; • Work with wider public services at a local level to ensure wrap-around support is available to people accessing employability support, recognising that other services may be required to successfully support people towards and into employment; • Work with employers locally to support successful and sustained outcomes for participants, including but not limited to, delivering training opportunities to participants aligned to local labour market demands; • Expand provision that supports green jobs and net zero commitments. It is the responsibility of the Grantee, (Moray Council) as Lead Accountable Body (LAB), to ensure that the Local Employability Partnership (LEP) is utilising the grant funding to deliver the employability support required to achieve their priorities as outlined in the LEP Annual Investment Plan (AIP) for 2025-26 (see Appendix 1). The Annual Investment Plan summary budget proposal was recently approved by the Commissioning Sub-Group of the LEP to deliver the following range of services and provision for young people, adults and parents: Inkwell Contract £60K Participant costs £30K Personal Development/CLD £50K Creative Skills Network £40K Counselling Contract £40K School Aged Childcare Grants £50K Sector-based Work Academy Programme (SWAP) £400K MERI Scheme £240K PR/Marketing £30K A quarterly report will be provided to the Moray Economic Partnership on our progress with our objectives for 2025/2026. National Benchmark Page 156
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3.14 As of May 2025, the most recent available data on youth participation in Moray comes from the May 2024 Interim Participation Snapshot published by Skills Development Scotland (SDS). This snapshot provides insights into the engagement of 16–19-year- olds in education, employment, training, or personal development activities. This indicates that 93.6% of young people in this age group were engaged in positive destinations such as education, employment, training, or personal development activities during the reporting period. This high participation rate reflects the collaborative efforts of local partners, including SDS, Moray College UHI, Moray Education, DYW Moray, Moray Pathways, and CLD Youth Work, in supporting young people towards positive outcomes. The participation rate of 93.6% in May 2024 demonstrates sustained engagement among young people in Moray. While this is a slight decrease from the 95.4% reported in the 2023 Annual Participation Measure, it still represents a strong commitment to youth development in the region. The next Annual Participation Measure report, covering data from 1 April 2024 to 31 March 2025, is scheduled for release in August 2025. This forthcoming report will provide a comprehensive overview of youth participation trends in Moray and across Scotland. 4. SUMMARY OF IMPLICATIONS 4.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 4.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. Page 157
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☒ Improving wellbeing of our population 4.3 Policy and Legal The services delivered within the Moray Pathways local employability partnership aligns to the No-one Left Behind Employability Strategy (2024-2027) and the local delivery plan , which is due for renewal from 2026. 4.4 Financial None 4.5 Risk None 4.6 Staffing None 4.7 Best Value and Transformation None 4.8 Property None 4.9 Information Communications/Technology/Digital None 4.10 Equalities, Social Inclusion and Economic Impact Moray Pathways Local Employability Partnership target people who face inequalities, with the aim of reducing any disadvantage faced by any protected groups. The LEP priorities positively support the Council’s statutory duty to reduce discrimination and advance equality of opportunity. 4.11 Climate Change and Biodiversity Impacts None 5. CONSULTATION 5.1 This report has been prepared in consultation with the Depute Chief Executive (Economy, Environment and Finance), the Acting Head of Economic Growth and Development, the Economic Growth and Regeneration Manager, the Legal Services Manager, the Equal Opportunities Officer, the Chief Financial Officer and Caroline O’Connor, Committee Services Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 None Page 158
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Local Authority - Moray To provide flexible, person-centred support under the No One Left Behind All- Age Employability Service – including further information on specific groups identified as a local priority. The Keyworker team provide 1:1 support to young people and adults. The Moray Council Employability Team deliver a Mentoring Young Talent Project for young people aged 15-25 years, matching young people requiring additional support with a 1:1 Volunteer mentor for a minimum of 1 hour a week. The partnership fund CLD staff to provide adult learning support to those who require group work, literacies support and tailored personal development opportunities. The partnership fund CLD Youth Work to co-ordinate all group work provision for young people and in particular our summer programme for school leavers and our Xplore personal development programme. Moray Pathways have a contract with Moray Arts Development Engagement to provide a creative skills network to support unemployed people with barriers to progression and we have a contract with Elgin Counselling Centre to improve mental health and wellbeing for our clients. Our priority target groups are as follows: People with disability, long term health condition, young people at risk of NEET, underemployed people, veterans, care experienced and parents in poverty. To reach and support parents using Parental Employability Support funding - including further information on specific Parental groups identified as a local priority. Single parents make up around 50% of previous referrals. We continue to see Mums with low self esteem and confidence, feeling isolated and lacking work experience. We are working with the CLD Team to provide groups where Mums can build their skills and confidence. Closer partnerships with 3rd sector parent support services and Family Nurse Partnership to provide follow on support from these services. Families with disabilities have engaged through the CPAF funding last financial year, we will continue to support this group in collaboration with the Localities Manager to develop supports that they need. We have also used the Local Child Poverty Data Set to target small geographical areas in most need. Work is being done to see how this can be achieved collaboratively between the 3rd Sector and Public Sector. School Age Childcare remains a barrier to parents entering any learning, training and employment. Pilot projects have started, with more being developed this year. Our SWAP contract will include funding to support underemployed parents in poverty and provide funding to support upskilling training opportunities. Mums under 25 and Single parent families will continue to be a large percentage of the referrals. Minority Ethnic Groups To provide Specialist Employability Support using Employability SES funding for disabled people and people with long term health conditions. Where applicable, please detail models being utilised and whether you are aiming for full fidelity or otherwise. Where you are not using specialist models, what makes this provision 'specialist' over and above mainstream No One Left Behind support? Our Sector-based Work Academy Programme is being re-tendered and will include the requirement for the provider to deliver specialist support for people who need it and it will include a place and train model working in collaboration with local employers. The programme will include the requirement to provide an enhanced level of support and we are referring to this as Swap Plus support. A case conference model involving the moray council employability team, health, social work and others will be involved with assessing these referrals and the level of support required using a multi-agency approach. The SWAP programme will require an increase in employer engagement to provide a wide range of experiences of work on offer which are fit for purpose for clients with disability and living with a long term health condition. To reach and support disabled people who do not require Specialist Employability Support. All people with a disability will be provided support by our keyworker service and those suitable for the SWAP programme will be referred and those who don’t engage in the SWAP programme will be supported with a pathway plan with their keyworker and utilising tailored pathway partner providers. To reach and support minority ethnic people. The partnership works in collaboration with the local resettlement team to provide employability support and training opportunities with young people and adults that are referred. To reach and support economically inactive people. The Money Advice Moray team is funded via UKSPF and we are working together to improve referrals from MAM to our Keyworker Service. The MAM team engaged with 112 people who were economically inactive in 2024/2025. We continue to work with DWP and SDS to reach and support people within this target group. Service Delivery What activity do you and your partners intend to deliver within this financial year via NOLB funding? ANNEX A - Annual Investment Plan - 2025-26 APPENDIX 1 Page 159
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As we look to evaluate the impact of NOLB/PES/SES and to help ensure diversity of participation and representation of views in a meaningful way, what are your plans to ensure that lived experience is reflected in the co-design, evaluation and continuous improvement of your service delivery? Families with a disability meet with Project Leads on a monthly basis, any decisions are made jointly and feedback is provided to the group of parents at these meetings, other services are also being invited in to the meetings to help understand the voice of these families. Groupwork is co-produced with participants to ensure it meets their needs. Community work is developed in collaboration with the Children's Services and CLD teams using feedback from place based engagement. Feedback from families is also shared with colleagues in strategic and operational meetings. All funded provision is aligned to co-production outcomes as a priority. We are working in collaboration with social work with regards to responding to the needs of care experienced people via the Champions Board and our mentoring programme is co-designed with young mentees. Please describe what external provision you intend to commission in this financial year. Is this planned new commissioning or are existing providers commissioned over multiple years? Swap Programme, Creative Skills Network and Counselling Support ( approach tab has the details ) What engagement/marketing will be undertaken with participants and stakeholders such as DWP; Social Security Scotland; Registered Social Landlords; Childcare; Skills Development Scotland; Carers; NHS/Health services; Social Work; Other Local Community/Third Sector Organisations to further improve or support referral pathways, particularly in respect of under-represented groups in your area? Engagement work already taken place with stakeholders around school age childcare. Building plans for specific geographical areas, making sure plans are joined up and maximising resources. Plan to hold an event focusing on early intervention for families, last year this was called "Family Fest", which showcased all supports available to families including family support, services that mitigate poverty and employability services. Project Officer for PES has been visiting services for last 2 months to get to know services, see what their challenges are and discuss ways in which services can work together. This has worked well with the Family Nurse Partnership and a family support service in the 3rd Sector. Please describe planned engagement with employers including Anchor Institutions and Local Businesses and any work towards supporting the Green Economy. The- LEP have commenced a Skills Planning Sub Group which will align with the Regional Transformation Opportunities in the region and supporting a just transition and net zero. Please describe the plans for the provision of Employer Recruitment Incentives/paid work placements. Our Moray Employment Ready Intiative will be funded this year to support iro 27 fully paid 6 month work placements. Moray has a high number of small and micro businesses and this programme supports their business growth at the same time as providing a valuable experience of work and skills developmennt to support skills gaps locally. Please describe the plans for the provision of training allowances. The SWAP programme includes funding to support the payment of training allowances for young people who are eligible. Page 160
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Please describe any challenges, issues or concerns that may affect delivery this financial year. What steps are you taking to address these? Lack of school age childcare continues to impact parents ability to take up employment. Scottish Government are already invovled in the Owkring Groups, with open communication about funding opportunities and change in legislation. Ideas and solutions are shared across the Northern Scotland Network through the HIREP working group. Do you require any further support from Scottish Government regarding the challenges/issues noted above? Scottish Government colleagues are engaged with school aged childcare working groups in Moray. Is there anything else you like to share about your plans? The Moray Pathways LEP have commenced a Skills Planning Sub Group to align our skills strategy / training provision with education establishments and other key stakeholders. An action plan will be developed to support this piece of work and will align our skills provision with the regional transformation opportunities in the region and meeting the needs of the Moray Economic Strategy. It is vital that we have shared language with skills and we are aligning our work with key stakeholders and future developments in the Highlands and Islands region. Page 161
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Local Authority - Target Group Rationale for Intervention Delivery Method/Description Delivery Partners (if known) Delivery Partner Sector Anticipated Start Date Actual Start Date Forecast New Starts Forecast Spend Outcomes Expected Unemployed People All Age employability service for unemployed people with barriers to finding work. Service is for those who lack skills, confidence, prior work experience and require support in order to prepare for and find employment. Delivered via Council Key Worker employability staff - a one-stop-shop for all things employability. Key Worker service registers; assesses and agrees an action plan; access to personal support; BOIW calculation; needs assessment and action plan; access to a wide range of training and group work; work experience; sector based work academies etc. Core service is delivered by Council Employability Team Public 01/04/2025 01/04/2025 300 £312,036 Providing person-centred support to people who wish to work but face barriers to do so Parents in Poverty Delivery of our Progress for Parents project. An Employability service for parents in poverty with barriers to finding work Delivered via Council Project Officer and team of keyworkers Council team and CLD partners Public 01/04/2025 115 £ 284,539.00 Helping people into fair and sustainable jobs to deliver inclusive growth , tackle child poverty and support better health Unemployed, Underemployed, Disabled People and long term health conditions Sector Based Work Academy ( Moray Pathways SWAP). Vocational skills programme with swap plus support integrated for those requiring specialist support. For people ready for an experience of work. Delivered via a tendered contract. Tailored depending on sector provision delivering Third 01-Apr 200 £ 178,164.00 Supporting the creation of a labour market that is fair, inclusive and provides sustainable and well-paid jobs Unemployed people of all ages facing barriers Creative Skills Network Programme. Delivered by Moray Arts Development Engagement Network, providing creative arts provision to clients of all ages and with multiple barriers Third sector and self- employed freelancers Third 01/04/2025 90 £ 60,000.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Unemployed people of all ages facing barriers Delivery of personal development group work adult learning and youth work programmes to improve confidence and wellbeing and gain accreditation Delivered by Council Adult Learning and Youth Work ( Employability Team) Third sector partners - tailored to individuals Public 01/04/2025 01/04/2025 110 £ 110,000.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Parents in Poverty School Aged Childcare Grants to support new start ups or supporting existing organisations Administered by Moray Council Employability Team and Business Gateway Local School Age Childcare Providers / Public and Private Currently Unknown 01/08/2025 30 £ 40,000.00 Supporting the creation of a labour market that is fair, inclusive and provides sustainable and well-paid jobs and helping people into fair and sustainable jobs to deliver inclusive growth, tackle child poverty and support better health Unemployed people of all ages facing barriers Counselling Contract to provide mental health intervention to overcome barriers to progression Delivered via a contract with Elgin Counselling Centre Freelance Counsellors Private 01/04/2025 01/04/2025 50 £ 40,000.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Care Experienced and young people ( 15-25 years at risk of NEET Mentoring Young Talent Programme 1:1 Volunteer Mentoring Programme to support young people requiring support Delivered via the Moray Council Employability Team Mix of providers across public, private and third sector Public 01/04/2025 40 £ 53,748.00 Providing person-centred support to people who wish to work but face barriers to do so Care Experienced, Parents in Poverty, Disabled People, young people at risk of NEET and long term health conditions Moray Employment Ready Initiative (MERI), Statistics show Co-ordinated by Moray Council Employability Team, 6 month paid job placements Mix of providers across public, private and third sector Currently Unknown 15/06/2025 26 £ 240,000.00 Supporting the creation of a labour market that is fair, inclusive and provides sustainable and well-paid jobs and helping people into fair and sustainable jobs to deliver inclusive growth, tackle child poverty and support better health Unemployed people of all ages facing barriers Supporting place based approach and data analysis Hanlon Database Costs and PR/Marketing Costs Freelance consultant and Private Hanlon Business Private 01/04/2025 £ 30,000.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Unemployed people of all ages facing barriers Supporting 1:1 participant costs, for meetings, interviews and other expenses Participant Costs Mix of providers across public, private and third sector Public 01/04/2025 £ 30,000.00 Providing person-centred support to people who wish to work but face barriers to do so Unemployed people of all ages facing barriers Supporting community outreach and access to clients Inkwell Employability Hub Provision Elgin Youth Development Group Elgin Youth Development Group Public 01/04/2025 £ 55,000.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers When completing the tables above and below, please include the following information: Target Group Rationale for Intervention Funding Source/Delivery Method/Description Delivery Partners (if known) Delivery Partner Sector Anticipated Start Date Actual Start Date Forecast New Starts Forecast Spend Outcomes Expected Care Experienced and young people ( 12-25 years at risk of NEET Mentoring Young Talent Programme 1:1 Volunteer Mentoring Programme to support young people requiring support Delivered via the Moray Council Employability Team , Whole Family Wellbeing Fund Mix of providers across public, private and third sector Public 01/04/2025 £ 84,000.00 Improved family wellbeing of the family and providing person-centred support via volunteer mentor Unemployed, Underemployed, Disabled People and long term health conditions Sector Based Work Academy ( Moray Pathways SWAP). Vocational skills programme with swap plus support integrated for those requiring specialist support. For people ready for an experience of work. Delivered via a tendered contract. UKSPF Tailored depending on sector provision delivering Third 01-Apr 15/06/2025 £ 221,836.00 Supporting the creation of a labour market that is fair, inclusive and provides sustainable and well-paid jobs ANNEX B - Service Delivery Requirements and Approach Template - 2025-26 Delivery with LA, UKSPF or Other Funding Anticipated Start Date - When do you expect to start this particular provision. Forecast New Starts - How many new participants will access/be supported by this provision this financial year? Forecast Spend - How much do you expect to spend on this particular provision in this financial year? Outcomes Expected - Describe the types of outcomes expected and the % of new starts expected to achieve this. Delivery Method - What is being delivered/provided and how e.g. Key Workers providing 1-2-1 support; Paid Work Placement etc. Delivery Partners - Record whether this is expected to be in-house delivery or which external partners have been/may be commissioned. Delivery Partner Sector - Record whether the delivery partner is Public; Private or Third Sector or Mixed. Moray Plans for Delivery with NOLB Funding Target Group - Describe the priority groups being provided with support. Please include the groups identified in cells B8-B13 of the Description tab. Rational for Intervention - Describe why this group has been identified, e.g. What statistical evidence has been utilised. Page 162
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Unemployed, Underemployed, Disabled People and long term health conditions Money Advice Moray Financial Literacies Project Delivered by council money advice moray team UKSPF tailored depending on sector provision delivering Public 01/04/2025 £ 133,058.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Young people at risk of NEET and unemployed , young parents in poverty CLD Youth Work ( Employability team). Identified need to provide group work for School Leavers and young people requiring personal development support and accreditation Delivered by Council CLD Youth Work ( Employability team ) Tailored depending on sector provision delivering Public 01/04/2025 £ 126,678.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Unemployed, Underemployed, Disabled People and long term health conditions Management of LEP, Skills Planning Lead for Moray Council / LAB for Funding and all age employability lead) Moray Council ( Core Funding ). Team Manager, Lead Officer ( All age employability) , Admin support and 1 X Keyworker Tailored depending on sector provision delivering Public 01/04/2025 £ 241,973.00 Enabling equal access to an increased range of opportunities whilst challenging bias, structural and personal barriers Page 163
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Local Authority - TARGET GROUP Q1 Q2 Q3 Q4 TOTAL PARTICIPANTS Caseload at 31/03/25 Anticipated Re-Starts in 2025/26 All Age Employability - Excluding Parents 75 75 75 75 300 589 Parental Employability Support - Parents 25 20 35 35 115 123 TOTAL PARTICIPANTS 100 95 110 110 415 712 0 Of Which: Specialist Employability Support 21 21 21 21 84 Volume 115 200 90 110 30 50 40 26 0 0 0 Unemployed people of all ages facing barriers Unemployed people of all ages facing barriers Parents in Poverty Unemployed people of all ages facing barriers Unemployed people of all ages facing barriers Unemployed people of all ages facing barriers The table below records how many NEW individual participants will access NOLB services each quarter - do not include individuals who have restarted following a previous period of participation. Input required in white cells ONLY please. The data in the table below (self-populated from the data entered in Annex B) records volumes within your specified Target Groups. The Total will not balance with the data in the table above as individuals could be counted in more than one Target Group i.e. a Parent could be Disabled and also Minority Ethnic, therefore counting in 3 Groups. NO ONE LEFT BEHIND - VOLUME PROFILES - 2025/26 (SG Funding Only) Care Experienced and young people ( 15-25 years at risk of NEET Moray Care Experienced, Parents in Poverty, Disabled People, young people at risk of NEET and long term health conditions Parents in Poverty Unemployed, Underemployed, Disabled People and long term Specific Target/Characteristic Groups Unemployed people of all ages facing barriers Page 164
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0 0 Budget Lines Q1 Q2 Q3 Q4 TOTAL All Age Employability (SG funding) 164,369.25£ 164,369.25£ 164,369.25£ 164,369.25£ 657,477.00£ All Age Employability (LG Core) 60,493.25£ 60,493.25£ 60,493.25£ 60,493.25£ 241,973.00£ All Age Employability (UK SPF) 60,196.50£ 60,196.50£ 60,196.50£ 60,196.50£ 240,786.00£ All Age Employability (Other) 21,000.00£ 21,000.00£ 21,000.00£ 21,000.00£ 84,000.00£ All Age Employability Total 306,059.00£ 306,059.00£ 306,059.00£ 306,059.00£ 1,224,236.00£ Parental Employability (SG Funding) 169,675.25£ 169,675.25£ 169,675.25£ 169,675.25£ 678,701.00£ Parental Employability (LG Core) -£ Parental Employability (UK SPF) 60,196.50£ 60,196.50£ 60,196.50£ 60,196.50£ 240,786.00£ Parental Employability (Other) -£ Parental Employability Total 229,871.75£ 229,871.75£ 229,871.75£ 229,871.75£ 919,487.00£ Specialist Employability Support (SG Funding) 24,094.25£ 24,094.25£ 24,094.25£ 24,094.25£ 96,377.00£ Specialist Employability Support (LG Core) -£ Specialist Employability Support (UK SPF) -£ Specialist Employability Support (Other) -£ Specialist Employability Support Total 24,094.25£ 24,094.25£ 24,094.25£ 24,094.25£ 96,377.00£ Total Funding (SG Funding) 358,138.75£ 358,138.75£ 358,138.75£ 358,138.75£ 1,432,555.00£ Total Funding (LG Core) 60,493.25£ 60,493.25£ 60,493.25£ 60,493.25£ 241,973.00£ Total Funding (UK SPF) 120,393.00£ 120,393.00£ 120,393.00£ 120,393.00£ 481,572.00£ Total Funding (Other) 21,000.00£ 21,000.00£ 21,000.00£ 21,000.00£ 84,000.00£ Employability Funding Total 560,025.00£ 560,025.00£ 560,025.00£ 560,025.00£ 2,240,100.00£ 0 Unemployed people of all ages facing barriers NO ONE LEFT BEHIND - FINANCIAL FORECASTS - 2025/26 Page 165
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Job Role Employability Key Worker Child Poverty Co-ordinator Team Leader / Management Skills / Project Workers (see note *1 below) Administration (see note *2 below) TOTAL *1. Please specify job titles for the Skills / Project Workers (no need for FTE breakdown) *2. Please specify job titles for the Administration Workers (no need for FTE breakdown) Number of Full Time Equivalent Staff 9.0 1.0 5.0 1.0 16.0 Project Officer x 4 1 X Adult Learning worker Compliance Officer Example 9.5 1.0 1.3 3.5 1.7 17.0 Progression Worker; Vocational Development Worker; Skills Adviser Compliance Officer; Finance; Clerical; Data Co-ordinator Please confirm the staff resource who will be working on delivery of NOLB/PES/SES utilising Scottish Government NOLB funding. *1. From last years AIP's, some examples that may be included here - Employability Intervention Officer; Resettlement Employment Client Adviser; Senior Youth Worker; Employability Support Worker; Progression Worker; Pre-Employability Support Worker; Money Advice Adviser; Activity Agreement Co-ordinator; Vocational Development Worker; Positive Pathways Co-ordinator; Financial Inclusion Officer; Employability Partnership Support Lead; Skills Adviser; Engagement Worker, Project Officer/Assistant, YPG Co-ordinator etc. Plus any other similar staff not mentioned in this list. *2. From last years AIP's, some examples that may be included here - Clerical; Administrator; Data/MI Systems Co-ordinator; Compliance Officer; Finance. Plus any other similar staff not mentioned in this list. Number of FTE Staff - 2 full time Key Workers and 3 part time Key Workers each working 0.5 weekly hours = 3.5 Key Workers in total. Page 166
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Report to: Meeting Date:Economic Development and Infrastructure Services Committee 17 June 2025 Report by: Report No:Depute Chief Executive (Economy, Environment and Finance) HPS015/25 Author: Ian Walker, Asset Manager (Commercial Buildings) Contact Email: ian.walker@moray.gov.uk Subject: List Of Property Transactions Concluded Under Delegated Powers 1. PURPOSE ☐ For Decision ☒ For Information 1.1 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. SUMMARY 2.1 The purpose of this report is to inform the Committee of property transactions which have been dealt with under delegated powers. 3. BACKGROUND AND CONTEXT 3.1 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. 3.2 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. 3.3 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. Page 167
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3.4 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant assignations of existing leases where the terms of lease remain substantially unaltered and to authorise sub-lets. 4. PROPOSALS 4.1 APPENDIX 1 – rent reviews 4.2 APPENDIX II – leases 4.3 APPENDIX III – servitudes and wayleaves 4.4 APPENDIX IV - assignations 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change, Biodiversity and Sustainability ✓ 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. Page 168
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☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal None. 5.4 Financial The transactions detailed in APPENDICES I, II, and III will generate an income to the Council. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comment s Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable ) Other Comment s 5.5 Risk None. 5.6 Staffing None. 5.7 Best Value and Transformation None. 5.8 Property None. 5.9 Information Communications/Technology/Digital None. 5.10 Equalities, Social Inclusion and Economic Impact None. 5.11 Climate Change and Biodiversity Impacts None. 6. CONSULTATION 6.1 None. Page 169
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7. BACKGROUND PAPERS 7.1 None. Page 170
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APPENDIX I REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 17 JUNE 2025 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. FR/1/202 2. AGREIG 1. 8 West Road, Forres 2. Gael Force Engineering Ltd 1. 161.65sqm 2. 0.03Ha 1. 21/3/22 2. 3 years 1. £12,250 p.a. 2. £14,700 p.a. Permitted Use: Steel fabrication workshop and store. 1. FR/4/208 2. AGREIG 1. 8 Waterford Circle, Forres 2. Stephen Calvert 1. 110sqm 2. 0.03Ha 1. 10/9/21 2. 3 years 1. £11,000 p.a. 2. £12,250 p.a. Permitted Use: Manufacture and storage of joinery products. 1. EL/1/302 2. SADEWO 1. 18A Chanonry Road North, Elgin 2. Mr Yasin Gul 1. - 2. 0.07Ha 1. 1/6/10 2. 5 years 1. £3,575 p.a. 2. £3,930 p.a. Permitted Use: Car wash and valeting centre. 1. FR/4/207 2. AGREIG 1. 6 Waterford Circle, Forres 2. Timothy Harrison Phipps 1. 70sqm 2. 0.03Ha 1. 6/4/16 2. 3 years 1. £7,250 p.a. 2. £8,150 p.a. Permitted Use: Workshop and store for fabric repairs and manufacturing. Page 171
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1. EL/1/212 2. SADEWO 1. 10B Chanonry Street, Elgin 2. Bell Decorating Group Ltd 1. - 2. 0.02Ha 1. 17/8/07 2. 5 years 1. £1,085 p.a. 2. £1,620 p.a. Permitted Use: Storage and industrial purposes (including office premises) in connection with tenant’s business as property maintenance contractors including painting and decorating and associated trades. 1. EL/5/109 2. SADEWO 1. 4 Parade Spur South, Elgin 2. William Young 1. - 2. 0.06Ha 1. 17/3/00 2. 5 years 1. £2,200 p.a. 2. £2,600 p.a. Permitted Use: Motorcycle showroom on site. 1. EL/5/252 2. SADEWO 1. 4 Diagonal Road, Elgin 2. Darroch & Allan (Joiners & Builders) Ltd 1. 111sqm 2. 0.16Ha 1. 1/7/09 2. 3 years 1. £13,800 p.a. 2. £15,000 p.a. Permitted Use: Storage of building materials. 1. EL/1/219 2. SADEWO 1. 16 Chanonry Road North, Elgin 2. Shaun Stewart, Trading as SKS Coatings 1. 200sqm 2. 0.02Ha 1. 1/9/18 2. 3 years 1. £15,800 p.a. 2. £17,400 p.a. Permitted Use: Repair and refurbishment of vehicle wheels, vehicle detailing and customisation and associated works. Page 172
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1. BK/1/215 2. AGREIG 1. 3 March Road East, Buckie 2. Andrew Murray Electrician Ltd 1. 112.41sqm 2. 0.03Ha 1. 19/7/19 2. 3 years 1. £8,900 p.a. 2. £9,200 p.a. Permitted Use: Workshop and store for an electrical contractor. 1. EL/645/38 2. SADEWO 1. 2 High Street, Elgin 2. Social Security Scotland 1. - 2. - 1. 30/12/19 2. Annually 1. £9,065 p.a. 2. £9,320 p.a. Permitted Use: Licence to use 3 desks in the Annexe. 1. EL/5/267 2. SADEWO 1. Unit A + Unit B Pinefield Business Centre, Elgin 2. Riverside Kitchens (Elgin) Ltd 1. 231.3sqm 2. 0.04Ha 1. 1/6/22 2. 3 years 1. £15,950 p.a. 2. £17,100 p.a. Permitted Use: Workshop and store in connection with tenant’s kitchen design and installation business. 1. EL/1/123 2. SADEWO 1. 8 Chanonry Street, Elgin 2. Neil Hadden 1. - 2. 0.04Ha 1. 10/4/00 2. 5 years 1. £1,560 p.a. 2. £2,000 p.a. Permitted Use: General industrial and storage uses in connection with tenants plumbing business. Page 173
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APPENDIX II REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 17 JUNE 2025 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. HN/750/28 2. AGREIG 1. Store 9 Hopeman Harbour, Hopeman 2. Mr Christopher Andrew and Mrs Nia Carrington Morrison 1. 16.54sqm 2. - 1. 1/3/25 2. 3 years £1,000 Permitted Use: Storage of water sports equipment. 1. DU/1/202 2. SOAND 1. 4 Dufftown Industrial Estate, Dufftown 2. Stewart James Christie 1. 76.6sqm 2. 0.041Ha 1. 1/3/25 2. 3 years £5,300 p.a. Permitted Use: Personal use garage and workshop for motor vehicles. 1. FR/1/207 2. AGREIG 1. Unit 10 Greshop Road, Forres 2. Susan Bates-Elton 1. 85sqm 2. 0.01Ha 1. 27/3/25 2. 3 years £7,950 p.a. Permitted Use: Provision of sock finishing services, storage and distribution of socks. 1. EL/1/223 1. Unit 3, 2 Chanonry Road North, Elgin 1. 25sqm 1. 15/4/25 £3,900 p.a. Permitted Use: Storage of museum documents, Page 174
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2. SADEWO 2. The Moray Society 2. - 2. 3 years artefacts and other related materials. 1. KE/1/224 2. SADEWO 1. Unit 4, 4 Westerton Road South, Keith 2. The Moray Society 1. 25.15sqm 2. - 1. 15/4/25 2. 3 years £3,100 p.a. Permitted Use: Storage of museum documents, artefacts and other related materials. Page 175
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APPENDIX III REPORT TO THE ECONOMIC DEVELOPMENT & INFRASTRUCTURE SERVICES COMMITTEE ON 17 JUNE 2025 GRANT OF SERVITUDES AND WAYLEAVES Officer Intls File Ref Address Description Price Comments CQ EL/Gen Site Compound Linkwood Road (Jnct Reiket Lane) Elgin Short term occupation/site compound licence to Kier Construction Site area: 4,260sqm Start date: 17/1/25 Expiry: 17/7/25 £0 Compound in support of contractors works to Council Housing stock (non-chargeable) Page 176
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APPENDIX IV REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 17 JUNE 2025 LIST OF ASSIGNATIONS OF SITES/UNITS - SUBMITTED FOR NOTING 1. Ref No 2. Valuer’s Ints 1. Assignor 2. Assignee Address Lease Details Remarks 1. BK/1/223 2. AGREIG 1. Lawrie’s Light Haulage 2. Mark Stevenson Contractors Ltd 10A March Road East Buckie AB56 4BY Lease Commenced 3/2/17 Lease Term 3(Y), 0(M), 0(D) Rental £2,500 p.a. Permitted Use: Storage compound for light haulage business. 1. BK/1/109 2. AGREIG 1. Caledonia BCK35 Fishing Ltd and Caley Fisheries Ltd 2. Craig Devlin 2 March Lane Buckie AB56 4BB Lease Commenced 30/3/92 Lease Term 99(Y), 0(M), 0(D) Rental £1,175 p.a. Permitted Use: Workshop/office. 1. EL/5/254 2. SADEWO 1. David Coulson 2. Keith Paterson 1 Parade Spur North Elgin IV30 6AL Lease Commenced 1/8/02 Lease Term 99(Y), 0(M), 0(D) Rental £1,255 p.a. Permitted Use: Engineering workshop. Page 177
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