Agenda Document Pack - Economic Development and Infrastructure Services Committee - 02/09/2025
Moray Council · 2 September 2025
Back to Economic Development and Infrastructure Services Committee — 2 September 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, 02 September 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, 02 September 2025 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minutes of meeting of 17 June 2025 5 - 10 4. Written Questions ** 5. Update on Core Path Action Plan 2023-2026 Report by Executive Director for Economy, Enterprise and Operations 11 - 28 6. Future Falconer Museum, Forres Report by Executive Director for Economy, Enterprise and Operations 29 - 160 7. Crown Estate Coastal Community Fund Report by Executive Director for Economy, Enterprise and Operations 161 - 168 8. Industrial Portfolio Annual Report 2024-25 Report by Executive Director of Education, Housing and Communities 169 - 184 Page 1
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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. Deposit Return Scheme Update Report by Executive Director for Economy, Enterprise and Operations 185 - 190 Community Identified Benefits Portal Report by Executive Director of Economy, Enterprise and Operations 191 - 200 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 2
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** 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 3
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MORAY COUNCIL Economic Development and Infrastructure Services Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Amber Dunbar (Depute Chair) Councillor Peter Bloomfield (Member) Councillor Neil Cameron (Member) 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 Paul McBain (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 4
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MORAY COUNCIL Minute of Meeting of the Economic Development and Infrastructure Services Committee Tuesday, 17 June 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Tracy Colyer, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, 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 John Cowe IN ATTENDANCE The Depute Chief Executive (Economy, Environment and Finance); Head of Environmental and Commercial Services; Head of Housing and Property Services; Environmental Health and Trading Standards Manager; Gary Templeton, Principal Planning Officer; Senior Engineer (Transportation); Elaine Penny, Engineer (Traffic); Principal Climate Change Strategy Officer; Legal Services Manager and Caroline O'Connor, Committee Services Officer. 1. Chair The meeting was chaired by Councillor Marc Macrae. 2. Message of Condolence The Committee joined the Chair in expressing their condolences to former Councillor Gordon Cowie following the passing of his wife in a recent road accident and wished him well with his recovery. Condolences were also expressed to the family of the driver of the other vehicle who also passed away. 3. Declaration of Group Decisions and Members Interests * In terms of Standing Orders 21 and 23 of the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. 4. Minutes of meeting of 29 April 2025 Item 3. Page 5
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The minute of the meeting of Economic Development and Infrastructure Services Committee dated 29 April 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: Following the closure of the St Giles Centre in January, and the subsequent administration of the company that owned it, have Council officers engaged in discussions with public or private sector partners regarding the potential acquisition of the building or possible solutions for its future use? RESPONSE Officers are engaged in discussions with all interested parties with the aim of securing a positive future for the St Giles Centre building, adjacent car park and bus station. As a follow up question Councillor Fernandes, noting the commercial sensitivity regarding developments, asked if the Committee could be informed of substantial developments through either a briefing or report as and when there is more clarity. In response the Depute Chief Executive (Economy, Environment and Finance) advised it is planned a confidential report will be brought back to this Committee after recess following which officers will liaise with the Chair to issue a press release confirming the decision of the Committee. 6. Performance Report (Environmental and Commercial Services) - Period to March 2025 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the performance of the service for the period to the end of March 2025. Following consideration the Committee unanimously agreed to note the performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and the actions being taken to improve performance where required. 7. Performance Report (Economic Growth and Development) - Period to March 2025 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing the Committee of the performance of the service for the period to the end of March 2025. Councillor Harris left the meeting during discussion of this item. Following consideration the Committee unanimously agreed to note the performance in areas of Service Planning, Service Performance and other related data to the end of March 2025 and the actions being taken to improve performance where required. 8. Economy, Environment and Finance Service Plans 2025-28 Page 6
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The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) inviting the Committee to consider the Economy, Environment and Finance Service Plans for 2025-26. Councillor Harris entered the meeting during discussion of this item. Following consideration the Committee unanimously agreed to:- (i) approve the Service Plan for Economic Growth and Development for the year ahead in Appendix 1; (ii) approve the Service Plan for Housing and Property Services for the year ahead in Appendix 2; and (iii) approve the Service Plan for Environmental and Commercial Services for the year ahead in Appendix 3. 9. Buckie Harbour Masterplan The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) informing Committee of the development of a new masterplan for Buckie Harbour. Following consideration the Committee unanimously agreed to:- (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 consultation, delegating authority to the Chair of this Committee and the Head of Environmental and Commercial Services to finalise the document for publication. 10. Traffic Regulation and Waiting Restrictions Orders to Support Levelling Up Fund Projects in Elgin Town Centre The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) seeking 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. Following consideration the Committee unanimously agreed to:- (i) 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 Page 7
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g) Lossie Wynd h) The Plainstones (ii) 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 Environmental and Commercial Services 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 competed, also instruct them to make and implement the Orders if, following the statutory consultation period, there are no outstanding objections. 11. National Strategy for 20mph The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) updating 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 limited of 20mph by 2025. Councillor Dunbar noted whilst capital implications were funded, implementation of the strategy would result in an extra financial commitment from the Council's revenue budget each year and moved to add an additional recommendation (iii) "that the Chair write to the Cabinet Secretary for Finance and Local Government asking that the increase in annual maintenance costs of £25,000 is fully funded going forward, in real terms, through the Council's grant settlement." Following consideration and there being no one otherwise minded, the Committee unanimously agreed:- (i) the process for assessing 20mph limits in Appendix 1; (ii) the consultation and implementation process proposed for the Temporary Traffic Regulation Order to the implement the sign only 20mph limit for up to 18 months; and (iii) that the Chair write to the Cabinet Secretary for Finance and Local Government asking that the increase in annual maintenance costs of £25,000 is fully funded going forward, in real terms, through the Council's grant settlement. 12. Nature Restoration Fund 2025-26 The meeting had before it a report by the Depute Chief Executive (Economy, Environment and Finance) updating Committee on the activities of the Nature Restoration Fund grant and seeking approval of the creation of a new temporary part- time post to support its delivery. Following consideration the Committee unanimously agreed to:- Page 8
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(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 (iii) continue to delegate authority to the Acting Head of Economic Growth and 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. 13. Information Reports - if called in The Committee noted that no Information Reports had been called in. Page 9
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director for Economy, Enterprise and Operations Report No: ECS029/25/PW Author: Paul Wolverson Service Manager, Environmental Services Contact Email: Paul.wolverson@moray.gov.uk Subject: Update on Core Path Action Plan 2023-2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to update Members on the progress made with regards the Council’s Core Path Action Plan 2023-26. 1.2 This report is submitted to Committee in terms of Section III (F) (7) of the Council’s Scheme of Administration relating to exercising the statutory functions of the Council under the Land Reform (Scotland) Act 2003. 2. SUMMARY 2.1 Members of this committee approved the Council’s three-year Core Path Action Plan on 20 June 2023 (Para 5 of the minute refers). The action plan identified key works to be undertaken across the core path network. 2.2 The selection criteria for identifying works was undertaken in collaboration with the Moray Outdoor Local Access Forum (MLOAF). The plan identified 78 paths as high priority in terms of needing improvement works. 2.3 A total of 92 paths have been improved to date (58 Red priority paths and 28 paths prioritised as Amber. 6 low priority Green paths have been improved by receiving basic maintenance such as litter cleared). Works will continue between now and the end of the Item 5. Page 11
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financial year in support of improving the remaining 20 red priority paths, or have improvements scheduled with landowners/community groups. 3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and approve the: i) update provided; and ii) progress made with regards the core path action plan 2023-2026. Paul Wolverson Service Manager, Environmental Services 4. BACKGROUND AND CONTEXT 4.1 In 2016 an Access Management Strategy was prepared for the Dorenell Wind Farm as a result of a condition applied to the planning consent. The Strategy was produced by developer EDF Energy in consultation with the Moray Council Access Manager and The Moray Local Outdoor Access Forum. A major output of this Strategy is a commitment by EDF Energy to an annual contribution to the Council of £50k per annum (£1.25m for the 25 year life span of the wind farm). This is to be used by the Council solely for the development and management of the Core Paths Network across the whole of Moray identified in the Moray Core Paths Plan. 4.2 On 20 June 2023 Members of this Committee approved the Council’s Core Path Action Plan for the period 2023-26. A link to the report is shown here. 4.3 The action plan was prepared in conjunction with the Moray Local Outdoor Access Forum (MLOAF) which is a statutory body set up under the access legislation to provide a view on a wide range of matters relating to outdoor access and to advise the Council on its statutory access duties including Core Paths. Specifically for this Action Plan the Forum worked in partnership with the Council, particularly in relation to the process for selecting the priority Core Paths to be taken forward for improvements. 4.4 The key objective was to make every prioritised Core Path as accessible as possible. The most effective way to achieve this in a way that spreads resources was to implement small scale works across the network, rather than limit operations to expensive projects in a few locations, and use the funding to employ a Core Path Ranger as a cost effective means of carrying out works and engaging with communities.. This approach was agreed as part of the Strategic Framework document already agreed by this Committee on 21 January 2020 (para 8 of the minute refers). 4.5 The Core Paths Action Plan also dovetails with The Strategic Tourism Infrastructure Development Plan, Moray Routes: Bright Futures which was agreed at this Committee on 7 February 2023 (para 16 of the minute refers). Moray Routes: Bright Futures, funded through the Rural Tourism Infrastructure Fund (RTIF), identifies projects to enhance the six long Page 12
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distance walking/ active travel routes in rural Moray i.e. Moray Way, Speyside Way, Dava Way, Moray Coast Trail, Rothes Way and Isla Way. Delivering these projects would bring about long-term benefits to the visitor experience, positively impacting the visitor economy and the local landscape, whilst also indirectly supporting the Moray Council Active Travel Strategy. However, these are subject to identifying suitable funding sources. 4.6 All of Moray’s Core Paths were scored against a range of selection criteria, already agreed at the above mentioned Committee on 21 January 2020, where the higher the aggregate score the greater priority is given to the path. All scorings were carried out in conjunction with the MLOAF. 4.7 78 Core Paths were selected as prioritised paths to be improved through the lifetime of the 2023-26 action plan, with 159 paths identified as optional for improvement works and 121 paths identified as not being a priority. 4.8 The actions carried out so far in line with the 2023- 26 action plan have been summarised in the table below. Priority Target by end of Action Plan Achievements to date Red Priority Paths Improvement works to 78 red priority core paths 92 paths improved to date (58 Red priority paths and 28 paths prioritised as Amber. 6 low priority Green paths have been improved by receiving basic maintenance such as litter cleared). It should be noted that Amber and Green paths have been improved but only as part of larger tasks or proximity to Red or Amber paths. Green paths received work which included repairs to a broken way- marker sign on the Speyside Way and an information board on the Moray Coastal Trail. Amber repairs conducted included steps which, had they not been repaired, would have meant the path closing. Works will continue between now and the end of the financial year in support of improving the remaining 20 red priority paths, or have improvements scheduled with landowners/community groups. Signage Installation of up to 20 new/replacement signs per annum. 19 Way markers and 9 Fingerposts have been installed or repaired on red rated core paths. As well as way markers to substantial finger posts, a number of Page 13
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information/map boards have been repaired or replaced. There are plans to install at least 10 additional fingerposts by the end of the financial year. A number of signs have also been refurbished or repaired, so increasing the actual works delivered with regards to the signage. Volunteer Days Develop and manage volunteer working days with stakeholder groups. Since the beginning of 2024, 16 volunteer sessions with a school have occurred, 5 volunteer days with local communities and company volunteers. 8 workdays/tasks have also been completed with the Community Services Unpaid Work Team whereby they rebuilt benches and map boards. The sessions make an extremely positive contribution to delivering the works within the action plan and consist of basic path maintenance, surveying and vegetation clearance. The time spent doing the work ranged from a morning or afternoon to a whole working day. Developing volunteer days will continue to be a key function of Core Path Ranger role, but given the low level of resource available, the ability to expand stakeholder engagement is limited, given the other work priorities. However, it is recognised that engaging with communities is a key priority and way to harness additional resource, and so this element of work will continue to be developed as much as possible. 4.9 A list of the paths and the works undertaken, as well as the core paths identified as a red priority which still require work carrying out at the time of writing this report, are shown in Appendix 1. 4.10 Whilst work continues to be delivered on the outstanding red priority sites, it is worth noting, that the works which are still required are on the sites which are more complicated in terms of delivering the works, for example where further dialogue is needed with the landowner, or there are challenges around vehicular access. Page 14
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4.11 Photographs showcasing the work done on the core path network by the Core Path Ranger are shown in Appendix 2. 4.12 The current three-year core path action plan runs until 2026. A further report will be brought to this committee which identifies the proposed next steps with regards the next core path action plan and the use of the Dorenell Windfarm funding. 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: ☐ 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 have a duty to prepare a Core Paths Plan but not to manage, develop or promote the routes. The Moray Core Paths Plan was however agreed as Council Policy inclusive of a commitment contained within policies in the document to make the overall Page 15
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network as accessible as possible through planned improvements, management and promotion. 5.4 Financial There are no financial matters regarding this report. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 5.5 Risk There are no risk matters regarding this report. 5.6 Staffing There are no staffing matters regarding this report. 5.7 Best Value and Transformation There are connections to Best Value through the use of external funding and community groups to improve and maintain access to the core path network. 5.8 Property There are no Property matters regarding this report. 5.9 Information Communications/Technology/Digital There are no Information Communication/Technology/Digital matters regarding this report. 5.10 Equalities, Social Inclusion and Economic Impact Improving and maintaining access to the core path network has positive benefits with regards equalities and social inclusion by way of enhanced accessibility for all. This evidences the Council’s consideration of and compliance with the public sector equality duty in terms of eliminating discrimination and promoting equal opportunities while helping to reduce any socio-economic disadvantage. There are also economic benefits relating to sustainable tourism. 5.11 Climate Change and Biodiversity Impacts There are no climate change and biodiversity impacts from this update report. 6. CONSULTATION Page 16
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6.1 7.0 7.1 This report has been prepared in consultation with Executive Director for Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager, Legal Services, Services Manager, People Management, Equal Opportunities Officer, Service Manager, Democratic Services, Open Spaces Manager, Waste Manager, Catering Manager and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. BACKGROUND PAPERS Report to ED&I Committee 20.6.23-Core Paths Action Plan 2023-2026 Page 17
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Appendix 1 Paths improved: 2024-2026 Note: Table details grading, reference number and name of Core path. Priority Path Path Name Red CPN-SP25 Linn Path - Aberlour Red CPN-FR60 Burnie Path - Dyke Red CPN-SP06 Giant's Chair Path - Dufftown Red CPN-SP03 The Gownie Path Red CPN-IW05 The Isla Way - Convalmore Link Red CPN-SP02 Glenfiddich Way - Dufftown Red CPN-SP21 Short Forest Circular Path - Archiestown Red CPN-IW06 The Isla Way - Jubilee Path - Dufftown Red CPN-SW01 Sp. Way - Buckpool to Spey Bay Red CPN-BK17 Rathven Burn Path Red CPN-SP08 Maister's Well Path - Dufftown Red CPN-SP26 Fairy Knowe Path - Aberlour Red CPN-MCT08 M.Coast Trail - Clashach to Covesea Red CPN-KT05 Dunnyduff Woodland Paths- Keith Red CPN-KT29 Seafield Terrace Link Path - Keith Red CPN-SP11 Meg's Wood Path Red CPN-SW05 Sp. Way - Tomintoul Spur Red CPN-EG08 Spynie Wood Paths - Elgin Red CPN-IW10 The Isla Way Drummuir Link. Red CPN-FB21 The Intak Paths Red CPN-EG09 Duffus Road to Brumley Brae Path Red CPN-KT22 Maisley Link Red CPN-EG52 Muiryhall Blackburn Route - Lhanbryde Red CPN-FB03 Browlands Path - Garmouth Red CPNB-FB04 Innes Lane Path Red CPN-MCT12 Moray Coast Trail - Kingston to Garmouth Red CPN-CU02 Cullen to Portknockie Red CPN-EG33 Spynie Path Elgin Red CPN-BK14 Old Station Yard Path - Buckie Red CPN-BK01 Gollachy Burn path Red CPN-FR17 Lochyhill to Leanchoil Path - Forres Red CPN-SRA08 Spey River Access - Knockando Tamdhu Red CPN-EG73 Millbuies Paths Red CPN-BK02 Auchantae Path - Buckie Red CPN-SP12 The Dounie Path - Rothes Red CPN-EG58 Playing Field Path - Lhanbryde Page 18
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Red CPN-EG55 Crooked Wood Paths - Lhanbryde Red CPN-LM01 College of Roseisle Red CPN-LM10 Clarkly Hill Red CPN-FB17 Slorachs Loop - Fochabers Red CPN-IW02 The Isla Way - Tom Na Muidh - Dufftown Red CPN-SP13 Rothes Castle Paths Red CPN-FR05 High Wood Track - Dyke Red CPN-FR04 Loanie Road - Dyke Red CPN-FR58 Fairyhills Wood Path Red CP-BK03 Laird’s Way - Buckie Red CPN-BK17 Rathven Burn Path - Buckie Red CP-LM29 (CCP27) St Aethans Path Red CP-MCT18 M.Coast Trail - Findochty to Portknockie Red CP-CU05 Crannoch Circular Path - Cullen Red CPN-KT04 Auchoynanie Path- Keith Red CPN-FB13 Webster Way - Mosstodloch Red CP-BK23 (CCP51) Slackend Path Red CP-SRA08 Spey River Access - Knockando Tamdhu Red CP-EG06 Old Railway Path - Elgin Red CPN-SP07 Gordon's Cross Path - Dufftown Red CP-EG04 Quarrel Wood Paths - Elgin Red CP-EG10 NCN Route 1 - Brumley Brae Amber CPN-KT23 Drummuir Station Path Amber CPN-EG13 Bishopmill School Path/Ladies Walk - Elgin Amber CPN-BK13 Cluny Path - Buckie Amber CPN-SP23 Glenallachie Path - Aberlour Amber CPN-SW04 Sp. Way - Craigellachie to Cragganmore Amber CPN-MCT09 Moray Coast Trail - Silver Sands Lossiemouth Amber CPN-IW08 The Isla Way - Kininvie Wood Road Drummuir Amber CPN-MCT20 M. Coast Trail, Cullen Bay Amber CPN-LM08 Covesea Path Amber CPN-KT13 Braehead Right of Way Path - Keith Amber CPN-SW03 Sp. Way Fochabers to Craigellachie Amber CPN-SW02 Sp. Way - Speybay to Fochabers Amber CPN-KT21 Toll House and Braehead Road - Keith Amber CPN-FB24 Bogmoor Link - Dallachy Amber CPN-SP20 Lower Mannoch Path - Knockando Amber CPN-BK06 Cemetery path - Buckie Amber CPN-SP04 Glenrinnes Way Amber CPN-SW02 Spey Bay to Fochabers Amber CPN-MCT07 Hopeman Bay Page 19
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Amber CPN-SRA04 Spey River Access - Craigellachie West Amber CPN-SP37 Woolfies Brae - Aberlour Amber CPN-MCT03 Moray Coast Trail - Roseisle Section Amber CPN-IW04 The Isla Way - Dufftown Station Path Amber CP-MCT05 M.Coast Trail -Old Coastal R'way Hopeman Amber CPN-MCT13 M.Coast Trail - Spey Viaduct Link Amber CP-IW11 The Isla Way - Cachenhead Path Drummuir Amber CP-EG46 Linkwood Path - Elgin Amber CPN-IW01 The Isla Way - Tininver Dufftown Green CPN-MCT11 Moray Coast Trail - Lossiemouth to Kingston Green CPN-SRA06 Spey River Access - Aberlour Bank Green CPN-LM31 Sunbank cycle path Green CP-FR35 Sanquhar Loch Circular Path - Forres Green CPN-SRA05 Spey River Access - Craigellachie East Green CPN-IW07 The Isla Way - Tulloch Road Dufftown Remaining Paths to be Improved. Priority Core Path code Path name Red CP-CU03 NCN Route 1 - Cullen to Lintmill Red CP-FR09 Findhorn River Path - Forres Red CP-EG39 Tyock Path - Elgin Red CP-FB16 The Planting Path - Fochabers FB16 Red CP-EG35 Fairfield Avenue Path - Elgin Red CP-FR59 (CCP04) Loch of Blairs Circular Path Red CP-FR07 NCN Route 1 - Broom of Moy to Forres Red CP-FR65 (CCP23) Califer Hill Path - Rafford Red CP-FB26 (CCP47) Kingston Road Path Red CP-EG75 (CCP30) Dallas Wood Paths Red CP-FB12 Stynie Path - Mosstodloch Red CP-FR08 Greshop Path - Forres Page 20
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Priority Core Path code Path name Red CP-FR18 Clovenside Path - Forres Red CP-KT07 Green Roadies Path - Keith Red CP-LM11 Clarkly Hill Coastal Link - Cummingston Red CP-FB11 Stynie Wood Path - Mosstodloch Red CP-EG16 Old Mills Path - Elgin Red CP-FR14 The Walkies - Forres Red CP-EG31 Outer Edge Path - Elgin Red CP-BK09 Buckie Burn Corridor Path - Buckie Page 21
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Appendix 2 CP-SP25: Linn Path: Aberlour Image LP1: Before Image LP2: After These steps were very uneven and missing in places making this section a barrier to access. 15 new steps rebuilt with a local volunteer group and way marker posts installed to allow people navigate around the paths. Page 22
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CP-EG08: Spynie Wood Paths: Elgin Image SWP3: Before Image SWP5: After The map board in the car park was cleaned and fixed back into its stone block. CP-SP03: The Gownie Path: Aberlour to Dufftown Image GP1: Before Image GP2: After Whilst inspecting the path for work, a windblown tree blocking the route was cleared. Page 23
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CP-EG52: Muiryhall Blackburn Route: Lhanbryde Image MBR1 : Before Image MBR2 : After This section of core path was reported as overgrown and blocking access. Page 24
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CP-KT22: Maisley Link: Keith Image ML1: Before Image ML2: After This section of the core path was blocked by vegetation. Page 25
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CP-FR60: Burnie Path: DykeImage BP1: Before Image BP2: After The Burnie Path was very muddy and uneven in places. Approximately 260m of path was scraped and resurfaced with a contractor. Page 26
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CP-MCT08: M.Coast Trail - Clashach to Covesea: Hopeman Image MCTHC3: Before Image MCTHC4: After Two fingerposts on this section were cleaned down. Page 27
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CP-IW05: The Isla Way – Convalmore Link Image IWCL1: Before Image IWCL2: After The old map board had rot in the timbers and was braced. This map board was removed and rebuilt and installed by the Community Services Moray Unpaid work Team. Page 28
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director of Economy, Enterprise and Operations Report No: EGD034/25 Author: Kirsty Conti Contact Email: kirsty.conti@moray.gov.uk Subject: Future Falconer Museum, Forres 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform committee that a new operating model has been identified for the Falconer Museum in Forres, and to seek approval to support the transition process. 1.2 This report is submitted to Committee in terms of Section III (F) (35) of the Council’s Scheme of Administration relating to the provision of museums and related services, and built heritage. 2. SUMMARY 2.1 This report outlines the recommendations of Museum Professionals commissioned to explore the options for creating an alternative operating model for the Falconer Museum which has been closed for nearly 6 years. A group of individuals have confirmed interest in officially forming the new operating body and a 5-year transition process is recommended to support them to reopen the museum and to become fully self sustaining by the end of this term. Approval to support the setting up period in Year 1 is being sought along with ‘in principle approval’ for the full transition process in Years 2-5. Year 1 will involve the group legally establishing the new operating body, and finalising their Business and Development Plans. An occupation agreement and Service Level Agreement (SLA) with Moray Council will be required. The Year 1 results will be reported back to committee in September 2026 and approval will be sought at this stage for a leasehold and 4-year SLA for Years 2-5. It is likely that a long term lease would be required to enable the new body to access funding opportunties. Item 6. Page 29
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers the reports produced to guide the re-opening of the Falconer Museum under a new operating model, provided as Appendix 1 and Appendix 2; ii) notes the Business Model includes an Occupation Agreement in Year 1 and Service Level Agreements (SLA) with Moray Council in Year 1 and Years 2-5 using the existing museums annual maintenance budget to provide a diminishing grant to the new operating body year to year; iii) notes there is a community group of skilled individuals ready to form the new operating body and a specialist support network is available; iv) agrees council support for Year 1 of the transition process and ‘in principle’ approval for Years 2-5 as outlined in the Development Plan (Appendix 2 pages 33-40) subject to a further report at end of Year 1 ; and v) agrees to Stage 1 of the proposed rationalisation of the Moray Museum Service Collections and notes the proposed use of the residual balance of museum annual maintenance budget across Years 2-5. Kirsty Conti Economic Growth & Regeneration Manager 4. BACKGROUND AND CONTEXT 4.1 On 29 October 2019 the decision to close the Moray Museum Service (MMS) or transfer to another organisation was confirmed at a meeting of Policy and Resources Committee as a result of budgetary constraints (para 17 of the minute refers). At this time there was no prospect of a viable model being identified for implementation by April 2020. No existing organisation was in a position to step forward, therefore all Museums staff were notified of the risk of redundancy and placed into the Council’s Transform programme. The Falconer Museum has remained closed since this time with the buildings being maintained by estates and the collections cared for by High Life Highland. 4.2 In January 2020 a preliminary study into the process of transfer to a new operating body was completed by Culture Radar under the Discover Moray’s Great Places project as part of a review of heritage in Moray. The study confirmed the need for further transition and feasibility work in order to move forward. The Pandemic curtailed any further action until the Development Phase of the Forres Conservation and Heritage Scheme began in July 2023, during which community engagement confirmed overwhelming support for the Falconer Museum to re-open. This resulted in formation of a Museum Action Group (MAG). 4.3 In October 2023 a Collections Overview was commissioned and completed by Helen Avenell Heritage Associates (HAHA) in February 2024 with the aim of establishing the Page 30
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significance of the Moray Museum Service (MMS) collections. This work confirmed that the Falconer Museum is unique for its type: a purpose-built Victorian museum named after the founder of the museum and donor of its original collections. Items in Falconer's archaeology and natural history collections are nationally and even internationally significant. In addition, Sir Hugh Falconer’s life and work as a surgeon, an archaeologist, palaeontologist and botanist is a rich one. As a correspondent of Charles Darwin, Falconer was at the forefront of evolutionary theory and was active in collecting and identifying diverse species, some of which are named after him. The report considered that the fossil collection and link to Hugh Falconer opens up the possibility of creating a ‘destination museum’ for Forres. 4.4 In October 2024 UKSPF funding was secured to commission a feasibility study with an outline business plan. Culture Radar associate Reyahn King, Director of Heritage Properties at the National Trust for Scotland and former Chief Executive Officer with York Museums Trust worked on the commission. Engagement with the MAG, key stakeholders and the community resulted in two comprehensive reports: Appendix 1 The Future Falconer Museum and Appendix 2 Falconer Museum and Moray Museums Service Business Model. Whilst a full Community Asset Transfer was not favoured, the preferred option will potentially support transition of the Falconer from a fully closed museum to one that is open, with a sustainable business and income model, independently operated and managed by a new body, with ownership of the buildings and collections remaining with Moray Council. The reports highlight the requirement for external repairs valued at £97k (October 2024 costings) which without the transfer of the asset by lease or disposal would be the responsibility of council. This level of capital investment is unbudgeted and would put added pressure on the Council’s Capital Plan. Once a long term lease is arranged, this cost along with any other improvement works could potentially be incorporated into a capital funding application by the new body in addition to internal refurbishment in Year 4 (depending on individual funding requirements). An independent charity would be eligible to apply for funding streams that a local authority managed museum would not be able to. 4.5 In March 2025 with agreement of the Leader of the Council and Chair of this committee, the reports were published because they were the result of community engagement and the community expected to see the results. Primarily however, it was also considered that there would be tangible benefit in gauging interest in forming the new operating body in advance of reporting to committee. A press release with a call for individuals interested in forming a new operating body was therefore made. Members of the MAG and other individuals (39 in total) with a diverse mix of skills, experience and expertise have confirmed interest in being trustees (oversee strategic direction and financial health), executive volunteers (day to day operations), volunteers (day to day delivery) and in-kind specialist advisors (heritage, museum, accreditation and governance). The extensive and relevant skills and experience of the proposed Board Members is available on the members portal. 4.6 In direct response to the significant and ongoing financial and capacity challenges faced by the museum sector, the Scottish Government, Museums Galleries Scotland, and The National Lottery Heritage Fund have developed a new partnership programme of essential support, Museum Futures. Scottish Government has invested £4 million to accelerate collaboration, innovation, and organisational sustainability within the Page 31
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sector. This investment aims to drive positive, strategic change, ensuring that museums and galleries can continue to enrich our local communities for generations to come. Museum Futures will provide new pathways to transition the sector to a more sustainable position by offering a suite of funding and other support and services to both Accredited and non-Accredited museum organisations. 4.7 Museums Galleries Scotland have been supportive of the transition process and have also received copies of the reports. The Museum Futures programme had not been launched at the time the Falconer Museum reports were written however it is certainly clear that this presents a timely and significant opportunity for the new operating body to potentially benefit from sector specific, tailored support that was not previously available. 4.8 Culture Radar’s 2020 report A Sustainable Future for Heritage and Culture in Moray recommended establishing a Heritage and Culture Trust to strengthen the heritage groups across Moray and provide a support structure to drive their individual and collective development. This model has been expanded to become the preferred vehicle for the Cultural Quarter and Grant Lodge and has been incorporated into the full business case with a view to building an asset base. A re-opened Falconer Museum will complement the work under the Cultural Quarter, Growth Deal project and could potentially benefit (along with all the other heritage venues and organisations in Moray) from support with future collective marketing initiatives and possible joint events/exhibitions, once a Heritage and Culture Trust is established. However, there is real momentum to create a locally owned and operated body, and the option for transfer to a wider cultural trust was assessed and discounted in the options appraisal covered in Appendix 1 pages 47-56. The potential for an existing local organisation to take on operation of the museum has also been discounted in recognition of the specialist nature and international significance of the unique asset. The locally based approach that has been selected is congruent with delivery of the £3.3M partnership led Forres Conservation and Heritage Scheme over the next 5 years, with a reopened and revitalised community operated museum in the heart of the conservation area. Expert guidance from locally based advisers, professional networks and bodies (such as Museums Heritage Highland and the North East Scotland Heritage Network) in addition to the new Museum Futures programme, this means there is more than adequate specialist support available to the new operating body. 5. PROPOSALS 5.1 The proposed Falconer Museum Business Model recommends constitution as a charity. Drawn from 5 shortlisted options, the proposed model is that of a charging museum with a lease and Service Level Agreement with Moray Council. Income will be generated through admissions, fundraising and earned income and provision of a permanent display with new and digital interpretation as well as a programme of activities and exhibitions designed to appeal to diverse audiences. Governance requirements of accredited museums have been followed to ensure that re-accreditation is possible. The museum will be subsidised on a diminishing scale until the end of Year 5 when it will become self sustaining. The transition to a fully functioning, financially sustainable and independant museum is anticipated to happen steadily over the 5 year period.Activities and outputs are detailed in the Development Plan (Appendix 2 pages 33-40) with a set-up year (Year 1), a year of consolidation (Year 2), growth in Year 3 and ambitious plans in Year 4, leading to potential opportunities to apply for funded capital repairs and large-scale engagement Page 32
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plan by Year 5. The Plan sets out the activity requirements to achieve the budget and goals such as income targets, re-accreditation, exhibitions, learning activities and redisplay. 5.2 It is intended that Year 1 of the transition process is regarded as a set up year during which the new operating body will become constituted; they will develop and finalise a Business Plan and Development Plan using the indicative information in the reports (Appendices 1 and 2); and they will open the museum for 20 days. Year 1 will require council approval for the approach set out in the Development Plan (Appendix 2 pages 33-40); an occupation agreement and SLA with full £30,000 of the museums maintnenance budget as subsidy. At the end of Year 1, a further report to this committee will seek approval for the final business and development plans with SLA for Years 2-5 and long term lease. Culture Radar recommend that Moray Council include management of MMS collections within the Service Level Agreement. If the business and development plans are not approved by members at the end of Year 1, it is likely that the museum will return to status quo until such time that any issues can be addressed. 5.3 The Falconer Museum and Moray MMS Collections have grown over time to c. 50,000 objects. It is proposed that MMS collections are rationalised to leave only Moray-wide, non-Forres, or generic social history collections and the Peter Anson collection in Moray Council management (approximately less than 37% of total collection). This assumes the new managing body of the Falconer Museum would look after all the collections categorised as ‘Falconer Museum collections’ which have been defined as: the Falconer Archive and Library, Archaeology, Natural History including Palaeontology, Geology and Herbaria, World Cultures and Forres Social History. This reorganisation will allow the Falconer Museum to play to its strengths and create displays with contemporary relevance. If the MMS Collection were to be removed from the store, this would free up space for Falconer Museum learning and community use. 5.4 Proposals and a Development Plan for the remaining MMS Collections are detailed in Appendix 2 Pages 42-45. The plan suggests that activity could happen over a 3 year period however it is important to note that the process can be carried out at a timescale to suit council i.e. when there is available budget over Years 3-5 of the transition period. It is suggested that a discrete collections audit of the non-Forres social history collections should be commissioned by council to have better knowledge of the collections material to be dealt with ahead of embarking on any rationalisation or disposal work. Having acquired the collections as a trusted public organisation, it is important that council follows ethical guidance provided by both the Museums Association and the Museums Galleries Scotland accreditation framework. The disposals decision-making process needs to be carried out at individual object level by professional staff therefore Culture Radar strongly recommended that an estimate of the scale of this work is obtained by a collections management expert with familiarity with the collection such as Helen Avenell Heritage Associates by carrying out an audit. The audit should ascertain scale, condition and a pattern of acquisition for these collections. It is expected that the total residual annual maintenance budget from reduced SLA across Years 2-5 will be £60,000. The cost of the audit in Year 2 will be £6,000 and Culture Radar estimate that following the audit, rationalisation work (dispersal and/or disposal) could cost between £36,000 and £59,000 for professional staff familiar with museum procedures and documentation to complete the process. A timeframe of 1.5-2 years is suggested however it is also noted that the Page 33
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process can be delivered at a timescale to suit the council. It is recommended that the remaining residual budget (£60,000-£6,000=£54,000) is used for rationalisation work and that this budget is considered during the audit in order to inform what is feasible and deliverable. 5.5 Many of the Moray Museum collections relate to specific localities within Moray and communities and heritage organisations in these places may welcome the opportunity to hold collections of relevance to their areas. A few of the high specification museum cases, oversized for the Falconer Museum, could be used to share objects in non- museum venues where there is relevant history and demand for them. It is recommended that the Peter Anson collections should be returned to the Trustees of Sancta Maria Abbey as per the Nunraw Agreement, or disposed of in line with public benefit, not sold. In very exceptional cases, sale is considered to an accredited museum. However, sale can lead to serious reputational issues that may affect the ability to fundraise or of the Falconer Museum to gain accreditation. There is a strong preference and tradition of free gifts and sale outside of the public domain isn’t recommended. It is worth noting that if they are photographed first and reproduction rights negotiated, this source of digital images could provide a small ongoing revenue stream for the Falconer Museum and other shops to sell postcards and prints. Methods that should be considered under disposal include: •Gift or transfer to another Accredited Museum •Exchange of objects between museums •Gift or transfer to another organisation within the public domain. This should be considered once it has been established that an Accredited Museum will not take the object •Return to donor. Only return to a donor once public options, such as other museums, have been exhausted •Transfer outside of the public domain. In the rare case that you cannot pass your object onto museums, some enthusiasts and special interest groups may take on ownership of an object. •Recycling. If a new object owner and location cannot be found, consider giving an object to charity or selling it as scrap. •Destruction. This should only happen when the object poses a health risk 5.6 The reports recommend that Moray Council should begin any process of rationalisation and disposal by reviewing and if necessary, rewriting Moray Council Collections Policy. Whilst doing this, Moray Council should confirm the reorganisation of Falconer Museum collections and MMS Collections proposed above and ensure the policy supports public benefit principles. The MMS Collections rationalisation process has been summarised below in 3 Stages. It is proposed that members agree to Stage 1 now. Approval for Stages 2 and 3 will be sought on completion of the Audit in Year 2 and will be subject to confirmation of costs (assuming the full transition process is agreed at end of Year 1). Page 34
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5.7 Stage 1 Falconer Museum manage MMS Collections as part of proposed SLA The new independent body would be responsible for managing the MMS collections as well as those collections identified as Falconer Museum collections in the proposed rationalisation. The collections would simply remain in store and be looked after by the new operating body. Volunteers will do the environmental monitoring and management for all collections themselves supported by the part-time coordinator in Years 1 and 2 and then the part time manager is Year 3-5. Estimated staff costs have been included in the Indicative 5 year budget. This arrangement would be included in the SLA in Years 1-2 and it would be reasonable to ask the independent management body to continue to maintain the collections in store whilst the rationalisation process is carried out in Years 3-5. 5.8 Stage 2 MMS Collections dispersed on loan and gift where possible Collections could be returned to former locations and / or shared with communities on loan or by gift. Cases not used in the shop of the Falconer Museum should be dispersed along with collection items to non-museum venues on loan from Moray Council. This would involve some cost to council for arrangements, transport and advertising and the audit could provide indicative costs. 5.9 Stage 3 MMS Collections are disposed of Social history collections comprise about 39% of the total collections including Forres material which is slightly under 5%. In the case of dispersal, disposal or reproduction of the Peter Anson Collection it is important that the status of the agreement between Moray Council and the collection’s owners should be confirmed to ensure that any ongoing agreement terms are complied with, and that appropriate arrangements are made and follow the ethical guidance of the Museum Association and Museums Galleries Scotland. Subject to agreement terms with its owners, it is proposed that the Peter Anson collections are therefore gifted to a suitable coastal venue, possibly Buckie and District Fishing Heritage Centre. 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 35
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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 reports recommend that Moray Council should begin any process of rationalisation and disposal by reviewing and if necessary, rewriting Moray Council Collections Policy. Whilst doing this, Moray Council should confirm the reorganisation of Falconer Museum collections and MMS Collections proposed above and ensure the policy supports public benefit principles. Professional and independent legal advice will be sought by the new operating body on the specific legal structure to be adopted and the anticipated cost of this has been incorporated into their Year 1 budget. In line with MGS advice, the professional legal support should ensure related governing documents fully reflect the needs of: •The operating model •Regulatory body OSCR •Accreditation requirements of Museum Galleries Scotland •Ownership of the Falconer Museum and its Collections by Moray Council, and an ongoing lease agreement relating to the operation and management arrangements •Oversight of the new operating body •Protection against liability for individual trustees 6.4 Financial There is a annual council budget under Economy and Enterprise of £30,000 to cover ongoing costs associated with maintaining the Falconer Museum, Store and MMS collections. This budget has been required in full over the past 5 years for specialist services including conservation care by High Life Highland, rates, energy and insurance. Year 1 will transfer the full £30,000 to the new operating body bound by an SLA. In Years 2- 5 this amount will be reduced annually, providing a residual budget of £60,000 that will be used to cover cost of the audit and rationalisation of the MMS collections. Ongoing but reduced financial support would be provided to the new operating body via an SLA for a period of 5 years. This guaranteed income will be vital while the new operating body builds capacity to attract grants and income through fundraising and commercial activities. This approach means that the full £30,000 is likely to be spent during the transition process Page 36
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depending on the cost of the audit and rationalisation work. If the costs are towards the upper scale of estimates provided, it is possible that no savings will be made during this time. However it provides a solution for moving the museum into a new operating model and will enable council to move from spending £30,000 each year for the foreseeable future to an anticipated recurring saving of the same amount annually, following the proposed 5 year transition process, providing the proposed rationalisation of MMS Collections is also complete. The repair, maintenance and annual servicing of fixed equipment is currently funded from the corporate repair and maintenance budget. If the responsibility for these can be past to the occupier of the building from year 2 onwards this would reduce the pressure on this budget. The Future Falconer Museum stated that to undertake the proposed rationalisation and disposal work, the cost would be between £36,000-£59,000, plus the cost of the preceding audit (estimated £6,000). If some of the MMS Collections were dispersed on loan and gift (Stage 2 at 5.6 above) there would also be associated arrangement, transport and advertising costs which will be assessed and confirmed in the audit. However the funding and support available via the new Museums Futures programme offers an opportunity to potentially access financial support for the transition process, which combined with the residual balance of £60,000 from the annual budget savings in Years 2-5, suggests that the audit and rationalisation work could potentially be largely financed from the residual balance on a spend to save basis with the potential for recurring savings of £30,000 after Year 5. The new operating body could register for the Building Health Check Scheme which would provide a free condition survey and categorise works into Urgent, Necessary and Desirable from the Forres Conservation & Heritage Scheme (FCHS). This would provide detailed information and costing that could be used to apply for funding from the National Lottery Heritage Fund and possibly other funders as appropriate including National Lottery Community Fund, The People’s Postcode Lottery, The Fore, John Ellerman Foundation, Baxter Foundation, and William Grant Foundation. Timing would be critical however and would need to be co-ordinated to ensure alignment with the FCHS. Assuming the proposed year one is successful and a lease of the property is progressed on full repairing and insuring terms the following property related savings or reduction to unbudgeted costs would be forthcoming. Item Cost Comment Business Rates £7,719.00 Once lease entered into business rates would be responsibility of the occupier thus reducing Council’s liability. Cyclical maintenance Circa £700 per annum Lift, boiler, fire alarm and emergency lighting servicing. No saving but reduction in pressure on Corporate repairs and maintenance budget Page 37
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Utilities tbc Reduction in utility costs as past to occupier. Repairs/Maintenace Circa £97,000 (capital) Responsibility passed to occupier who would seek grant funding. Reduced risk of unplanned and unbudgeted capital expenditure. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Economy and Enterprise £30,000 Year 2 £6,000 Spend residual budget from Year 2 SLA on Collections audit Economy and Enterprise £30,000 Year 3 £11,000 Spend residual budget from Year 3 SLA on Collection Rationalisation Economy and Enterprise £30,000 Year 4 £18,000 Spend residual budget from Year 4 SLA on Collection Rationalisation Economy and Enterprise £30,000 Year 5 £25,000 Spend residual budget from Year 5 SLA on Collection Rationalisation Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Economy and Enterprise £30,000 Year 1 SLA Page 38
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Economy and Enterprise £24,000 Year 2 SLA Economy and Enterprise £19,000 Year 3 SLA Economy and Enterprise £12,000 Year 4 SLA Economy and Enterprise £5,000 Year 5 SLA Economy and Enterprise £0 Year 6 Reduced to £0 provided rationalisation of MMS Collections complete 6.5 Risk If the proposals are not supported, council reputation is at risk of damage. Any further attempts to find an alternative solution are at risk of potentially being rejected by both the community and funders. Some positive engagement with funders and stakeholders was carried out by Culture Radar and an Outline Fundraising Strategy is included in Appendix 2 pages 26-27 which summarises potential funders with a mix of Grants from Lottery and public bodies, Trusts and Foundations. If the proposals are supported and fail, there is a risk that budgetary savings are not made and council will still have full responsibility for the buildings and collections, including full cost of external repairs required with no available budget. A draft risk strategy for the new operating model has been included in Appendix 2 pages 46-48. The highest and most immediate risk is of income insecurity in the early years of the newly reopened Museum. Moray Council’s support with subsidy could mitigate this risk. Another early risk is failure to achieve governance capacity i.e. to recruit a board for the new independent body however there is a group of credible individuals willing to form the board. 4 identified red risks can be reduced to amber providing mitigation measures are applied as set out in the strategy: • Funding insecurity for operating and program costs • Building maintenance repairs • Inadequate marketing and community engagement • Challenges in long-term financial sustainability The remaining risks are deemed to be low following mitigation measures. There is a risk that council will have to prioritise capital repairs to the museum if funding applications by the new operating body are unsuccessful and this could potentially impact on other assets, delivery of the development plan and result in closure again. There is a risk that the cost of repairs will increase since repair work is not scheduled until Year 4. Page 39
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6.6 Staffing Staffing resources from Economy and Enterprise will be required in Year 1 to support the transition process but this requirement will reduce in future years to include a review of the Collections Policy, and procurement of audit and rationalisation work. It is anticipated that support can be incorporated within current staffing levels and if the transition period fails, collections management will be returned to High Life Highland. Resource from Estates and Legal will be needed to negotiate and put the Occupation Agreement in place for Year 1 and a long term lease from Year 2 . Legal will also need to be involved in formalising the SLA from Year 2 to Year 5. External maintenance and servicing requirements currently undertaken by estates will be ongoing and responsibility for this should be assessed at Year 5 with a view to transferring from Council to the new operating body The potential for review should be reflected in the lease. Estates input will also be required in Year 4 in the form of property condition surveys, and support with funding applications will be required by the Economy and EnterpriseTeam. 6.7 Best Value and Transformation None arising from this report. 6.8 Property Based on an assessment made by the Council in 2019, the Falconer Museum and the separate store require repair works to the roof and stonework, which “have to be undertaken within 3 years or earlier depending on weather conditions.” The timetable for addressing these works is dictated by the critical priority list of the wider Moray Council property estate. The Falconer Museum building is free from water ingress. Any issues found when the monthly reports are carried out are addressed immediately. The current estimated cost of outstanding repairs is £97,000 in 2024 prices. Whilst the Museums Service is closed the following servicing is still required including: •Fire Alarm and emergency lighting •Intruder Alarm •Servicing the heating system •Regular temperature checks •Fixed Electrical test if due •Cleaning the rainwater goods Carrying out repairs to the Falconer Museum building (and if necessary to the store roof) are essential and cannot be avoided but there is no provision for this in the Capital Plan.. These are the works referred to under Property Activities in Years 4 and 5. Currently servicing and exterior maintenance rests with the Council but if a longer-term lease was being agreed then these responsibilities should be passed over to the new operating body. If Council retains any repairing responsibility the occupation agreement will have to have an option where the Council can decide it does not have the money to undertake a repair which could therefore close the museum. An occupation agreement will be required in Year 1 and a long term lease will be needed from Year 2 for a minimum of 25 years.. Estates have proposed that servicing and exterior maintenance which is paid for by their annual budget would rest with the Council in the first 5 years but that the long term lease includes a review clause at the end of the Page 40
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transition period to assess if there is potential to move the responsibility to the new operating body and to continue the lease. 6.9 Information Communications/Technology/Digital Council ICT infrastructure is in place and at both the museum and the store. A review of requirements would be needed and changes made to access. 6.10 Equalities, Social Inclusion and Economic Impact To regain Accreditation, the museum must continue to meet equality requirements. Broadening the audience to ensure the museum is inclusive is integral to the proposal. The research suggests the Falconer Museum, which is located in the heart of Forres Town Centre, can evolve to play an exciting and engaging role, directly contributing to economic priorities. Prior to closure, the Falconer Museum was acknowledged as a Visit Scotland 5 Star Visitor Attraction. An open museum with a changing exhibition offer can support Moray’s tourism objectives to grow visitors and day-trippers and their economic impact in the region and can play a part in developing the festival activities (e.g., Moray Walking & Outdoor Festival, Moray Winter Festival) and national events such as Doors Open Day. In consultation there was a strong belief that a ‘new’ Falconer Museum could play an important part in community wealth building, wellbeing, diversity and inclusion, and in local and regional pride in its collection. 6.11 Climate Change and Biodiversity Impacts Any future plan for the Falconer will need to reflect both the Scottish Government’s and the Moray Council’s targets for climate mitigation and consider opportunities to contribute to the Climate Change Strategy targets. Museums contribute to climate change strategy in two ways: as advocates through sharing knowledge and changing behaviours through exhibitions and programming and as holders of the records of biodiversity loss and climate change evidenced through natural history collections. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director for Economy, Enterprise and Operations, Head of Growth, Planning, and Climate (Chief Planning Officer), Service Manager, Economy and Enterprise, Service Manager, Strategic Planning, Development, Head of Housing, Property and Communities, Service Manager, Legal Services, Chief Financial Officer, Equal Opportunities Officer, Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Falconer Museum Preliminary Study MMS Collections Overview Press Release Museum Futures Website A Sustainable Future for Heritage & Culture in Moray Proposed Board Members - New Operating Model (Members Portal) Page 41
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The Future Falconer Museum The research, options appraisal, recommendations and business case Prepared for Moray Council October 2024 Appendix 1 Page 43
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2 Contents Executive Summary ................................................................................................................. 4 Background to this study ......................................................................................................... 7 Strategic context ..................................................................................................................... 10 Strategic priorities ............................................................................................................................................. 10 Community needs .............................................................................................................................................. 14 Culture and heritage landscape .................................................................................................................... 16 Museum best practice ...................................................................................................................................... 22 The Falconer Museum and Collection ................................................................................ 24 Key consultation findings ..................................................................................................... 35 Ambition for the future .................................................................................................................................... 35 Identified governance needs .......................................................................................................................... 35 Management needs .......................................................................................................................................... 36 Important resources for the future ............................................................................................................... 36 What people feel is unique about the Falconer ...................................................................................... 37 Who people feel the museum is for ............................................................................................................ 37 What people feel is important for the collection .................................................................................... 38 Income model considered ............................................................................................................................... 38 Suggested opportunities for the future ...................................................................................................... 39 Conclusions ............................................................................................................................. 42 A desire to see the Falconer Museum open .............................................................................................. 42 Contributing to strategic priorities ............................................................................................................... 42 Delivering benefit for the community in partnership ............................................................................. 42 Supporting Forres tourism and the local economy ................................................................................. 43 Repositioning the Falconer Museum and Collection.............................................................................. 43 Resourcing and structure ................................................................................................................................ 44 Museum accreditation ...................................................................................................................................... 44 Options appraisal ................................................................................................................... 45 Preferred Operating Model Option .............................................................................................................. 54 Shortlisted Governance Model Options ..................................................................................................... 55 Recommendations ................................................................................................................. 57 1. Re-open the Falconer Museum with a new operating model .................................................... 57 2. Establish an independent body to manage and operate the Falconer Museum .................. 58 Page 44
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3 3. Rationalise the historic Falconer Collections and new Falconer Museum collections ....... 60 4. Regain museum accreditation for the Falconer Museum ............................................................. 62 Falconer Museum Future Business Case ........................................................................... 63 Purpose ................................................................................................................................................................. 63 Aims ....................................................................................................................................................................... 63 Logic model ......................................................................................................................................................... 64 Value proposition .............................................................................................................................................. 67 Dependencies ..................................................................................................................................................... 67 Stakeholder map ................................................................................................................................................ 68 Economic Return on Investment ................................................................................................................... 69 Page 45
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4 Executive Summary A unique, significant and relevant collection The story of the Falconer Museum from 1871 to today is one ultimately of success and opportunity. Despite the many challenges it has faced across its 153 years, the museum survived until 2019 intact as the only publicly accessible museum of its size and type amongst Scottish accredited museums. Items in Falconer's archaeology and natural history collections are nationally and even internationally significant. In addition, Sir Hugh Falconer’s life and work as a surgeon, an archaeologist, palaeontologist and botanist is a rich one – and one that will benefit from being considered through contemporary lenses. As a correspondent of Charles Darwin, Falconer was at the forefront of evolutionary theory and was active in collecting and identifying diverse species, some of which are named after him. See The Falconer Museum and Collection for more detail. Contributing to economic prosperity The research suggests the Falconer Museum, which is located in the heart of Forres Town Centre, can evolve to play an exciting and engaging role, directly contributing to economic priorities. An open museum with a changing exhibition programme can directly contribute to Moray’s tourism objectives to grow visitors and day-trippers, augment the region’s offer around seasonal festivals, as well as national events such as Doors Open Day. Prior to its closure the museum was welcoming around 6,000 visitors per annum. A re-opened Falconer Museum will bring an estimated gross visitor impact of c.£585,000 to the local economy, with an estimated gross spend of c.£530,000 (beyond what visitors may spend in the museum). The museum’s collections are a valuable learning resource that can be of direct benefit for education and skills, life-long learning and community wellbeing. There is strong potential identified for partnership working with regional schools, with Glasgow School of Art, the UHI Archaeology Institute and with the proposed Moray Growth Deal funded Leanchoil STEM Hub. To achieve this success, Moray Council support will be critical to helping the museum transition from a closed liability to an active heritage asset with a sustainable operating model. See Context for the Falconer, Suggested opportunities and Future Business Case for more detail. Delivering community benefit Rural poverty, social isolation and mental health and wellbeing are primary concerns for the Moray Community Planning Partnership. These are issues with needs that a local museum with active volunteers and an events programme can help to find solutions to. Participants in the consultation were particularly interested in seeing the museum develop intergenerational projects, and to see the Falconer working in partnership with established culture and heritage stakeholders such as Forres Heritage Trust, FACT and Findhorn Bay Arts to consolidate and increase community and wellbeing outcomes for its communities. See Context for the Falconer, Consultation findings and Future Business Case for more detail. Page 46
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5 Repositioning the museum and its collections Sir Hugh Falconer’s collection holds relevant and significant discoveries, including rare artefacts of national and international interest, and this report highlights some of the genuinely exciting discoveries he made. This excitement needs to be communicated however, and in consultation a picture of a refreshed Falconer Museum emerged where the museum’s displays tell compelling stories about Hugh Falconer and his collection, but also of the history and people of Forres. These are cultural assets which need to now be presented and interpreted in new and exciting ways that bring out their importance and relevance for all target audiences including tourists and families, not just specialists and experts. See Consultation findings and Recommendations for more detail. Key recommendations Drawing on the research, consultation, and an options appraisal conducted with the Museum Action Group and Moray Council Officers in October 2024, the key recommendations emerging are: 1.Re-open the museum with a new operating model While consultation for this project inspired passionate debate, the overall consensus was a desire to see the Museum open once again, providing engaging exhibitions and experiences for local communities and visitors to Forres, and purposefully contributing to the culture and heritage of Moray. The recommended essential model is that of a charging museum with a lease and Service Level Agreement with Moray Council. The model includes income generation through admissions, fundraising and earned income and provision of a permanent display with new and digital interpretation appealing to diverse audiences as well as a programme of activities and exhibitions. 2.Establish independent body to manage and operate the museum The model recommended is that of a governing board of Trustees who oversee the strategic direction and key activities of the museum, with day-to-day operations managed by a part-time Museum Manager and Executive Volunteers, supported by paid seasonal staff (dependent on fundraising). While the Falconer Museum and Moray Museum Service Business Model Report identifies and outlines the roles and skills required to successfully deliver this model it will be for individuals in the Forres area to volunteer to deliver them. Establishing this group is part of the critical path to seeing the Falconer Museum re-open. Without it, the Council will be moved to consider other options. 3.Rationalise the historic and new Falconer Museum Collections The Falconer Museum and Moray Museum Service Collections have grown over time to c. 50,000 objects. Going forward it is vital the museum positions and differentiates itself clearly within Moray’s many heritage attractions, and as a professional accredited museum. To play to its Page 47
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6 strengths and attract the audiences that will support long-term viability, it is recommended the collection is rationalised. This will see Moray Museum Service’s archaeology, natural history collection and social history items relevant to Forres brought into one collection under the management and care of the new independent body. The remaining collections categorised as Moray Museum Service will continue to be the responsibility of Moray Council, with options outlined for their retention, dispersal or disposal following any existing agreements and appropriate and ethical guidance from the Museums Association and Museums Galleries Scotland. 4. Regain museum accreditation for the Falconer Museum It is recommended that the Falconer Museum with its rationalised collection works towards regaining its professional accreditation status. This will create credibility and opportunities for partnerships, support from other museum organisations and routes to funding. Access to an Accreditation Mentor, and new professional peer learning and knowledge sharing networks (Museums Heritage Highland and the North East Scotland Heritage Network) can support the museum in this task, with guidance also available from Museums Galleries Scotland. See Recommendations for more detail. Build on the business case The research successfully builds a case for investment around a re-opened Falconer Museum. The outline Business Case presented in this report demonstrates how the museum, working with core partners to reach target audiences, can deliver benefits for the local economy, communities and for wider heritage impacts and outcomes for Moray. An accompanying report, Falconer Museum and Moray Museum Service Business Model Report (available separately) has been prepared as the next step for Moray Council, which includes a full business and income model, with a route map and five-year budget. See Business Case for more detail. Page 48
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7 Background to this study The Falconer Museum Founded in 1871, the Falconer Museum is a beautiful, sandstone building situated on Forres High Street. In the past it has benefitted from Museums Galleries Scotland Accreditation and Visit Scotland 5-star Visitor Attraction status, and until 2019 it presented exhibitions drawn from a collection of some 50,000 objects. The Falconer Collection and the Moray Council Collection are housed in the Falconer Museum, Moray Council buildings and in the Falconer Museum Store. The Store also houses an Archaeology Lab which includes space for conservation activities. Prior to 2015, the Moray Museum Service comprised: the Falconer Museum and Store; an outreach service for schools, community and partnerships; pictures and artefacts in the Council’s buildings; a previously agreed transfer of Tomintoul Museum (concluded); funding for Elgin Museum of around £13,000 p.a., (ceased December 2015); and Nelson Tower (which has been operated through a Community Asset Transfer to Forres Heritage Trust since July 2011). In October 2019, Moray Council announced the closure of its Museums Service. This resulted in related Council personnel (two development officers, seasonal part time visitor advisors and cleaning staff) being relocated into alternative employment, and the Falconer Museum, its Store and Archaeology Lab being closed to the public until an alternative operating model for the museum and its collection could be identified. Moray Council continues to oversee maintenance of the building, and contracts High Life Highland to undertake maintenance and conservation of the collections. Progress in heritage planning in Moray A Moray-wide heritage strategy was completed early in 2020 by Culture Radar, including preparatory work to support the Council in securing funding for a feasibility study for the Falconer Museum with a view to securing an asset transfer underpinned by a business case. At that time, confidence in identifying and implementing an independent trust model was low. The Friends of the Falconer were not in a position to take on the responsibility and liability of an historic museum building and collection. Other local trusts (e.g., Forres Heritage Trust, Forres Area Conservation Trust) were focused on securing their own community asset transfers which were then under way. And, by March 2020, all capacity to forward plan for the Falconer was impacted by COVID-19. In the last five years however, the Moray Growth Deal – a package of investment for eight strategic projects to maximise regional economic competitiveness and boost growth across the Moray – has progressed. The Forres Heritage Trust and FACT have completed their community asset transfers, are open to the public supported by sustainable business models and are working well in partnership. In addition, a Forres Conservation and Heritage Scheme is now at stage two of an application process with National Lottery Heritage Fund and Historic Environment Scotland to secure £3.35m investment for a five-year town centre development and partnership project. FACT has also been successful in leading an application which secured £20,000 of UK Government Shared Prosperity Funding for a pilot joint marketing initiative, Forres Connected, in 2024. Page 49
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8 Combined, this activity, investment and increased partnership working presents a more favourable picture in which to consider a transformational re-opening of the Falconer Museum with a refreshed business case and forward strategy than could have been forecast in 2020. The aim of this work The aim of this work is to provide informed, realistic and tested options for a business case and operating model for the Falconer Museum and Moray Museum Service Collections, based on current data and opportunities, to enable Moray Council and relevant partners to consider next steps for the Museum. Methodology Activity for this work took place between 5 September and 31 October 2024 by Culture Radar on behalf of Moray Council’s Economic Growth & Regeneration Team. Activities included: • Desk research – updating and reviewing relevant regional and sector documentation, policies and strategies relevant to the operating context for the Falconer Museum. • Consultation – one-to-one interviews and in-person group consultation with members of the Museum Action Group (formed by Moray Council for the purpose of the project), representatives of Moray Council’s Economic Growth & Regeneration Team, elected members of Moray Council and individual stakeholders. (Consultees are listed below.) • Options appraisal – an options presentation and workshop were delivered in-person with the Museum Action Group and Moray Council representatives in the Falconer Museum on 9 October, with outcomes including a preferred option for development into a business case. • Business case and plan development – an outline business case is included in this report. A Falconer Museum and Moray Museums Service Business Model was also prepared and is available as a separate document. Who took part Culture Radar Jeanie Scott, Director, Culture Radar, delivered research and consultancy which informed the 2019 Sustainable Future for Heritage and Culture in Moray for Moray Council. She managed this project and supported Culture Radar Associate Reyahn King (who has drawn on over 30 years of leadership experience in the museums and heritage sector in the UK and internationally) in its delivery. Reyahn was previously CEO of York Museums Trust, and more recently Director of Heritage Properties for National Trust for Scotland. York Museums Trust is the most commercially successful museum service managing a local authority collection in the UK, generating most of its income through admissions-related income and trading company activities. Page 50
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9 Consultation participants In total 28 stakeholders took an active part in consultation, including: Ailsa Macfarlane, Director of National and International Partnerships, National Museums Scotland Anna James, Investment Manager, National Lottery Heritage Fund *Carrie Custodio, 1496 Café, Forres *Christiane Friauf, Chair, Friends of the Falconer Museum Claire English, Senior Project Manager Cultural Quarter, Economic Growth and Development, Moray Council Clea Warner, Regional Director Highlands & Islands (including Moray), National Trust for Scotland DJ McDowall, Creative Community Development Consultant and Producer / The Imaginarium Fabio Villani, Leadership Team, Third Sector Interface Moray *Gareth Edwards, Director, Acme Studios Ltd Gemma Cruickshank, CEO, Visit Moray Speyside *George Alexander, Chair, Forres Heritage Trust Gillian Simison, Head of Museum Development, Museums Galleries Scotland *Gordon Scott, Friends of the Falconer Museum Helen Avenell, freelance museum and heritage consultant *Jackie Stephen, Chair, Forres Rotary Jacob O’Sullivan, Collections and Interpretation Manager, Museums Galleries Scotland *Jane Johnstone, Friends of the Falconer Museum *Joanna Taylor, Forres Events June Burnett, Development Officer, Moray Council Economic Growth & Regeneration Team Kathleen Robertson, Leader, Moray Council Kirsty Conti, Manager, Moray Council, Economic Growth & Regeneration Lorna Cresswell, FACT Michelle Gillibrand, FACT *Norman Thomson, The Dava Way Association Paul McBain, Councillor, Moray Council *Peter Taylor, Trustee of The Falconer Museum Trust *Sarah Coulson, Born to Read Scott Lawrence, Councillor, Moray Council *Denotes Museum Action Group member Page 51
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10 Strategic context To support development of viable long-term options for the Falconer Museum it is important to understand the wider context in which the museum will operate and deliver its purpose. In particular, this section will consider: the wider strategic and economic priorities for Moray; the social and community needs the Falconer Museum can credibly contribute to; the heritage market in which the museum will operate; and sector best practice that will inform how the museum meets professional requirements for accreditation and attracts public funding. Strategic priorities There are both challenges and opportunities in the wider Moray context which are relevant for the Falconer Museum. Universally, the climate crisis, economic crisis (including rising costs and standstill public funding and private giving) and the ongoing impacts from COVID-19 and Brexit, carry implications for the viable re-opening of the Falconer Museum. Importantly, there are also a range of strategies and initiatives in place to support Moray’s economic development which are supported by Moray Council in partnership with local communities, businesses and industry bodies. Following is a summary of the key strategic opportunities and alignments emerging for the Falconer Museum. Moray Corporate Plan (2024-2029)1 Overarching all regional strategies and planning is this five-year plan which sits alongside the Moray Community Plan (Local Outcomes Improvement Plan Moray 2027) with a shared ambition to tackle poverty and inequality; build a stronger greener vibrant economy; and build thriving, resilient, empowered communities. Regional opportunities include provision of quality education and skills that improve life chances and retention of young people in Moray, and building vibrant town centres that support local and distinctive communities with strong identities. Future financially sustainability, Fair Work and achievement of Climate Change targets underpin the Plan. Related strategies include Moray Economic Strategy (2022-2032), Community Wealth Building Strategy (2023 DRAFT) and Climate Change Strategy 2020-2030, Biodiversity Route Map to Net Zero, Town Centre Improvement Plan, Elgin City Centre Masterplan. Moray Growth Deal2 Of particular relevance to the economic development of Moray, and delivery of the Moray Economic Strategy 2022) (published by the Moray Economic Partnership3) is delivery of the Moray Growth Deal (MGD) will see investment of over £100m by the Scottish and UK Governments and other public and private partners into eight strategic projects to boost economic 1 Moray Council Corporate Plan (2024 – 2029) 2 Moray Cultural Quarter Governance Models Option Appraisal, May 2024, EKOS 3 This is a sub-group of the Moray Community Planning Partnership (CPP) focusing on Moray’s Economic Strategy. Page 52
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11 growth building on Moray’s culture, tourism and world-renowned manufacturing sectors, and address transport and housing challenges to support sustainable, fair and inclusive growth. Elgin Cultural Quarter and Moray Culture Trust The MGD includes investment in the development of Elgin Cultural Quarter to “To increase tourism in Moray by providing a focal point to draw in additional visitors and signpost; them to attractions right across the area. To provide an enhanced cultural and evening economy offering which will help attract and retain young people in the area.” This will be realised through the refurbishment of Grant Lodge to a high-quality heritage attraction, extension and rebranding of Elgin Town Hall, and provision of a high-quality hotel (the latter not funded by the MGD). A refreshed cultural mapping of the culture and heritage sector in Moray to inform development of Elgin cultural Quarter planning was undertaken in June 2023,4 and governance options developed for Moray Council by EKOS Consulting in 2024 illustrate a longer-term option that includes an independently operated Falconer Museum integrated into a region-wide Moray Cultural Trust.5 Developed proposals and recommendations by EKOS (including the proposed expenditure to be incurred by the Council in establishing a Moray Cultural Trust) were considered by Council on 25 September 2024, however the timeframe for its establishment is unknown at this stage.6 Forres STEM Hub In addition, a full business case was submitted to Council on 25 September 2024 as part of the Growth Deal to develop a STEM learning ecosystem in the Moray area, with the creation of specialist learning hubs and a STEM learning network involving Moray Council staff, key delivery partners, and volunteers from industry and the wider community to support a STEM skills pathway from early years’ through to broad general education and beyond. The focus on early years’ intervention is a “unique feature of this business case”, with the proposed project delivered over 10 years. Phase 2 (2026-2028) will add two satellite STEM hubs, one in Forres which is proposed to be the renovated Leanchoil Hospital managed by its Trust. Fundraising for renovation of Leanchoil Trust is underway by its trust, with the aim of being a viable STEM hub by 2026. There is a strong opportunity for the Falconer Museum and collection (which has inherent science, learning, education and innovation alignments) to be a suitable support partner for Leanchoil in its delivery of services for the Forres hub.7 MGS opportunities for heritage The Culture Sector Mapping report of 2023 concludes that investment into economic and cultural development (primarily in Elgin through the Elgin Cultural Quarter) will “reap economic and social return for Moray.” The report also identifies clear gaps and opportunities across the sector to generate income and activity from this investment further afield in terms of “learning, freelancer 4 Culture Sector Mapping, Moray, 2023 (HAHA, M:ADE) 5 Moray Cultural Quarter Governance Models Option Appraisal, May 2024, EKOS, p.32 6 Murray Council Meeting papers, Wednesday 25 September 2025 7 Early Years STEM Full Business Case - Appendix 1, Moray Council, 24 Sept 2024. The business case proposes a Leanchoil STEM Hub supporting wellbeing, social engagement, volunteering, employment, and learning, bringing enduring benefit to the people of Forres and its rural communities. It would include creation of an early year’s interactive learning space and community learning hub as a shared resource, with the Moray Council STEM Team delivering programmes to the target audience, and the Trust accessing facilities for the benefit of the wider Forres Community. “This facility will have a strong emphasis on health and wellbeing, outdoor education, and digital technology, due to the nature of the facility, location within a woodland setting and opportunity to link with the Digital Health and Care Innovation Project.” Page 53
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12 support, business development, tourism, and community engagement” noting that these kinds of local regeneration efforts have “potential to tap into, and be funded by, cross-cutting national agendas including employability, workforce development, SME scaling up and tourism.” 8 This suggests a broad economic, sector and partnership case for the Falconer Museum to contribute to and benefit from being an active part of regional culture and heritage activity. Tourism in Moray Visit Moray Speyside Visit Moray Speyside (VMS) is the Destination Marketing Organisation (DMO) and Business Improvement District (BID) Company for Moray. It announced significant increases in tourism numbers in 2023, indicating positive recovery and growth following COVID-19. In 2023, Moray Speyside welcomed 877,000 visitors (an increase from 707,000 in 2022 and 804,000 in 2019 (a previous peak in visitor numbers for the region).9 VMS’s own reach is demonstrated through 75,000 website visitors in 2023, and a growing social media presence, with the majority of followers aged 35-55 yrs). VMS also reports that the economic impact of tourism in the region has grown, reaching £186 million in 2023, up from £148 million in 2022 and £134 million in 2019 which is “testament to the resilience and attractiveness of Moray Speyside as a premier travel destination” with tourism providing employment for 2,904 individuals in 2023, compared to 2,792 in 2022. “This increase in jobs underscores the sector's pivotal role in supporting the community and contributing to economic stability.” Figures produced by Global Tourism Solutions for Moray Speyside Tourism identified 806,000 overnight tourist trips to Moray in 2017. In 2017, 60% of all visits were staying visits.10 According to 2017 data there were about 7,000 primary school pupils in the region.11 In 2017 just over 320,000 day visits were made to Moray generating £16.5m of spending. It is worth noting that there had been a consistently increasing trend in visitor numbers up until Covid (and Brexit). Extrapolating from statistics collated for Moray and the Highlands and Islands, based on Moray’s penetration rate, Jura estimated that Moray achieved approximately 613,000 domestic tourists and approximately 193,000 from overseas. VMS delivered the first Moray Winter Festival in 2023 showcasing 94 events in the region, supported by community or development groups, to increase visitor numbers. It has also developed a skills training partnership with Moray UHI.12 VMS’s website listings promote 56 visitor attractions and activities linked to Forres.13 At time of writing, VMS is consulting on its 2025-2030 Business Plan which prioritises marketing (with a particular focus on the regions golf, food and drink offer14) and advocacy to encourage sustainable growth, and ensure legislation such as the Transient Visitor Levy, if introduced in 8 Culture Sector Mapping, Moray (HAHA, M:ADE) 2023 9 Visit Moray Speyside regional visitor numbers.. 10 Bright White “Discover Moray’s Great Places Interpretation Plan and Action Plan” (Report for Moray Council Draft Ver 6 12 April 2019 updated 28 5 19) 13 11 Bright White “Discover Moray’s Great Places Interpretation Plan and Action Plan” (Report for Moray Council Draft Ver 6 12 April 2019 updated 28 5 19) 14 12 Visit Moray Speyside BID Review 2020-2024 13 As the Falconer Museum is closed it is not currently included in VMS website listings. 14 Visit Moray Speyside Next Steps 2025-2030, p.5 Page 54
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13 Moray, is implemented in a way that “supports the long-term viability of the sector.”15 Its plan estimates a potential income of £200,000 from the Transient Visitor Levy to VMS to support marketing initiatives for the tourism sector across the VMS BID area, which includes Forres and “eligible tourism businesses” (such as a museum/gallery if it ‘opts in’ to VMS membership), with “Tourism businesses run or operated solely by volunteers, i.e. that have no paid staff, whether or not they charge an entrance or service fee (and based on rateable value)” exempt from paying the levy (estimated for the Falconer at c.£250 p.a.). Moray Tourism Networks was launched in 2022 (expanding from a Forres Area Tourism Network) with a series of roadshow events leading to the formation of a dedicated Tourism Network Group for Speyside to collaborate and develop initiatives to enhance “overall visitor experience” to the region. It is worth noting that until its closing, the Falconer Museum was in receipt of Visit Scotland 5 Star Visitor Attraction status. Moray Tourism Strategy Moray Tourism Strategy has a vision that by 2025 Moray will double the economic value of tourism and double the size of the tourism-related workforce, with at least 80% living locally and fully skilled for their job, and trained in customer care. Increasing the number of visitors to Moray through business, educational and leisure tourism, with a strong focus on events development, with a focus on “Moray’s special assets” including malt whisky heritage experiences, The Real Macbeth, food, coastline, beaches and ecology, off-peak events, education and personal development offers. “In 2025, Moray will be known nationally and internationally as an exceptionally attractive destination for leisure and business visitors, offering memorable experiences, based on the area’s unique assets, including malt whisky, the heritage of Macbeth, its pure natural environment and superb food using local produce.” The Climate Change Strategy 2020-2030 The Climate Change Strategy projects that Moray's climate will change significantly over the next century. These changes include an increase in temperature, a decrease in summer rainfall, and an increase in winter rainfall. This coincides with an increasing demand for sustainable and eco-tourism, e.g., The Active Travel Strategy 2022-2027 aims to increase walking and cycling in Moray, and seeks to make active travel the preferred choice for everyday journeys within its communities. Any future plan for the Falconer will need to reflect both the Scottish Government’s and the Moray Council’s targets for climate mitigation and consider opportunities to contribute to the Climate Change Strategy targets. Museums contribute to climate change strategy in two ways: as advocates through sharing knowledge and changing behaviours through exhibitions and programming and as holders of the records of biodiversity loss and climate change evidenced through natural history collections. 15 Visit Moray Speyside, Business Plan (Draft) 2025-2030 Page 55
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14 Community needs Moray Community Planning Partnership (CLD) Plan 2024-202716 The Community Plan, published alongside the Moray Corporate Plan, presents the needs of community stakeholders across the region, and planned partnership working to improve social outcomes for all living in the region, with a focus on key themes of Learning for Life; Active Citizens and Community Voice; and Developing and Connecting the Workforce (see below) with cross-cutting themes of addressing impacts of rurality and poverty; improving mental health and well-being by reducing social isolation; promoting climate justice. Community Planning Priorities Actions identified in the plan relevant to the Falconer which deliver against the CLD key themes include (but are not limited to): • Learning for Life: improving the visibility and access to adult learning opportunities; piloting outreach youth work and community-based projects; building confidence; employability; digital skills. • Active Citizens and Community Voice: supporting and valuing volunteers; effective partnership working; addressing inequality; sharing information on CLD groups and activities to support social prescribing and other approaches to increasing community connection. • Developing and Connecting the CLD workforce: promoting inclusion and removing stigma; access to training; empowering volunteers and staff; skilled workforce; improving standards The Plan identifies that members of the CLD Strategic Partnership are active in 48 local thematic partnership groups and 35 national networks as well as a range of community groups.17 This suggests significant connectivity and potential impact across the region through the Partnership, but it is currently unknown how or if the Falconer has been represented within or through the work of any of these connections. Community planning strategic connections Of 16 strategic actions plans and related drivers explored in the Plan, some suggest potential alignment for the Falconer, but it will be necessary for the Museum to have governance in place that enables it to engage with these to deliver against the CLD themes and ambitions. 16 Moray Partnership CLD Plan 2024-2027, Moray Community Planning Partnership, 2024 17 Ibid. Page 56
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15 Moray Economic Profile18 Demographics • In 2020 Moray’s population was an estimated 95,710 people. It had grown by 6% since 2005 (very similar to growth in Scotland). • There is a recognised deficit in the number of 16–29-year-olds. In terms of overall size, the 45 to 64 age group was the largest in 2022, with a population of 27,026. In contrast, the 16 to 24 age group was the smallest, with a population of 8,528. • In 2022, more females than males lived in Moray in 3 out of 6 age groups. • Between 2001 and 2022, the 25 to 44 age group saw the largest percentage decrease (-16.2%). The 75 and over age group saw the largest percentage increase (+58.2%). Industry and employment • Wages in Moray are below the Scottish average. The average annual gross full time mean wage is £31,987 compared to £34,936 for Scotland - a difference of around 10%. The gap widens further when all (full time and part time) jobs are included. The average annual wage in Moray is £24,879 compared to £28,660 for Scotland – that is 15% lower. • 74.4 % of the population is employed (73.8% nationally), with a self-employment rate of 8.4% (compared to 11.6% nationally). • Youth unemployment increased from 4.1% to 7.5%, with a higher proportion amongst males. Primary industry sectors in Moray • Manufacturing (15.4%); Human health and social work (15.4%); Wholesale and retail (14.6%); Accommodation and food services (9%). Arts & entertainment employment in 2020 counted for 3.8%. Industries estimated to decline/be hardest hit include manufacturing, construction, wholesale and retail. • 81.6% of private sector registered businesses are micro (0.9 employees) compared to 86.4% regionally and 87.1% nationally. SMEs account for 61.7% of private sector employment. • Moray’s two military bases at Kinloss and Lossiemouth are major employers, including the jobs they support in civilian posts and on-site contractors. In early 2022 there were around 3,500 posts based at RAF Lossiemouth, and it is possible that this number could increase.19 • Moray has 150 social enterprises - an increase of 20% since 2015, with Findhorn highlighted as a national social enterprise hotspot given its expertise in relation to net zero. Moray’s share of Scotland’s social enterprises (2.5%) is higher than its share of Scotland’s population (1.8%). 18 Source Mid-2022 Population Estimates (National Records of Scotland); Moray Economic Strategy (“Moray’s Vital Statistics, 2019). (These population estimates need to be treated with caution as they do not allow for population changes arising from the variations in the number of military personnel at the two bases). 19 Moray Economic Strategy figures, 2019, p. 8 Page 57
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16 Culture and heritage landscape Scope and structure Moray has a wealth of heritage collections, buildings, intangible, natural and industrial heritage assets. A study conducted in 2020 mapped around 60 heritage groups and organisations across the region, including public, private and volunteer led organisations working at both a large and small scale. Elgin Museum is now the only Accredited Museum in the Moray region, with other significant heritage attractions including Elgin Cathedral, Spynie Palace, Brodie Castle and The Moray Way, suggesting the National Trust for Scotland, Historic Environment Scotland and the Moray Way Association as key stakeholders in the heritage landscape in Moray.20 Most venues in Moray are charities and operate on a micro level, opening seasonally with hours reflecting “volunteer numbers and capacity rather than with any strategic focus.”21 Volunteering The heritage sector in Moray is almost entirely structured, staffed and operated by volunteers, with a recent report noting there is now no paid role supporting the independent heritage sector in Moray (following the closure of the Council’s museums service), and no general access to professional heritage support.22 The heavy reliance on volunteering across Moray’s heritage sector (which was identified and raised concerns in terms of sector fatigue, capacity and diversity, as well as limitations in terms of skills and succession planning pre-COVID), is as prevalent today.23 Partnership With the exception of Elgin Museum and The Cabrach Trust, reports suggest there is no externally funded heritage projects or partnership working between museums in the area, with the fragmented nature of the market identified in heritage mapping undertaken in 2019 as still a challenge to development and resilience in the sector.24 While there is a desire expressed in sector research for partnership and sharing of resources and knowledge, there is little capacity to do so which is a significant challenge for sector development and sustainability. As the Culture Sector Mapping (2023) report notes: “This means that the many opportunities for partnership working are missed, and the huge potential for creating ‘joined up’ heritage and cultural experiences that are responsive to visitors’ needs are not currently being investigated or developed. … there is a recognition and desire to see more collaboration to benefit wider education and learning, tourism and enterprise in their own location.” 20 Culture Sector Mapping, Moray (HAHA, M:ADE) 2023, p.13 21 Ibid. 22 Ibid. 23 A Sustainable Future for Heritage in Moray, Culture Radar, 2020, Appendices, p.18 24 Ibid. Page 58
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17 Heritage audiences in Moray Jura Consultants undertook mapping of heritage organisations in Moray in 2019 which includes visitor profiling to the region, illustrating that:25 • 84% of visitors to Moray Speyside were domestic travellers. • Visitors stayed an average of 10.7 nights in Scotland including 4.7 nights in Moray. • The total day trip market to Moray based in Aberdeenshire, Aberdeen city and the eastern Highlands and Islands is approximately 528,000.26 • 77% of visitors chose Moray Speyside for its breathtaking scenery and landscape, 44% for outdoor activities, 41% for its rich history and culture and 38% visited friends and family. • 82% of guests opted for non-serviced accommodation such as camping, self-catering, or motorhomes. • 14% of visitors stayed in one coastal location, highlighting the region's appeal for seaside experiences. Moray audience aspirations Storytelling is as important as collections when it comes to exhibiting content that will draw an audience. Thought needs to be given to the stories within the collections but also the stories, including intangible heritage, which will resonate for audiences both local and tourist. The Moray’s Great Places project identified subjects through visitor research that would attract audiences, and which could be linked to wider Moray-wide interpretation, including ‘the real Macbeth’ and the Picts. Reported heritage audience engagement barriers Jura’s report lists barriers identified through its research to audience engagement, reporting that heritage organisations surveyed understood key barriers to be:27 • A lack of awareness of the attractions and their offers • Audiences not perceiving that heritage / the experience was ‘for’ them • Inadequate ancillary visitor facilities e.g. toilets, food, retail Jura commented when developing with Bright White the ‘Stories from the Shadows’ approach: “we heard a number of engaging stories from the community that are currently under, or not presented, to the public at large.” They also noted that connecting high footfall with lower footfall sites, “visitors and community members can receive a different / higher quality experience that increases dwell time and associated spend.” 25 Jura Consultants ((May 2019) Moray’s Great Places Audience Development Plan Final Report 8. 26 Jura Consultants ((May 2019) Moray’s Great Places Audience Development Plan Final Report 19-21. Bright White’s 2019 Interpretation Plan states that “This is a relatively modest day trip population” (Bright White “Discover Moray’s Great Places Interpretation Plan and Action Plan” (Report for Moray Council Draft Ver 6 12 April 2019 updated 28 5 19) 27 Jura Consultants ((May 2019) Moray’s Great Places Audience Development Plan Final Report 13-14. Page 59
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18 Heritage audiences in Forres Forres visitor data In 2019 the population of Forres was 12,500 and it is likely to increase, as is the wider population in Moray of approximately 96,000. The coastal population is spread across ten settlements, of which Forres is the largest. Forres also benefits from being home to the most successful visitor attraction in Moray - Brodie Castle.28 The Forres Conservation and Heritage Scheme (FC&HS) has also provided useful audience data.29 81.5% of 261 people engaged in its 2023 consultation were residents of Forres, of which c.70% were over 50 years old, and a small proportion were 5-12 years old or younger. Consultation included 140 students and 27 young people from the Gaff Youth Club, 30 of whom spontaneously suggested re-opening the Falconer Museum. Consultation on specific topics showed the Forres community prioritising the need for a tourism or information hub of some kind in the town; learning and curriculum links with education institutions (e.g., Glasgow School of Art and Forres Academy); and empty buildings being repurposed - including seeing the Falconer Museum open as a 5 star attraction again, followed by museum collection tours, historic talks, art and local history exhibitions, and a social space outside the museum. The consultation concluded: • There was a strong desire across community, heritage and business groups for a joined up and standardised approach to town signage and interpretation • A need to eliminate ‘silo’ working in favour of a wider project partnership approach. • There is a strong desire and an excellent baseline from which to develop inter- generational, heritage-based activities supported by local schools and youth groups. • A need to use the existing community resources, energy and people already active in Forres (e.g., through Forres Heritage Trust, FACT, Forres in Bloom, Glasgow School of Art and business groups).30 Forres audience aspirations The FC&HS consultation provided useful local audience data, and suggests that stories the museum can tell to attract audiences include: • History of the town, buildings and architecture • Natural heritage • Forres people who did great things31 In terms of popularity of specific collection items, a 2010 survey suggested a roughly equal split between local and social history and Falconer collections vying for top place. Amongst the 28 Data published by Moffat Centre Visitor Attraction Monitor / Association of Scottish Visitor Attractions cited by Jura Consultants ((May 2019) Moray’s Great Places Audience Development Plan Final Report 22-24. 29 Forres Conservation & Heritage Scheme (7 Dec 2023 - 17 Jan 2024) Heritage Questionnaire 1 30 NLHF R2 application draft supplied by Moray Council 31 81,5% of 261 people engaged were residents of Forres. About 70% were over 50. A small proportion were 5-12 years old or younger. The data informs us about the hyper local audience’s interests. Forres Conservation & Heritage Scheme (7 Dec 2023 - 17 Jan 2024) Heritage Questionnaire 1 Page 60
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19 Falconer collections, the top exhibit has been the Elephant Skull, and information about Hugh Falconer himself.32 Youth and intergenerational aspirations The FC&HS also consulted with young people and parents and caregivers at Pilmuir Primary School about family engagement. Findings included that there was “a clear sense of disengagement with heritage amongst the Pilmuir parent group” with comments including “Falconer Museum – that always seemed like a dark & gloomy place – not for me.” 33 Further comments and asks from parents and young people included: “People have moved on, but Forres hasn’t – we are stuck in old ways of doing things” “There’s nothing for really little kids to do” “Open the Museum back up” “Forres is missing a trick with Macbeth…” “Somewhere where we could go to learn new things, especially crafts or hobbies” “Loads of kids want to join The Gaff youth club but there’s not enough space for them as the Council Community Centre won’t stay open for them & they can’t find another big enough space.” A strong theme from the teachers’ consultation was the link to local, place-based learning and connecting local history to wider curriculum areas34. It is likely that a rejuvenated Falconer Museum would need to attract more people. Given that previous audiences were over 50% local, this means thinking about how to attract a larger market share of the Moray visitation by adding in themes popular with families and tourists. In addition to responding to known audience demand, partnership working enables better marketing reach. A good historical example of this is the fact that 2016’s Falconer Museum contribution to September’s Findhorn Festival and Culture Day saw record daily visitation of 575 people. It is vital that the Falconer Museum joins trails and joint cultural events across the region. UK museum entrance fee trends 64% of UK museums charge for admissions (though this may be for parts of the offer only, such as special exhibitions) with only 36% not charging at all for admissions.35 An Association of Independent Museums (AIM) research report into pricing (2023) describes trends in admissions charging where 18% of museums moved from charging for admissions to free admissions whilst 11% reported introducing charging. Changed approaches were driven by the need to simplify ticketing, to increase visitors overall or an improved offer. The report shows 32 Throughout this document Falconer collections refers to Victorian collections collected by Falconer or closely associated with him, his family and his era. Falconer Museum collections will be used to refer to the collections to be used for the content creation and care of collections by the new Falconer Museum. 33 HAHA and MADE (May 2024) Forres Conservation & Heritage Scheme Activity Plan 7 34 HAHA and MADE (May 2024) Forres Conservation & Heritage Scheme Activity Plan 8 35 DC Research Ltd and Durnin Research Ltd for AIM, ACE, MGS, Welsh Government, NMDC and Art Fund (December 2023) Research into admissions pricing policy in museums and its impact: Executive Summary 4 Page 61
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20 that museums that moved from charging to free sought to maximise donations, and those moving to charging cited sustainability as their main driver. Free museums that had considered charging but held off cited cost of living pressures, accessibility and engagement as deciding factors. AIM identifies the museums that changed or introduced charging in 2023 did so to cover increased costs and to increase income, and that: • 51% of the museums introduced specific admissions charging for school visits. Other pricing models included charging for group visits, events, workshops and other activities and membership models.36 • The adult median ticket price (for museums with up to 20,000 visits) is £6.75.37 It is important to benchmark against local competition however, and to consider local audiences, museum mission and values and to make a realistic assessment of the attractiveness of the offer when considering the ticket price. Museum benchmarking in Moray A small benchmarking exercise was conducted to provide relevant comparisons for the Falconer Museum. Eleven organisations across Moray, Highland and Aberdeenshire mostly within an hour's drivetime of Forres were selected for comparison, with data drawn from the organisation’s most recent (2023/24) annual reports where available, or from 2023/24 reporting via OSCR. Data is summarised in the table below: Museum Admission Annual Exp. Annual visitors A / R* Governance / Income model Aberdeenshire Farming Museum Free n/a 13,707 A Aberdeenshire Council SLA / fundraising Elgin Museum Free £104,665 5,700 A R Charity and Company Membership / Fundraising Brodie Castle £15.00 n/a 75,000 A National Trust for Scotland Entrance Charge / membership / fundraising Hugh Miller’s Birthplace £7.00 n/a 4,500 A National Trust for Scotland Endowment / entrance charge / membership Grantown Museum £7.00 £57,944 Unknown A Trust Entrance charge / membership / fundraising Lossiemouth Fisheries Museum £4.00 £8,239 Unknown - Trust Entrance charge / fundraising Nairn Museum £4.00 £61,906 Unknown A Trust Entrance charge / fundraising 36 Arts Council England, Welsh Government, Museums Galleries Scotland, Northern Ireland Museums Council Museum Accreditation (March 2019) Accreditation Guidance Supporting Guidance for Accreditation Standard November 2018. Retrieved 11 9 2024 37 Arts Council England Welsh Government Museums Galleries Scotland Northern Ireland Museums Council Museum Accreditation (March 2019) Accreditation Guidance Supporting Guidance for Accreditation Standard November 2018. Retrieved 11 9 2024 Page 62
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21 Museum Admission Annual Exp. Annual visitors A / R* Governance / Income model Ullapool Museum £7.50 £81,911 Unknown A Trust Entrance charge / fundraising Morayvia £8.00 £139,535 8,373 (A) Charity and Company Entrance charge / fundraising Museum of Scottish Lighthouses £11.00 £285,482 <10,000 R Charity and Company Entrance charge / fundraising Montrose Museum Free n/a Unknown A Wider leisure Trust (Angus Alive) SLA Management fee / fundraising / leisure charges / venue hire *A/R = Accredited or Recognised collection Key findings from the benchmarking • The majority of the benchmarked organisations (63%) are structured as a trust, although varying in size from large scale (e.g., National Trust for Scotland, or a wider trust such as Angus Alive’s Montrose Museum) to community and volunteer led trusts (e.g., Grantown and Lossiemouth museums). • While not all venues publish annual expenditure, directly comparable museums (Elgin, Nairn, Ullapool and Grantown) have an annual expenditure of c.£58,000 - £82,000. (Elgin Museum’s annual expenditure of £105,000 includes a capital grant.38) • The majority (45%) have an income model that combines an admissions charge with fundraising, with a further 18% incorporating a membership scheme alongside admissions and fundraising. • Only five of the benchmarked organisations have published visitor data. Of these, annual visitors range from 4,500 to 75,000, with both of these outliers related to NTS properties (Hugh Miller’s Birthplace Museum and Brodie Castle respectively). Setting the figures for Brodie Castle aside (one of NTS’s highest performing sites nationally) average annual visitors across the remaining sites is around 8,450 per year.39 The Falconer Museum’s last recorded visitor data was 6,500 in 2023. • The vast majority (91%) of the benchmarked museums are accredited or working toward accreditation. • The majority (73%) charge admission, with entry fees ranging from £4 to £15.00, with the majority of these (54%) charging between £4 and £8 per visit.40 38 Elgin Annual Information Submission History, 2019, 2020, 2022, OSCR. 39 The figure of 10,000 was reported in the Aberdeen Press & Journal as a visitor figure for the Museum of Scottish Lighthouses and Kinnaird Head Castle. 40 Elgin Museum scrapped its entrance fee without damaging income as it was able to increase donations through increased footfall, and maximise Gift Aid which is worth £7,000 a year. Page 63
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22 Museum best practice Museums Galleries Scotland Museums Galleries Scotland (MGS) is the national development body for Scotland’s museums and galleries. Its strategy, Scotland’s Museums and Galleries Strategy 2023-2030, sets out the organisation’s vision, and how it supports and contributes to Scotland’s National Performance Framework outcomes, and alignments with the ambition and vision of Scotland’s Culture Strategy. It identifies themes in common with the historic environment sector through Historic Environment Scotland’s Our Past, Our Future: The Strategy for Scotland's Historic Environment 2023-28 and connects museums to the focus on responsible and sustainable tourism in Scotland Outlook 2030. MGS identifies three driving forces for the museums and galleries sector in its strategy, including that museums must become more inclusive; act with urgency on the Climate Emergency; face the ongoing financial crisis through further resource efficiency, and in consideration of capacity and pace. The strategy centres around three thematic strands: Strand Description Priorities within the strand relevant to the Falconer Museum Connection Between people and places, and by increasing diverse audiences Health and wellbeing, education and place Resilience Investing in organisations to ensure long term delivery of the strategy’s aims Financial resilience, climate action and collaboration Workforce Valuing the people who bring collections and spaces to life. Diversity, skills and confidence At the strategy’s core is the need to ensure that Scotland’s museums and gallery collections are cared for, accessible and shared. Professional networks in Moray A range of dedicated professional networks and groups exist supporting the development of culture and heritage in Moray, and integration with tourism and community opportunities. These include: Museums and Heritage Highland was established in 2019 as a network to support and promote collaborative working, capacity building and partnership opportunities across its membership of museum, galleries and heritage organisations of all sizes, publicly funded and independent, across the area. It has a key purpose to “raise standards, engage with more people, collaborate with each other and be sustainable and resilient” with a vision of a “strong and resilient heritage sector in the Highlands, embedded in local culture and responding to our local community’s needs; supporting cultural tourism to benefit local economies and encouraging everyone to engage with our diverse histories.”41 The network includes 28 museums, centres and sites across the Highlands. The network develops and shares professional resources, including advice and best practice on good governance, volunteering, collections interpretation and fundraising. 41 Museums and Heritage Highland website at September 2024 Page 64
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23 Membership of the network, without voting rights but with all other benefits, is available to museums outside the Highland Council area. The North East Scotland Heritage Network was established by Museums Galleries Scotland in 2020, but is now run independently as a forum of Accredited and non-Accredited heritage organisations across Aberdeenshire, Aberdeen City, and Moray. The group shares professional knowledge and expertise and collaborates to raise awareness of their services with a view to increasing access and engagement and maximising public benefit. A Committee exists to support this work, which includes a Museums Galleries Scotland representative. Digital opportunities Raising awareness of the Falconer Collection and its relevance could be supported through the Museum Data Service, a collaboration between Art UK, the Collections Trust and the University of Leicester, supported by Bloomberg Philanthropy and the Arts & Humanities Research Council.42 This free service aims to connect and share all object records across all UK museums, large and small, to provide a searchable database for the purpose of research and connect the collections of institution across the UK. Whilst the timescale for full upload and shareability is slow (2028 to 2033) as the service has just launched this will be a UK-wide repository used by all museums services. Priority is for accredited museums but under certain circumstances non-accredited museums may apply to share their data - from collection level descriptive summaries to object records and new or enhanced data. Data can be provided in most formats including spreadsheets. 42 Museum Data Service accessed October 2024 Page 65
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24 The Falconer Museum and Collection History The Falconer Museum was completed in 1871 and first opened its doors to the public on 1 August 1872.43 It was intended as a commemoration of the two benefactor brothers, Alexander and Hugh Falconer. Hugh Falconer (1808 – 1865) was a significant geologist, botanist and palaeontologist, whose bequeathed collections form the foundation of the Museum collection Merchant Alexander Falconer (1797-1856) had granted money in his will for a “public museum in Forres for objects of art and science inclusive of a library and lecture room.”44 The museum was also intended “to illustrate local life and conditions”.45 A Keeper was appointed in 1872. In addition to the £1,000 bequeathed by Alexander, Hugh Falconer’s death provided a further bequest of £500 in addition to the collections. The museum was built at a cost of £1,564 absorbing all the funds of the Trust.46 However, the museum faced cyclical funding problems which were most frequently resolved, albeit temporarily, by bequests.47 At or shortly after opening, an admission charge of 6d (2½ pence) was imposed, modified to 3d (1¼ pence) for members of “the working classes”.48 In 1904 free opening on Wednesday afternoons was introduced and in 1909 free openings were extended to Saturday afternoons. In 1969, funds were short and collection items were sold for a sum of £610. In 1972 the Altyre collection appears to have been transferred to what is now National Museums Scotland and in 1973 most of the Silawik fossil material was transferred to the British Museum. In 1978, under Moray District Council management, a professional curator was appointed (implying the role had previously lapsed under Trust management). Moray District Council Conservation Officer, Asst Curator and Clerical Assistant followed, with most of their time devoted to the Falconer Museum. In 1992 a Collections Store was developed by Moray Council nearby off Leys Road with museum quality storage and laboratory equipment. It should be noted this is an exceptionally good facility. The Lab (whilst not extensive) is a professionally equipped workspace for conservation and archaeological find processing which more use could be made of and which is not widely available. 43 Ruth Fishkin ‘The thing and the thing itself: Teachings of the Falconer flints’ in Science & Imagination: True Stories from the Falconer Museum ed. C.H. Friauf (Friends of the Falconer Museum, 2022), p. 38 44 P. 5 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates 45 Norman Thomson ‘What are museums for? Thoughts on museums and one in particular!’ in Science & Imagination: True Stories from the Falconer Museum ed. C.H. Friauf (Friends of the Falconer Museum, 2022), p. 52 46 p. 5 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates and Moray District Council Department of Leisure & Libraries Museums Division The Falconer Trust 1856-1933 typed history. 47 Building the museum in 1871 left a deficit of £238 and finance continued to be problematic. A public appeal for funds had little success. In 1880, Charles Falconer, a brother of the founders, bequeathed £500 but over £200 had to go to repay loans. Nieces of the Falconer brothers, Grace Prestwich, bequeathed £500 in 1900, and Louisa Milne, bequeathed £1000 in 1921 but dry rot in 1924 and again in 1955 severely depleted funds. A further bequest of £1,000 was made in 1935 by Dunbar on condition that free opening periods became permanent, and the Trust accepted that the Museum should open free of charge on Wednesday afternoons. 48 ‘The Founders Bequest’ page on The Falconer Museum website. Retrieved 11 9 24 Page 66
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25 A high-quality refurbishment and redevelopment of the Museum was completed in 2007 (at a cost of £750,000). The project focused on stories and exhibits relating to Forres and the wider Moray area as well as outreach. The last Family Drop-In day was held at the Falconer Museum on 14 December 2019. Moray Council took the decision to close the Museums Service from April 2020 as “a business case for the council to operate the service in a sustainable way cannot be made”. The Falconer Museum building and collection is still owned by Moray Council. Location The Falconer Museum sits within Forres Conservation Area, one of 18 Conservation Areas in Moray of which six, including Forres, are designated Outstanding. At a natural gathering point for residents, museum square and nearby Tolbooth areas will potentially have public realm enhancements undertaken as part of the Forres Conservation and Heritage Scheme. Governance and structure The Falconer Museum Trust and Moray Council Alexander Falconer left the Museum and its artefacts to the Provost of the Burgh for the benefit of Forres in 1897 and the Falconer Trust undertook the care and running of the museum. In 1969 Forres Burgh Council took over the running of the museum from The Falconer Museum Trust, the only purpose remaining for The Falconer Museum Trust being one of ensuring the museum was cared for. In 1975 local government restructure meant that Moray District Council took over the management of the museum. This was formalised with a Deed of Assumption and Conveyance dated 1976. The Trust at that point did have some financial reserves but the Falconer Museum was from then on managed by the District Council as ‘defacto a District Council service’.49 As part of Moray District Council putting the museum forwards for Registration (now accreditation) the Council for Museums & Galleries in Scotland formed a view about the ongoing governance arrangements. Their view was that the arrangement of a Trust officially governing a museum, when the museum was in fact managed by the District Council, was unsuitable for Registration by the Museums & Galleries Commission. The Scottish Museums Council therefore recommended dissolution of the Falconer Museum Trust in 1993. In 1994, Ron Inglis, Museums Development Officer for Moray District Council, requested Full Registration for the Falconer Museum as the governance issue had been resolved.50 Local government reorganisation transferred ownership of the assets to Moray Council which in 1996 took full ownership of the building and its contents in return for a legal transfer of the Museum building and collections. The Falconer Trust disposed of the museum to the Council with a registered agreement signed by The Trustees of the Falconer Museum and Moray District Council that binds the Council to manage, administer and finance the museum and preserve the name “the Falconer Museum” but 49 Moray District Council Department of Leisure & Libraries Museums Division (1993) The Falconer Trust 1856-1933 typed history prepared by Counsel for Moray District Council. 50 Moray District Council Department of Leisure & Libraries Museums Division (1993) The Falconer Trust 1856-1933 typed history prepared by Counsel for Moray District Council. Page 67
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26 does not require the Council to open the museum. In this agreement, Falconer Trustees agreed that the final decision on management and finance of the Museum lay with the Council.51 By 2016, the trustees were the Council Convenor, the Chair of Children & Young People's Services Committee, the Vice Chair of Children & Young People's Services Committee, two of the Forres elected members, the Local Minister of St Laurence Parish Church, Forres, Major General Peter Grant Peterkin CB OBE, Sheriff Alexander Pollock and Mr Peter Laverick Taylor. In 2017 External Auditors advised the Council to rationalise Trusts which no longer had assets.52 In 2019 Moray Council stated that the Trust was no longer active and had it removed from the charities register on the grounds that it had no assets.53 The Falconer Trust was deemed to fall into this category having conveyed all assets to the Council in 1996 and was accordingly wound up with the agreement of OSCR. Some former Trustees and Friends of the Falconer Museum have disputed this position, however it is now a matter of fact which could only be challenged through the courts and judicial review. In the view of Moray Council any further comments on these issues simply deflect from the real issue of finding a long-term funding solution for the museum service.54 Culture Radar advise all parties to find an agreed position that will remove the need for debate around the status of the Falconer Museum Trust by focusing on the main concern, which is to agree a suitable mechanism for the ongoing responsibility for the museum by a viable body. The Friends of the Falconer Museum The Friends of the Falconer Museum was formed in 1995 to support the activities of the museum and Nelson Tower.55 As a volunteer group the Friends have previously assisted with the running of the museum including store tours, documentation, conservation and collections care, collecting oral histories and an events programme of talks and displays. The aims of the Friends are: • To engage with both the public and the museum staff in order to augment the facilities offered • To promote an improved understanding of our local heritage • To publish information • To maintain and accurately audit the collection The Museum Building The Museum building should be seen as an important heritage asset alongside the collections. Designed by architect Alexander Reid of A. and W. Reid Elgin with sculptured decoration externally by Thomas Goodwillie56 1868-70 in an Italian Renaissance style, it was Category B listed in 1971.57 It features an imposing Roman Doric columned portico, a frieze inscribed "Falconer Museum" and pediment enclosing a portrait bust of Falconer. The listing cites its 51 Agreement between the Moray District Council and Trustees for the Falconer Museum (extract registered 29 March 1996) Books of Council and Session Registers of Scotland. 52 Milburn (29 October 2019) Museums Service Report to Policy and Resources Committee Moray Council 5 (b) 53 Geraldine Kendall Adams (21 November 2019) Museums Journal Retrieved 11 9 24 from 54 Internal documentation, Museums Service Committee Report Oct 2019, the Moray Council 55 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates 5-7 56 Norman Thomson ‘What are museums for? Thoughts on museums and one in particular!’ in Science & Imagination: True Stories from the Falconer Museum ed. C.H. Friauf (Friends of the Falconer Museum, 2022), p. 53 57 Historic Environment Scotland listing on website Retrieved 11 9 2024 Page 68
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27 foundation by Alexander and Hugh Falconer as of Special Interest alongside the commemoration on the West façade of Hugh Miller, Sir Walter Scott, Sir Davie Brewster, Edmund Forbes, Dr John Malcolmson and James Watt. Property management The property is checked monthly. Ongoing works at the museum include yearly gutter and down pipe cleaning and a walkway into the roof space provides easy access onto the roof to remove the need for a full scaffold when carrying out roof repairs. An ongoing maintenance plan was put in place for the museum and store during closure. The Falconer and Moray Museum Service Collections The Falconer Collection is a great asset which could be presented and interpreted in new and exciting ways to increase its attractiveness and educational potential, augmenting the viability of the new business model and supporting an audience development and marketing strategy. This will rely on curatorship that is mindful of the logic of the collections and draws on educational and public engagement expertise to focus stories and messages. A refreshed museum will need to select, display and interpret objects to bring out their importance, relevance and interest to target audiences rather than specialists and experts. Sir Hugh Falconer Much of the interest of the Falconer Museum collection lies in the importance of Falconer himself. Sir Hugh Falconer was a palaeontologist and a botanist following both studies whilst an employee of the East India Company. A correspondent of Charles Darwin’s, he is now seen as the first person to suggest the modern evolutionary theory of punctuated equilibrium.58 He identified the great woolly mammoth59 and diverse species are named after him: the spiral horned goat Capra falconeri, a bamboo Himalayacalamus falconeri and a rhododendron rhododendron falconeri.60 After medical studies in Edinburgh, Falconer was appointed assistant surgeon in the East India Company. He arrived in Calcutta in 1830 where he visited the Company botanic garden that he would later run. Shortly after, he began palaeontological fieldwork in the Siwalik Hills. The Singhpho people in the Assam state of India were already growing tea but in 1834 Falconer was tasked by the East India Company with investigating where tea could be grown commercially in India using plants smuggled by Robert Fortune from China. In the long run, it was the commercial development of indigenous plants from Assam that dominated the India supply of tea. Andrew Butterworth has commented on the price paid by India for British intervention: the 58 Ruth Fishkin ‘A coat of many colours: Falconer, man and museum’ in Science & Imagination, ed. C. Friauf (Friends of the Falconer Museum) p. 64 59 Ibid. p. 65 60 Tim Murray ‘Botanist, palaeontologist, controversialist: a biographical sketch’ in Science & Imagination, ed. C. Friauf (Friends of the Falconer Museum) p. 79 Page 69
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28 death of many local people when forest areas were cleared for plantations and that India was only allowed to keep 15 percent of plantation profits.61 Falconer’s search for fossil remains of extinct fauna in the Siwalik hills were important for the evolutionary history of large vertebrates and he amassed a large collection of fossils. Following various publications of the work, in 1837 Falconer jointly received the Wollaston medal of the Geological Society of London for it.62 Hugh Falconer is recognised as the father of palaeontology of India63. He returned to Europe in 1855, engaging in contemporary scientific debates and carrying on palaeontological and archaeological fieldwork in Europe. His contribution to natural history and theories of evolution are significant and can be understood from even the partial remains of extinct animals in his collections. As he wrote to his niece: “a tooth or the end of a joint, found in a rock, is as conclusive evidence of the former existence of an animal as if all the structure – skin, flesh and blood, and living limbs – were before us.” It is this sense of excitement of the discoveries revealed by his collections that a reopened Falconer Museum will need to communicate. The Falconer Collection The Falconer Collection contains unique artefacts that are of national and international interest. Some elements of the Collection are unique to the Falconer and therefore represent a strong Unique Selling Point for future development. Falconer’s discoveries brought to light a vertebrate fossil fauna “unexampled for extent and richness in any region then known.” It included the earliest discovered fossil four-legged species of mastodon, elephant and rhinoceros; new subgenera of hippopotamus, a huge giraffe-like creature (sivatherium), species of ostrich, crocodiles, the enormous tortoise colossochelys, and fishes.64 A range of mammals including elephants, extinct hippopotamus and reptiles are represented in the Falconer Museum and are significant.65 Fossil wood and plants are also in the collection. Some fossils are Devonian, local finds including fish and plant fragments. There are Jurassic fossils including, ammonites, plants and an ichtyosaurus rostrum. The specimens are from wide-ranging sources across the world. The lithics (stone tools worked by humans) is small but significant. The Palaeolithic flints cover human prehistory and rival in antiquity collections at National Museum Scotland, the Hunterian Museum and Kelvingrove Museum covering Lower Palaeolithic age, Middle Palaeolithic age and Upper Palaeolithic age. “…the three lithic industries are associated with three different species of humans, namely homo erectus, homo neanderthalensis and homo sapiens. The former two 61 Royal Botanic Gardens Kew, Read and Watch: The history of Tea from China to India’ by A. Butterworth last modified 2 October 2015. 62 Tim Murray ‘Botanist, palaeontologist, controversialist: a biographical sketch’ in Science & Imagination, ed. C. Friauf (Friends of the Falconer Museum) pp. 77-83 63 Vijay Sathe ‘Founding father of the new science of palaeontology: Hugh Falconer seen from an Indian perspective’ in Science & Imagination ed. C. Friauf (Friends of the Falconer Museum) pp. 104-111 64 Bettany, G. T. Dictionary of National Biography, 1885-1900, Volume 18 Falconer, Hugh p.161 Retrieved 9/9/24 65 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 12 Page 70
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29 species are extinct…”.66 The hand axes from St. Acheul come from a place known as a site of earliest human culture in Europe – a ‘type-site’. “The St. Acheul hand axes are stunning examples of their type and individually played a role in providing evidence about the evolution of the human race and theories on ‘deep time’.”67 Highlights from the Falconer collection are currently displayed in The Falconer Room on the first floor of the museum. The original bequeathed collection was expanded in the 1870s with collections of antiquities, fossils, natural history specimens and coins. Most of Falconer’s original material is in the Natural History Museum in London but the Falconer Museum collection of 412 specimens is also important. Some specimens were relocated to the Geological Society of London and the status of these needs examined. The Falconer Collection is a great asset which could be presented and interpreted in new and exciting ways to increase their attractiveness and educational potential, augmenting the viability of the new business model and supporting an audience development and marketing strategy. There is also a Falconer Archive. As well as information about Falconer, the archive may yield information about pioneering geologist Joseph Prestwich and about geologist Lady Grace Anne Prestwich who is as yet under researched. There are also letters written in Persian deemed to be of potential significant research value. The antiquarian working Falconer Library of the original museum contains about 300 works, including rare, hand illustrated books on natural history. Moray Museums Service Collections When Moray District Council took over the running of the Falconer Museum, “a more defined collecting policy was adopted with a focus on local and regional history”.68 From 1975 to 2019, eight heritage venues were supported by Moray Council in addition to the Falconer Museum and some of their collection items were accessioned into the Moray Museums Service (MMS) collections,69 with some 39% of the MMS collections devoted to Social History.70 The collection now includes local history, archaeology, botany, geology, natural history, ethnography and palaeontology. A significance review was carried out by Helen Avenell Heritage Associates in February 2024 upon which the information in the table (on next page) is based, as are the descriptions following. Collection Type Significance level Falconer Falconer Fossils Scientifically valuable and historically significant (further research advised to establish significance) Falconer Falconer lithics – incl. Internationally significant 66 Torben B. Ballin ‘Three different species of humans: an exceptional assemblage from an exceptional museum’ in Science & Imagination: True Stories from the Falconer Museum ed. C.H. Friauf (Friends of the Falconer Museum, 2022), pp. 21-22 67 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 12 68 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 4 69 Ibid. 70 There may be a collection of firearms which might legally need to be disposed of or rehomed by the Police or Army in the event of ownership ceasing to be publicly funded. Page 71
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30 Collection Type Significance level St. Acheul hand axes Falconer Falconer Archive – incl. letters written in Persian Potentially significant (further research needed) Falconer Falconer Library Includes rare antiquarian and illustrated books MMS Archaeology Nationally significant “unmatched in any regional collections in Scotland” MMS World Cultures Small but significant MMS Herbaria Nationally (possibly internationally) significant MMS Social History Locally (Forres) and regionally (Moray-wide) significant MMS Taxidermy Small but significant especially for engagement and educational use MMS Peter Anson collection Significance not stated but likely regional based on focus on the Moray coast and Buckie Table 1: Data supplied by Moray Council, with ref. to Moray Museums Service Collections Overview, 2024, HAHA Consulting Herbaria The herbaria collection numbers approximately 6000 specimens which have never been researched in depth. However, some species are now rare, endangered or possibly extinct providing a valuable record of plant DNA and biodiversity. The distinct collections within the herbaria have national significance. They include the Straith Herbarium, Innes Herbaria, Keith Herbaria, Dunbar Herbaria and Richter Herbarium. The Straith Collection dating from the late 1700s are the oldest known preserved plant specimens from Forres and possibly amongst the oldest herbarium collections of Scottish plants. The 19th-century Innes Herbarium represents a unique DNA archive of plant material from Moray. The Richter Herbarium represents a later 20th- century collection mostly of mosses and liverworts plus insect specimens. Archaeology The Archaeology collection comprises over 2,000 objects including finds from many of the major prehistoric cultures of Europe. It “is unmatched in any regional collections in Scotland”.71 It includes Falconer’s lithics collection, fossilised deer antlers, teeth and flint fragments from France and Great Britain donated by Lady Grace Prestwich and Neolithic and Bronze Age tools. World Cultures The World Cultures collection contains material from Africa, Canada and East Asia. In 2016 the Falconer Museum repatriated a Maori skull to representatives from the Museum of New Zealand / Te Papa Tongarewa. This may represent an opportunity to find out more about other Maori 71 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 17 Page 72
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31 objects in the collection and work with originating communities in the same way that Perth Museum has done with its Maori collections. It also contains at least one item from Falconer’s own collection: a Himalayan ceremonial robe72. Taxidermy The art of taxidermy was first made popular in Great Britain by the Victorians, who were enthralled by representations of exotic travel and wilderness. The MMS taxidermy collection is small but significant and while not comprehensive, should be considered as useful for engagement and educational use. The earliest of the taxidermy collection was acquired shortly after the museum opened. James Brown was a barber in Forres and taxidermist working in Forres in the late 1800s. His collection includes contemporary birdlife and other fauna from the local area. The remainder of the taxidermy collection mostly comprises roadkill from Moray and Sutherland, including examples of local birds and animals prepared as study skins and mounted specimens. Social History These collections comprise approximately 39% of the overall MMS collections and include objects both with a defined connection to Forres and/or Moray more widely, and objects with a broader social history value. The collection includes personal possessions, ephemera, tools, furniture, uniforms, transport and civic memorabilia. Much of the collection dates from the nineteenth and twentieth centuries although there are some objects from earlier periods such as those relating to the Forres Tolbooth. The social history collections represent a broad span of objects that represent the identity, place and lives of the people of Moray. Peter Anson Collection This collection of approximately 800 watercolour paintings and sketches represents the work of the maritime author, architect and artist Peter Anson (1889-1975). Anson spent much of his adulthood among the fishing communities of North East Scotland recording a way of life that has now disappeared, with a distinctive artistic style based on his original training as an architect. In 1938 he settled on the Moray coast, first at Portsoy and later at Macduff. In 1973, Peter Anson offered 400 of his paintings to the people of Buckie for display. This original offer by the artist was made as a bequest to the people of Buckie for display in the Maritime Museum which was then located in the Town House. An additional 430 of Peter Anson’s works were bequeathed to the care of Moray District Council in 1979, four years after his death. The collection includes Anson’s archive of diaries, letters, manuscripts and his library. The remaining collection is on long term loan which is subject to agreements with terms including that the collection “shall be displayed in any museum operated by the Borrower and which is registered or accredited”. In the event of the closure or dissolution of Moray Council Museum Service the cost of transfer to suitable heritage grade accommodation “shall be met by the Moray 72 Ruth Fishkin ‘A coat of many colours: Falconer, man and museum’ in Science & Imagination, ed. C. Friauf (Friends of the Falconer Museum) p 66. Page 73
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32 Council.” The loan does confer rights to reproduce or to publish for education, research or “to offset storage and care costs” (not copyright). 73 Known collection loans and locations Some of the collection is on loan.74 Known current collections loans from MMS include: • Artefacts in the Tolbooth in Forres. • Chains of Office on display in regional libraries. • The Keith collection was lent on condition that it should be returned if MMS closed. • Pictures and artefacts from the Council collections are (probably) in the Council’s buildings. Historic Rationalisation and Disposal An MMS Collections Development Policy (2015) set out its approach to rationalisation. • Approximately 22% of the collection was disposed of in 2013 and in the early 21st century. • In 2014 MCMS held 899 objects from the Tomintoul Museum. The Tomintoul Museum collections that are not on display at the Tomintoul and Glenlivet Discovery Centre are no longer held in MCMS stores. Other local collections were returned but clear documentation is lacking. Falconer Museum visitor data Annual visitors in person Visitor data has been collected in a variety of ways across the years and apparently for different purposes making robust annual comparisons difficult. From the information available it would appear that there were a higher number of visitors (c. 14,000) from 2009 to 2012. Intermittent visitor information is available for 2012 - 9,307 visitors and 2014 6,294. Taking an average of visitor numbers suggests a stable visitor number from 2016 to 2018 between 6,000 and 6,500. The Museum’s capacity on the ground floor area is 140 and on the 1st floor balcony is 60 – a total of 200 at any one time. This will always limit overall capacity. Seasonality and Outreach Even when the Falconer Museum was an all-year attraction, visitor figures from 2009 to 2013 show peak visitor months as April – October, with significantly fewer visitors November to March. 73 The Peter Anson Collection is subject to loan agreements, historically between the Trustees of the Sancta Maria Abbey in Haddington and the Apostleship of the Sea (Great Britain). Reference documents: Deposit agreement with Moray final 20-07- 14 Moray Council; Nunraw agreement between the Trustees of Sancta Maria Abbey, Haddington and Moray Council, 25/5/2005. 74 Conversation with Kirsty Conti, Moray Council, 5 September 2024 Page 74
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33 From 2015, opening was reduced to April – October, Tuesday to Sunday. Figures for 2016-19 show July-September as peak months.75 A ‘Visitor Yearly Comparisons’ document summarising events and exhibitions in 2009/10, 2011/12 and 2012/13 suggests that group and school visits for specific events drove visitor numbers. However, exhibition data is combined with events and it is therefore impossible to ascertain whether exhibitions or events drove the visit numbers. However, it is clear from the data that not every exhibition drove strong numbers. The Museum historically had an outreach programme running during school terms, with 18-23% of its engagements in 2009/10 to 2011/12 classified as outreach. In 2012/13, 388 pupils from 17 schools visited the Falconer Museum and staff visited 47 schools reaching 1,264 children. Loan boxes were designed to meet curriculum demands and were clearly useful. It is worth noting that a significant amount of outreach activity happened outside the museum, perhaps a reflection of its small size. This activity does also mean that the impact and reach into the community of the Falconer Museum is underestimated if only in person visitor numbers are used to gauge its success. Audiences snapshot 201976 • Before closing in 2019 the Falconer Museum received 6,294 in person visitors. • Talks given outside the Museum reached 2,717 people, and festivals and events out with the museum reached a further 3,948 people suggesting that the full impact of the Falconer Museum cannot be assessed only by considering its in person visits. • Adult events only attracted 21% more visitors than Friends meetings which may suggest a very high number of regular repeat visitors making up the total numbers. • The Falconer Museum received 32,966 website visits and the website continues to receive significant traffic. • In the last 7 months of operations, visitor demographics were: Moray 2,748, Scotland 597, UK 632, World 551. 75 The P&J (October 9 2019) Fury as blame being laid at the door of voluntary group for museum closure Retrieved from: Aberdeen Press & Journal 76 Figures derive from Moray Council supplied internal documents, including compiled visitor numbers spreadsheet (2019- 2020), yearly visitor comparisons (2016-19), and the Draft Museums Annual Report 2018/19 Page 75
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34 Financial history As part of the Council’s 2019/20 budget review the decision was taken to close the museums services in March 2020 as there was not a suitable organisation or body at the time to transfer to. The reported estimated savings from the closure of the Museums Service (staff and related operational costs) was £87,000. In its final year of operation (2019/20) a budget was set for the museum of £114,300, although actual spend was only £66,400 up to one month before final closure in December 2019.77 Prior to closure the museum had part-time paid staff (employees of Moray Council Museum Service) who were supported by volunteers from the Friends of the Falconer Museum. By 2016- 2017 however, the Friends were inputting significant volunteer hours supporting the day-to-day management of the museum - around 1,295 hours p.a., or the equivalent of one full-time employee carrying out 37 weeks work. At the same time, trends show a decline in volunteer participation in Moray post COVID, with key drivers stated as lack of childcare; increase in unpaid caring responsibilities; increase in pension age.78 Anecdotal information collected through consultation suggests that at the level of funding the museum was receiving prior to closure, it had insufficient budget and resource to thrive, develop partnerships with others, or develop effective marketing and activities that would generate visits. The Falconer Museum has always faced financial difficulty. There was a historic issue with dry rot, and ongoing maintenance costs for the building - historically, cyclical crises were resolved through private bequests, however the last bequest appears to have been given in 1955. More recently, the Museum and associated supporters have successfully fundraised from grant giving bodies, most notably to carry out refurbishment in 2007 with a Heritage Lottery Fund grant of £353,000, however, there has not been a history of planned, ongoing strategic fundraising. A summary of known fundraising is listed below: Year recorded Description of income / fund 2004 HLF- £353,000 for refurbishment and outreach staff 2006 National Fund for Acquisitions - £3,000 for conservation of portrait of Alexander Falconer 2008 The Royal Society - £2,500, ‘Local Hero’ arts project. 2010 National Fund for Acquisitions - £650, purchase of the Forres yard. Part of the weights and measures collection, a brass yard which trading standards used along with bushels and Scots’ pints 2012 Scottish Books Trust, ‘Christmas Magic’ poetry projects 2013 Scottish Books Trust, ’Live Literature’ – Christmas Magic events 2014 Museums Galleries Scotland - £810, Festival of Museums 2017 Creative place, ‘Project Arts’ - £3,000 for ‘Indian Adventures’ exhibition and events, in partnership with artist Marion Normand Table 2: Data supplied by Moray Council 77 Moray Council Museum Division Budget Monitoring Report 10 December 2019 78 Office of National Statistics, 2022 household survey Page 76
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35 Key consultation findings The following findings are drawn from consultation with key stakeholders undertaken between September and October 2024 through one-to-one interviews, and in-person group meetings with members of the Museum Action Group, representatives of Moray Council’s Economic Growth & Regeneration Team, elected members of Moray Council and individual stakeholders. Ambition for the future There was consensus from all consulted during the project to see the Falconer Museum open again, with the primary purpose and function of a museum for public benefit, with a key exhibition and programme focused on the content of the Falconer Collection, Hugh Falconer himself, and artefacts and narratives related to Forres history and people. There was a shared interest in this purpose being delivered through refreshed Falconer displays focused on fossils and archaeology designed to make the Falconer Museum an attraction that will engage local families and tourists. A programme of exhibitions in the museum by and for local people to generate repeat visits was also a priority. In addition, a desire was expressed to see temporary loans of items from the collection across the region and educational activities. There was understanding that a thriving and busy Falconer Museum in the heart of Forres would contribute to the vibrancy and development of Forres town centre and would attract and contribute footfall and related spend for local businesses and services. There was a strong belief that new and renewed engagement with the Falconer Museum and its collection could play an important part in community wealth building, wellbeing, diversity and inclusion, and in local and regional pride in its collection. Identified governance needs Consultation revealed that the Friends of the Falconer Museum would not currently wish to take on full responsibility for ownership or sole management of the museum building and collections. Criteria essential to developing appropriate and efficient governance for the Falconer Museum emerged through consultation which included that: • There should be a sustainable group formed to take on the operation of the museum. • That the group should conform to a known legal framework that is compliant and meets the needs of public and community stakeholders (e.g., for the receipt of public funds and private fundraising, museum accreditation, representation of local partners). • That this group should be formed primarily by individuals from Forres, who have an interest in Forres and the museum’s role in its future development. • That this group must be able to work in partnership, building on and complementing the work of active and related Trusts and groups in the areas. • That the group is sufficiently resourced in terms of finance, skills and capacity to deliver a business plan and generate income which will deliver its purpose long term. Different suggestions were made in relation to governance which are explored more fully in Options for the Future, and the Outline Business Case. Page 77
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36 Management needs Individuals from the Museum Action Group were consulted on the skills and experience they could bring to a re-opened Falconer Museum. These individuals demonstrated a high level of experience and a broad range of skills pertinent to the successful governance and operation of the museum. This included individuals with skills in: • Customer service and people management • Administration and events management • Design and museum interpretation • Business management and organisational development • Legal, finance and fundraising There was a strong desire expressed for professional museum/heritage expertise to be factored into future resource. It was further suggested that a contractual arrangement with Moray Council for the supply of goods and services (Service Level Agreement) be put in place, particularly across delivery of the museum’s first Business Plan, as the organising group establishes itself and transitions the museum from closed to open, with capacity for fundraising and an active programme in place.79 In the meantime, management and maintenance are needed regardless of public access. The building’s history of expenses incurred because of dry rot underlines the importance of regular inspection. Important resources for the future Volunteers There was an understanding that volunteer support would be a necessary resource in a re- opened Falconer Museum, however there was a strong desire to ensure that this resource was not used inappropriately, and that there was paid, professional museum and/or heritage expertise as part of any future model, for the appropriate management of the collection, and to ensure skilled engagement and interpretation. Individuals taking part in consultation stated that, to remain engaged they need: • Moray Council to recognise the worth of the museum and its collection for Moray; • To see the momentum around the Forres Conservation and Heritage Scheme built on; • Joined up local communication to ensure ongoing engagement with planning for the museum’s re-opening; resulting in • Confidence that there is sufficient local support to operate the museum long-term, evidenced by positive action as an outcome of this consultation. 79 Useful guidance for Councillors on ALEOs is available. See Standards Commission for Scotland (2016) Advice for Councillors on Arms Length External Organisations. Retrieved 11 9 2024 Page 78
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37 Partnerships There was also a strong desire expressed to explore, develop and pilot mutually beneficial partnerships with FACT, Forres Heritage Trust, Forres Volunteer Coordinator to ensure the museum has sufficient resource for regular opening and special events. Delivery of a Forres Information Hub accessible at all times or a venue hire income generation stream for example could be a coordinated effort between FACT and the Falconer Museum. Good partnership working requires clarity from all concerned around roles and contributions, and people to develop and maintain good partnership agreements. Skills There was consensus around the benefit of harnessing local networks and social media in the promotion, communication and engagement of different audiences with the museum, its collections and any future events programme or commercial hire offer. This will require active coordination and project management of the museum in local initiatives such as Forres Connected, and sufficient digital and social media skills. What people feel is unique about the Falconer There was consensus around a number of unique points of difference and interest that the Falconer Museum can contribute to both the Forres and Moray-wide heritage offer for its local community and visitors alike. These included: A unique and significant collection with a focus on fossils, (and palaeontology), natural history and archaeology which are of growing interest in scientific and climate research. Noted also were links to related heritage, collections and tourist trails in Moray (particularly Pictish artefacts). International themes through the story of Hugh Falconer and his collection, particularly in relation to India and China. The museum store and archaeology lab were understood to be both unique and underused resources which could be of benefit to stakeholders in Moray and further afield. People were also proud of and felt the museum building was architecturally important in itself. Who people feel the museum is for Consultees felt a re-opened museum should serve local individuals and families in Forres and wider Moray communities and build a long-term relationship with regional schools and higher education institutions. There was also a desire to connect with local and regional initiatives (such as Forres Connected and Visit Moray Speyside) to attract visitors and day-trippers to Moray to the museum and its collection. There was a strong interest in developing intergenerational projects, with an opportunity to build relationships with local groups and care homes supporting dementia care identified. Aspirations were also expressed in developing relationships with national and international academics with research interests related to the Falconer Collection, and with related national collections. Page 79
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38 Working in partnership with local stakeholders, the Falconer can grow seasonal audiences through hosting activities linked to the regional events calendar such as the Findhorn Bay Arts Festival, Moray Winter Festival, Moray Walking & Outdoor Festival or national events such as Doors Open Day. What people feel is important for the collection Consultation surfaced real enthusiasm and a strong desire to see a ‘new’ Falconer highlighting and increasing access to the most important items in the Falconer Collection to improve the museum’s impact and reach. A need was identified for clear messaging around the museum, and in display interpretation, with target audiences in mind. It was felt that having a largely static exhibition in a small, traditional museum had not been successful in attracting visitors and return visits to make a sustainable business model, or to contribute to the needs of local schools. There was a strong desire also to see better promotion of connections for the collection and wider audiences and interest groups. Almost all of those consulted in this process expressed a desire to the Falconer Museum regain its status as an Accredited Museum. Consultation also raised interest in investigating future loans from the original Falconer Collection (now held in national organisations), and referencing the extraordinary fossil discoveries made by Hugh Falconer, even where these are not represented in the local Falconer collections as they provide valuable context and signify the importance of the collection overall. A proposal for rationalising collections to ensure a focused display offer at the Falconer Museum was welcomed. This suggestion was to focus the Falconer on palaeontology and fossils, archaeology (including lithics) and natural history as well as Forres collections. This proposed rationalisation is spelled out in Recommendations, p.60). Income model considered Income generation and fundraising will be essential for the long-term viability of the Falconer Museum. In consultation there were some reservations expressed about charging an entrance fee to the museum, but these tended towards ensuring a suitable range of discounts which of itself is perfectly achievable alongside a charging model. In consultation about the proposed range of options, a charging option was selected. Consultation also surfaced openness to a range of income generation initiatives which could be explored, with the caveat that these should not detract from the museum’s core purpose (as set out above). Suggested income generation activity included: Income strand / activity Delivery method Entrance fees to museum (exhibitions, related events, exhibition/ store tours) Ticket sales Annual memberships / subscriptions Membership packages with benefits Fundraising for projects and programme activities Trust and foundation applications; grant applications Page 80
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39 Income strand / activity Delivery method Sponsorship of special events / exhibition programme Business proposals to local / relevant businesses Education and social outreach activities (workshop materials; learning resources) Paid school / social care delivery contracts / agreements Venue hires of museum for weddings, corporate functions, hosting summer/ Christmas markets. Hire of the Archaeology Lab by higher education institutions / commercial businesses. Service delivery contracts with private individuals; local enterprises; academic/commercial users. (Some of these could be partnered / joint events with the Tolbooth and Town Hall) Table 3: Summary drawn from consultation activities. Suggested opportunities for the future The following list is a summary of future opportunities for the Falconer which have emerged through consultation, and the desk research (in particular, reporting from the Forres Conservation and Heritage Scheme consultation completed earlier in 2024). These are included as a record of potential ideas and projects the Falconer Museum could consider to engage audiences and stakeholders with the museum and collection in future, when it has re-opened and has capacity and resource to do so: Contributing to town centre redevelopment • If awarded, the Forres Conservation and Heritage Scheme (FC&HS) will see investment that refreshes the public realm in front of the Museum (£65,000 investment budget for Museum Plaza).80 This will provide an attractive outdoor space in which museum-related activity can take place and help to attract audiences into the newly opened Falconer Museum. • Integration of the Falconer Museum with Forres Connected and the Forres Interpretation Reference Group, e.g., o High St Histories builds on the photographic archive of the Forres Heritage Trust to develop online exhibitions and archive of the history of Forres - a subject that could lead to a series of changing exhibitions of relevance for local people in partnership with the Falconer Museum. o Connecting and integrating Falconer Museum activities into Forres Connected marketing initiatives. o Forres Interpretation Reference Group intends to bring new, interactive and exciting interpretation to complement existing displays in the Falconer Museum with stories of Forres and the history of the “toun”. o The Lost Orchards and the Varis Bobbins projects could be tied into and be showcased at the Falconer.81 80 LDN Architects (May 2024) Forres Conservation Area Management and Maintenance Plan 113 81 HAHA and MADE (May 2024) Forres Conservation & Heritage Scheme Activity Plan Page 81
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40 Exciting and meaningful heritage engagement • The Falconer Museum can help the refreshed Museum Plaza fulfil its purpose as a “key gathering space” through its hosting of museum-led community engagement activities. For example, a proposed Findhorn Bay Arts commission to deliver a Missing Museum project in Forres with creative consultants The Imaginarium in March 2025 is a potential partnership opportunity which could help the museum raise its profile, engage and excite local people with a ‘new’ Falconer as it moves to re-open in 2025.82 • The Stove (Dumfries) has worked in partnership with Historic Environment Scotland (HES) to establish Creative Caerlaverock, a creative learning and engagement project (including a Centre for Creative Learning) deeply rooted in the heritage of Caerlaverock Castle and its surrounding area. With a number of Forres town centre streets (and of course the Sueno Stone) listed by HES, there could be potential projects delivered in partnership with HES that help to dynamically engage Forres people and tourists with the town and the museum’s collection through time.83 Health and learning partnerships • Working with local schools, Leanchoil Trust and Moray Council (e.g., Learning & Education, Children and Young People, Young People in Care, Health & Social Care) the Falconer Museum could develop outreach pilots and projects that directly support the Moray Partnership Community Planning Partnership’s priorities for young people and older people in care, or living in isolation. • While it was not possible to directly engage Glasgow School of Art (Forres, Highland Campus) in the timeframe of this project, consultation and correspondence suggests that there are partnership opportunities for the museum with GSA: as a creative, educational and research resource for its students and staff; through special museum visits and learning events which introduce new students and staff (particularly international students and visiting lecturers) to the history and culture of their academic home in Forres. • Local funder William Grant Foundation supported a year-long initiative (2020-21) to recruit young people (aged 18-30) in the early stages of their careers, and prepare them to join arts and heritage charity boards. The 18 individuals undertook an intensive training programme on the roles and responsibilities of Board trustees, including an introduction to the charitable sector, the general duties of charity trustees, the differing roles and responsibilities of trustees and staff, effective meetings and decision making, understanding charity finance, and the difference that a board member can make.84 This suggests an opportunity to approach the Foundation about its Youth Opportunities fund to support engagement of younger people in the governance of the museum.85 82 The Missing Museum Project, designed and delivered by The Imaginarium (creative consultant DJ MacDowall) was originally commissioned and delivered for The Stove in Dumfries in August 2023. 83 Creative Caerlaverock, The Stove Dumfries and Historic Environment Scotland. 84 Culture & Business Scotland, New Voices, Fresh Perspectives project, 2020-21 85 William Grant Foundation, Youth Opportunities Fund Page 82
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41 Art and craft retail and merchandise Moray has a number of high-quality freelance art and craft makers and organisations with whom the Falconer could partner to sell high quality art and craft through the museum shop. These include: • Makers represented by Craft Scotland and Visual Arts Scotland such as local silversmith Iona Hall.86 • North East Open Studios delivers coordinated marketing, promotion and selling opportunities for art and craft makers across the north east of Scotland, including promotion of the North East Open Studios Moray Coast Artists and Makers Trail.87 The map includes at least three makers in Forres including Georgina Porteous (Glass), Iain Campbell (Ceramics) and ACME Atelier (heritage craft) with many more listed in the nearby. • Graduating students from the Glasgow School of Art. Practical changes Some practical suggestions were also raised to increase the Falconer Museum’s opportunity to engage people more effectively, including: • Most of the oversized display cases relocated to suitable non-museum venues with appropriate security across Moray • Requests for improved, more engaging and dynamic interpretation of artefacts on display in the museum. • Consider limited winter and summer opening hours with winter catering especially for local people of all generations to demonstrate relevance and need locally. • A few consultees also suggested rebranding the museum (to the Forres Falconer) to be more overt about the museum being for local people as well as tourists. 86 Craft Scotland, Visual Art Scotland 87 North East Open Studios Moray Coast Trail 2024 Page 83
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42 Conclusions A desire to see the Falconer Museum open Despite facing many challenges across its 153-years, the Falconer Museum has survived as the only museum of its size and type amongst Scottish accredited museums, holding a unique and important personal collection in a Victorian museum building named after its founder and collector. While consultation on the future of the Falconer Museum saw passionate debate from the Museum Action Group and broader stakeholders, the overall consensus was a desire to see the Museum open once again, operated and managed with an exhibition and programme engaging and attracting audiences, and purposefully contributing to the local economy and community. Contributing to strategic priorities The desk research demonstrates several strategic regional priorities and outcomes which the Falconer could meaningfully contribute to with a sustainable heritage offer, principally to the local economy by attracting visitors and contributing to Forres town centre re-development. In can contribute to increasing the cultural and heritage reputation of, and local pride in the museum, and in turn the cultural and heritage assets of Moray. The knowledge and learning within its collections can also be of direct value and benefit as an educational resource for attainment in the region for Moray’s primary and secondary schools, to higher education (e.g., Glasgow School of Art, UHI Archaeology Institute), and potentially in partnership with new proposals such as the Moray Growth Deal’s investment into the Leanchoil STEM Hub. Delivering benefit for the community in partnership The desk research also demonstrates there are community needs which a re-opened and active museum in Forres could usefully serve. Rural poverty, social isolation and mental health and wellbeing are of primary concern to the Moray Community Planning Partnership which has key actions in relation to life-long learning, youth engagement, employability, active citizens and social prescribing. These are areas where a local, accessible museum with active and inclusive volunteers can support new and different solutions for wider local partner needs. For example, participants in the consultation showed interest in developing intergenerational projects, and building new relationships and projects with local groups and care homes supporting dementia care. Moray has a healthy heritage offer overall, but it is currently not well ‘joined up’ or coherently promoted. Work by Visit Moray Speyside, the Forres Conservation and Heritage Scheme (FC&HS) and the UK Shared Prosperity funded Forres Connected project are making inroads to resolving this. The Falconer Museum could be actively involved in these. Building and strengthening mutually beneficial heritage-focused partnerships between a re- opened Falconer Museum and established Forres organisations and groups (e.g., Forres Heritage Page 84
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43 Trust, FACT, FC&HS, Findhorn Bay Arts, Forres Connected and the forthcoming Leanchoil Trust) will bring sustainability and benefits for these stakeholders, the local community and economy, particularly in relation to tourism. Supporting Forres tourism and the local economy Statistics show 41% of the domestic visitors to Moray are coming for heritage and culture purposes. The content of the museum’s collection can fulfil visitor interests, and attract new ones, through content relating to popular and local history, and more specialist interests in archaeology and natural history, as well as Pictish trails and tours. Prior to closure, the Falconer Museum was acknowledged as a Visit Scotland 5 Star Visitor Attraction. An open museum with a changing exhibition offer can support Moray’s tourism objectives to grow visitors and day-trippers and their economic impact in the region and can play a part in developing the festival activities (e.g., Moray Walking & Outdoor Festival, Moray Winter Festival) and national events such as Doors Open Day. Prior to its closure the museum was welcoming around 6,000 per annum and many more through activities in the region. Desk research shows that key to attracting and growing audiences (particularly families, the museum must meet contemporary audience aspirations for more dynamic, engaging and exciting displays and interpretation, connected and promoted through digital channels. These activities require resource, professional skills and capacity – fundamentals which are supported by 64% of independent UK museums charging admission fees. Regional benchmarking shows that most museums and heritage attractions in Moray charge admission, and most have an income model which combines this with fundraising and other income generation. These are all measures which a re-opened Falconer Museum will need to consider for long-term sustainability. Repositioning the Falconer Museum and Collection Recent collection analysis and historic studies highlight the significance of the collection Hugh Falconer amassed, with published texts illustrating the excitement and significance of the discoveries it holds. This excitement must be communicated however, and a refreshed Falconer Museum will need to select, display and interpret objects to bring out their importance, relevance and interest to all target audiences, including tourists and families, not just specialists and experts. In consultation there was a strong belief that a ‘new’ Falconer Museum could play an important part in community wealth building, wellbeing, diversity and inclusion, and in local and regional pride in its collection. Consultation also surfaced real enthusiasm and a strong desire to see the museum highlighting and promoting the most important items in the Falconer Collection to improve the museum’s impact and reach through refreshed exhibition displays. Participants also asked for museum exhibitions and displays that tell a compelling story about Hugh Falconer (including his travels and relationship with India and China), the Collection, Forres history and its people which speak to local individuals and families, as well as tourists. A proposal for rationalising collections to ensure a focused display offer at the Falconer Museum was welcomed. Page 85
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44 The desk research and consultation also highlight that there are many ways in which a future Falconer Museum could partner with local initiatives such as the Forres Conservation and Heritage Scheme, with national agencies such as Historic Environment Scotland, with creative organisations such as Findhorn Bay Arts, and with local art and craft makers around exciting heritage and learning projects that engage communities and attract investment, and high- quality products and merchandise that contribute to income generation. In addition, new national data driven opportunities (e.g., Museum Data Service) can help the museum raise awareness and connect with museums and academics across the UK. Resourcing and structure Participants expressed a desire to see independent governance and a sustainable operational model for the museum, compliant and fit for purpose, with individuals from Forres involved. Access to professional skills and volunteering will be critical to a successful museum – members of the Museum Action Group demonstrated a high level of pertinent experience, but did raise concerns about availability and capacity of volunteers in Forres, highlighting the need to attract new (and younger) volunteers for long-term succession planning. There was also awareness that professional museum expertise would be essential as part of a forward model if it is to meet aspirations for accreditation. Consultees had realistic expectations about the need for fundraising and income generation for the long-term sustainability of the Falconer Museum, noting that a Service Level Agreement with Moray Council would provide much-needed stability as it transitions from a closed, to an open and active museum. A range of income generating opportunities were considered including admission fees, membership, fundraising, sponsorship and venue hire. There was also consensus in relation to the importance of working in partnership and being a ‘good partner’ for local stakeholders such as FACT and Forres Heritage Trust. Museum accreditation The majority of the museums benchmarked for the desk research are also accredited museums. Prior to its closure the Falconer Museum was accredited, and consultees were keen to see this regained. Museum Galleries Scotland primary requirement for accreditation is that heritage collections are cared for, accessible and shared. In order to become accredited, organisations must meet specific best practice criteria. Strategic support through an Accreditation Mentor should be sought by the Falconer in re-applying for museum accreditation. There are also now two new professional networks in the Moray and Highland area through which the Falconer could benefit in terms of peer-learning, knowledge sharing and support. These are Museums Heritage Highland and the North East Scotland Heritage Network. Page 86
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45 Options appraisal An options appraisal process was undertaken in consultation with Moray Council and members of the Museum Action Group in October 2024. Options development was informed by the desk research, consultation with members of the Museum Action Group and stakeholder interviews, resulting in a longlist which was reviewed against assessment criteria (see below) to generate a shortlist of five options for detailed review. Process Assessment criteria Assessment criteria were defined for the operating model and the governance model (see table below) on the understanding that a preferred operating model would be identified, for which appropriate governance would be defined. Operating Model Governance model Sustainable business model Supports function of public museum More people engaging / valuing collection Can work towards accreditation Supports partnership working Contributes to Forres development Appropriate skills / sufficient resource Raises funds and generate income Able to be accountable and manage funds Manage risk to the museum and collections Forres people led Assumptions In developing the shortlisted options, it is assumed that: • Good governance and good partnership will underpin all of the future Falconer Museum’s activities. • The museum’s primary collection focus will be archaeology, geology, palaeontology, natural history (including herbarium), Forres heritage and local history items associated with Falconer and Forres. • The Moray Council will have some role as the museum transitions from closed to open in a new operating model. • Recommendations and decisions around parts of the Moray Museums Service Collection not included in the focus above will be considered separately. Page 87
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46 Discarded options A number of options and suggestions generated through the process were discounted, including: Discarded option Reason A Community Asset Transfer to the Friends of the Falconer Museum Discounted by Friends of the Falconer Museum Continue as a Moray Council managed museum Discounted by Moray Council. Turning the museum into a mixed-use space for hire / delivery of services. The museum is quite a small and inflexible space for a mixed-use model. There is limited storage for equipment, stock and appliances Limited space for catered events and the museum store is not close enough to support event ‘change-arounds’. Collapsible museum cases are unlikely to meet standards for museum objects. Combined income from shop, merchandise, cafe, venue hire unconvincing on its own. Puts the Falconer in direct competition with Forres Town Hall. Café only There are a number of local cafes in Forres already – another will increase competition and reduce overall benefit to the town. St Laurence Church integrated into model to provide additional museum display and access space for Moray Museum Service collections.88 The principal challenge to the long-term sustainability of the Falconer Museum is capacity to manage liabilities, including the maintenance of its building. Bringing another venue into consideration of the long-term model for the Falconer worsens the sustainability problem, and risks diluting the mission clarity of the museum. Shortlisted Operating Model Options The following pages present the options as discussed with the Museum Action Group and Moray Council at an open workshop in October 2024. For all options: • Property management includes rates, supplies, building costs, licenses, maintenance, repairs. • Earned income includes retail and merchandise sales through shop, venue hire (weddings, corporate, rental of archaeology lab), outreach activities (education, wellbeing, community), partnership events and exhibitions (e.g., craft fairs, seasonal markets). 88 The Church of Scotland has announced the closure of St Laurence Church, Forres, at the end of 2024 and is inviting community suggestions for new uses / ownership of the building. Page 88
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47 Shortlisted Options Table The following tables present all of the shortlisted options: 1. Permanent Closure 2. Status Quo / Managed Closure 3. Open High Days and Holidays 4. a) Charging Museum under existing ownership b) Free Museum under existing ownership and c) Charging Museum under new ownership 5. Integrated into wider cultural / leisure operation Option 1 Features Partners Governance Est. Inc £ over 3 yrs Est. Exp £ over 3 yrs PERMANENT CLOSURE Moray Council cease maintenance of Museum and Store Disposal of collections through formal museums process. Sale or Council re- purposing of building. Museums Galleries Scotland Local / regional museums Moray Council manage legal, functional and heritage disposal and closure process. Collections gifted to other museums and heritage centres (as far as possible). Buildings and collections move to new ownership, over time. Property Sale (one-off) c.£100,000 Staff to rationalise collections £88,000 LA funding x 3 years £105,000 Interim maintenance £105,000 £205,000 £193,000 Pros Cons ● Clear resolution of an outstanding issue. ● Not a ‘quick’ solution – likely to take 3+ years to enact. ● Cost and resource implications to disposing of collections. ● Loss of an important cultural asset to Forres. ● Risk of legal challenge. ● Reputational risk to Moray Council. Page 89
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48 Option 2 Features Partners Governance Est. Inc p.a.£ Est. Exp p.a. £ STATUS QUO / MANAGED CLOSURE Moray Council maintain Museum and Store Retain option of occasional opening Rationalise collections Hire of storage space High Life Highland maintain environmental checks Capital expenditure on repairs £80k+ Museums Galleries Scotland Local / regional museums Moray Council maintain ownership of museum and collections. Moray Council continue to contract High Life Highland for collection management / maintenance. LA Funding £30,000 Property management £30,000 Hire of Store (arch. / conservation) £2,000 Museum activities £2,000 Legal costs tbc £32,000+ £32,000 Pros Cons ● Retains option of re-opening. ● If open for 20+ days, may find ways to work towards accreditation. ● Lack of clear resolution of an outstanding issue. ● Unviable medium to long-term business model. ● W eak fundraising case for support. ● W eak partnership opportunities. ● No rates discount. ● Risk of legal challenge. ● Remains in local authority control. Page 90
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49 Option 3 Features Partners Governance Est. Inc p.a.£ Est. Exp p.a.£ OPEN ‘HIGH DAYS AND HOLIDAYS’ ONLY Occasional special opening for key events / holidays with support of the Friends of Falconer Museum volunteers. Museum open for periods of high visitation such as half term and school holidays, seasonal annual minimum 20 days. Special events with partners e.g. Findhorn Bay Festival. Special openings for community activities e.g. with young people’s organisations and for schools. Friends of the Falconer Museum FACT Local arts organisations e.g., Findhorn Bay Arts Glasgow School of Art Leanchoil Trust Museums Galleries Scotland Variety of options including as: ● Part of a larger charity ● Independent body that manages access, but does not own or maintain the building and collection. ● Independent body that owns and maintains the building and collection. LA funding £20,000 Property management £20,800 Fundraising (primarily grants) £3,000 Professional salaries, collections management and museum activities £3,200 Earned income (retail, merchandise, venue hire) £1,000 £24,000 £24,000 Pros Cons ● Retains option of re-opening more substantially over longer term. ● If open for 20+ days may find ways to work towards accreditation. ● Partnership opportunities. ● Activity opportunities. ● Gains profile for future fundraising. ● As a ‘Phase 1’ could support transition from fully closed to a regularly open museum (options 4 onwards). ● Lack of clear resolution of an outstanding issue. ● Business and operating model dependent on ‘goodwill’ of governance body, grant funding, local authority support and volunteers to open the site. ● No rates discount. ● Remains in LA control. ● More difficult to engage regular volunteers. ● Moray Council contribution not guaranteed over time. Page 91
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50 Option 4a Features Partners Governance Est. Inc p.a.£ Est. Exp p.a.£ RE-OPEN AS A CHARGING MUSEUM A new body oversees museum management inc. security, environment but not ownership. P/T 2 days p/w manager. Open Fri-Sun, 11am- 3.30pm, April to Oct, Dec Entry (adult) £5.00 Refreshed permanent display of Falconer collections on ground floor targeted at tourists and families. Exhibition programme for local/art audiences Supplementary earned income e.g. retail Expenditure on property management increases to support activities Friends of the Falconer Museum Forres Heritage Trust Findhorn Bay Arts Glasgow School of Art FACT Visit Moray Speyside TSI Moray Independent body runs management inc. security and environmental control. Moray Council owns buildings and collections and pays a management fee. Mutual, renewable, 3-year Service Level Agreement Part-time Manager, Friends of Falconer Museum and other volunteers provide access to, and open the Museum. FACT provide volunteer management support. Partners provide activities and public engagement. Visit Moray Speyside / TSI provide fundraising support. LA funding £6,000 Property managemen t £29,600 Fundraising (primarily grants) £22,000 Professional salaries, consultants, managemen t costs and museum activities £18,400 Earned income (retail, merchandise, venue hire) £10,000 Admissions (3,000 visitors = £10k inc. concessions) £10,000 - £60,000 £48,000 £48,000 Pros Cons ● Sound operational and business model. ● Enables work towards accreditation. ● Partnership opportunities. ● Activity opportunities. ● Regular opening hours benefits tourists and community. ● Income used to develop museum, including potential for new permanent displays. ● Rates discount of 80% . ● Medium-long term business and operating model assumes growth of visitor numbers. ● Charging may be unpopular locally and will reduce visitor numbers. ● Operational management only won’t meet repair cost of £80k+ Page 92
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51 Option 4b Features Partners Governance Est. Inc p.a.£ Est. Exp p.a.£ RE-OPEN AS A FREE ENTRY MUSEUM A new body oversees museum management incl. Security, environment but not ownership. As 4a but with: Free Entry As 4a As 4a LA funding £16,000 Property managemen t £29,600 Fundraising (primarily grants) £22,000 Professional salaries, consultants, managemen t costs and museum activities £18,400 Earned income (retail, merchandise, venue hire) £10,000 £48,000 £48,000 Pros Cons ● Enables work towards accreditation. ● Partnership opportunities. ● Activity opportunities. ● Regular opening hours benefits tourists and community. ● Free entry may be popular locally. ● Rates discount of 80% . ● High risk business and operating model. ● Unlikely to generate significant income for improved visitor offer. ● Operational management only won’t meet repair cost of £80k+ Page 93
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52 Option 4c Features Partners Governance Est. Inc p.a.£ Est. Exp p.a.£ RE-OPEN AS A CHARGING MUSEUM IN NEW OW NERSHIP A new body oversees museum management incl. ownership of buildings and collections. As 4 a As 4a and 4b New independent body owns building and collections, runs day-to-day management inc. security and environmental control. Transitional grant from Moray Council for first 3 years based on a Service Level Agreement. Part-time Manager, Friends of Falconer Museum and other volunteers provide access to the Museum on open days. FACT provide volunteer management support; partners provide activities and public engagement. Visit Moray Speyside / TSI provide fundraising support. A separate Executive volunteer team transition to a larger staff team over time. LA funding £8,000 Property management £33,000 Fundraising (primarily grants) £24,000 Professional salaries, consultants, management costs and museum activities £18,400 Earned income (retail, merchandise, venue hire) £10,000 Admissions (based on 3,000 visitors = £10k (inc. concessions) £10,000 - £60,000 £52,000 £51,400 Pros Cons ● Sound operational and business model. ● Enables work towards accreditation. ● Partnership opportunities. ● Activity opportunities. ● Regular opening hours benefits tourists and community. ● Rates discount of 80% . ● Repair cost of £80k+ to be met by income over time / fundraising. ● Setting up a new Trust will take time as will Community Asset Transfer. ● Medium-long term business and operating model assumes growth of visitor numbers. ● Charging may be unpopular locally and will reduce visitor numbers. ● Risk of legal challenge. Page 94
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53 Option 5 Features Partners Governance Est. Inc p.a.£ Est. Exp p.a.£ INTEGRATED INTO W IDER CULTURE / LEISURE OPERATION Part of wider body e.g., NTS, Highlife Highland, or another relevant organisation. W ider organisation provides management, shared across other sites Open Fri-Sun, 11am-3.30pm April to Oct, Dec, or occasionally. Refreshed permanent display on ground floor targeted at tourists and families Entry dependent on charging strategy of wider organisation. Friends of the Falconer Museum Forres Heritage Trust Findhorn Bay Arts Glasgow School of Art FACT Part of a wider organisation who own and maintain the building and collection. Or Part of a larger organisation who do not own and maintain the building and collection. W ider org. funding £10,000 Property managemen t £27,000 Fundraising (primarily grants) £5,000 Professional salaries, consultants, managemen t costs, museum activities £13,000 Earned income (retail, merchandise, venue hire) £10,000 Admissions (based on visitors attracted) £15,000 - £60,000 £40,000 £40,000 Pros Cons ● Retain option of reopening more substantially over longer term. ● If open for 20+ days may find ways to work towards accreditation. ● Partnership opportunities. ● Activity opportunities. ● Gain profile for future fundraising. ● If moves to wider charitable Trust may gain rates discount. ● Removes ownership and management from Forres people and organisations. ● Medium-long term operating model dependent on goodwill of overarching organisation. ● Larger organisation unlikely to prioritise a small venue for its fundraising hampering fundraising potential. ● £80k+ Repair bill may discourage wider organisation from taking it on. Page 95
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54 Assessment of Operating Model Shortlist Discussion and assessment of each of the shortlisted options was conducted in groups comprising members of the Museum Action Group and Moray Council representatives against the assessment criteria: • Financially sustainable business model • Supports function of public museum focused on Falconer and collections • More people engaging / valuing collection • Can work towards accreditation • Supports partnership working • Contributes to Forres development Findings of the assessment group There was overall consensus that options 1 and 2 were not desirable and were discounted outright. Options 1, 2 and 4c were noted as carrying higher risk of legal challenge where transfer of ownership of the museum and collection to a body other than Moray Council was considered. Option 3 was broadly considered to be a useful transition option for the museum and one that enabled immediate partnership working - but was not considered a viable permanent option. Option 4a was the most favourable of the options presented, with good opportunities for partnership development and a more robust and viable business model. The assessment group developed an Option 4d of a charging museum with a leasehold arrangement. While option 5 also includes transfer of ownership, participants felt that where this was to a trust/body of national reputation, risk was reduced. The loss of control from ‘Forres people’ was a downside with this option, and an unlikely option in the short- to medium-term. Preferred Operating Model Option Drawn from across the options, the group were able to refine a preferred option (4d) that supports transition of the Falconer from a fully closed museum to one that is open, with a sustainable business and income model, independently operated and managed by a new body. The model is outlined in detail in later sections of the Report, however in outline it comprises: Year 1 Open High Days and Holidays – as an initial ‘start up’ phase of the new Falconer Museum business plan. This will see the museum and collection re-establish its presence in the community and with visitors, it begins to re-position the Falconer amongst the local Forres heritage offer, enables new partnerships to pilot activity with the support of existing and new volunteers. This requires continued support from Moray Council and enables conservative fundraising and income generation. The intention would be to open at least 20 days July-August in order to work towards museum re-accreditation in Year 2. Years 2- 5 Open as a Charging Museum in a Lease Agreement with Moray Council from year 2 of the Falconer Museum business plan, and developing across years 3 to 5. This will see the museum consolidate and develop its programme in partnership with Moray Council, key Page 96
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55 stakeholders (including volunteers) and partners. It requires ongoing but reduced financial support from Moray Council through an agreed four-year term Service Level Agreement, whilst attracting grants and income through fundraising and commercial activities. In addition, partners include professional networks and bodies (such as Museums Heritage Highland and the North East Scotland Heritage Network) to support working towards museum accreditation, and Forres Connected to integrate the Falconer into local marketing and promotion, and Visit Moray Speyside to link the Falconer into tourist trails across the north of Scotland, including Pictish and other heritage trails. Shortlisted Governance Model Options The governance models presented through the options process included: A. Continuing as is under Moray Council B. New independent body managing and operating the museum, ownership remains with Moray Council C. New independent body owns, manages and operates the museum D. Ownership, management and operation integrated into an existing but wider body or culture or leisure trust (e.g., National Trust for Scotland; High Life Highland). Assessment of the governance options These options were assessed and considered against the preferred operating model option, and key criteria which included: • Appropriate skills / sufficient resource • Raises funds and generate income • Able to be accountable and manage funds • Manage risk to the museum and collections • Forres people led There consensus view of the group is summarised in the table below: Most favourable Least favourable B. New independent body manages and operates, ownership remains with Moray Council C. New independent body owns, manages and operates in full D. Ownership, management and operation integrated into existing wider body or culture/leisure trust A. Continues as is under Moray Council Page 97
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56 • Option A, Continuing under Moray Council was not considered a viable option by the group and was discounted. • The group agreed that Options B, C, and D offered the best opportunity for fundraising, managing risk, accountability and appropriate skills and resource. • The group felt that Options B and C would require attracting volunteers with both capacity and relevant skills, which they thought would be a challenge overall. • Option C was considered to potentially offer a greater potential for fundraising as ownership was separated from association with the Council, but carried higher risk in terms of responsibility, although the result of this discussion was inconclusive. • There was concern that Option D would result in Forres people feeling a lack of control and engagement, and it was recognised that this option would be reliant on another body coming forward to express interest. As a result, this was not seen to be a viable option in the short term. Preferred governance option Overall, Option B was considered to be the best-case option for the Falconer Museum to deliver the preferred, phased operating model with a new independent body managing and operating the Falconer Museum through a lease with a Service Level Agreement with Moray Council, who would retain ownership of the museum building and collections. Assumptions It is assumed that, in all its activities, the new body will: • Ensure that good governance and good partnership will underpin all of the future Falconer Museum’s activities. • The Moray Council will have some role as the museum transitions from closed to open in a new operating model. Page 98
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57 Recommendations This section sets out recommendations for the future Falconer Museum: 1. Re-open the Falconer Museum with a new operating model 2. Establish an independent body to manage and operate the museum 3. Rationalise the historic and new Falconer Collections (including recommendations and options for the Moray Museum Service Collections) 4. Regain museum accreditation for the Falconer Museum 1. Re-open the Falconer Museum with a new operating model The Options Appraisal resulted in a preferred option that supports transition of the Falconer from a fully closed museum to one that is open, with a sustainable business and income model, independently operated and managed by a new body. The essential model is as a charging museum with a lease and Service Level Agreement with Moray Council. The full model includes income generation through admissions, fundraising and earned income and provision of an engaging permanent display with new and digital interpretation appealing to tourists and local families as well as a programme of activities and exhibitions. The programme of display and activities will be externally funded on an ongoing basis through grant and other fundraising; if fundraising is not successful, activities will not happen and will not place the organisation at risk. The expectation is that successful re-displays and exhibitions will also drive-up admissions income. Over time increased profile, reputation and support will generate a foundation for a larger fundraising application that will repair the building and provide a state-of-the art new display with digital interpretation and family interactivity as well as infrastructure to support regularly changing exhibitions. Income model The recommended income model is a diversified one, incorporating a mix of admissions, fundraising and earned income. Income model strategies are detailed in the Falconer Museum and Moray Museum Service Business Model Report. In summary the strategies include: Admissions Strategy: A charging model is recommended at around £5.00 for adults and £2.00 for children with an annual local supporters and family membership scheme at around £12.00. Admissions should grow in line with activity and to keep growing, a programme of activities, exhibitions and refreshed displays will be needed. Fundraising Strategy: It is recommended the Falconer Museum pursues a range of fundraising approaches including: • Grants from Lottery and public bodies, Trusts and Foundations • Individual Giving including crowdfunding, membership and legacies. • Corporate sponsorship Page 99
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58 Earned income strategy: This recommends pursuing a range of activities mostly in partnership, including: Venue hire (in partnership with FACT); Merchandise related to the Falconer (potential partnerships for tea and gin); Ice cream franchise (in partnership with a local café); Art sales and retail (wiith local art and craft makers, as well as relevant books, postcards and prints). In addition, some museums charge for digital images and research enquiries relating to their collections, however this would require funding sought to invest in digitisation and promotion and may be a longer term option. 2. Establish an independent body to manage and operate the Falconer Museum The model recommended is a governing board of Trustees who oversee the strategic direction, key activities and roles and are responsible for financial controls, reporting and financial health of the organisation. The Board should meet regularly, probably quarterly with more frequent meetings in the first year of operation and will be the accountable body. Day to day operations should be managed by Executive Volunteers and the Part-time Manager who should report directly to the Chair of Trustees. The manager will ensure the Executive volunteers meet regularly and that workload priorities to deliver the trustees’ strategy are understood. The Executive volunteers will support the part-time manager to manage and motivate the volunteers working in their respective areas of responsibility by agreeing tasks and approaches to work and will provide regular guidance and social support to their teams. Volunteer teams will be essential for day-to-day delivery and their individual wellbeing, rotas and operational needs will be the responsibility of the part-time manager. Paid seasonal staff will be employed when budget allows to manage admissions, ice cream sales in busy periods and where DBS checks and specific skills are required for learning activities. Consultants and an accreditation mentor will provide specialist support to volunteers and manager alike. For museum accreditation purposes, an appropriate governing document will need to be in place which, for an independent museum, needs to give the governing body the power to hold a collection and operate a museum, regulated (in Scotland) by OSCR. An independent museum can be set up in a variety of forms including a Trust, a Charitable Incorporated Organisation (tier one and tier two, Scotland), or a Charitable Company Limited by Guarantee. It is worth noting that different arrangements incur different levels of individual liabilities for trustees (it is not the case that the simplest arrangement is necessarily the most risk- free). OSCR has set out guidance on the most recent governance form, SCIOs, which contains helpful comparator charts of the different types of charity. Museum Accreditation Guidance contains a highly relevant paragraph on transitioning from local authority to independent status: “Where a local authority has transferred its museum provision to an independent entity, the governing body will often be viewed as the group overseeing the independent entity. In this instance copies of the agreements for this arrangement will need to be provided. This might include documents such as a management or service level agreement, or a collections loan agreement. We’ll use these to make sure the right governance document has been provided.” Page 100
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59 Legal structure Legal advice should be sought on the specific legal structure to be adopted. For information and guidance Museums Galleries Scotland provides information and advice relating to common governance structures and requirements for museums and collections in Scotland which should be referred to, particularly in relation to accreditation requirements.89 With reference to the above Museum Galleries Scotland governance information, and based on the emerging needs, purpose and preferred operating model for the Falconer, a SCIO charitable structure could be considered to oversee the operation and management of the museum.90 In line with MGS advice, professional legal support should be obtained to ensure related governing documents fully reflect the needs of: • The operating model • Regulatory body OSCR • Accreditation requirements of Museum Galleries Scotland • Ownership of the Falconer Museum and its Collections by Moray Council, and an ongoing lease agreement relating to the operation and management arrangements • Oversight of The Falconer Trust • Protection against liability for individual trustees It is an observation that key benefits of a SCIO structure for the Falconer Museum are that it: • Requires reporting to only one regulatory body (OSCR). • Is a structure commonly used by smaller museums in Scotland and is recognised by Museum Galleries Scotland and most other museum and heritage funders and agencies. • Will allow entering into contracts (including a lease), employment of people and ownership of property / assets that will enable the body to deliver its programme and purpose. • Provides a high degree of protection against liability as actions are carried out by the SCIO and not its charity trustees. Available governance advice Museums Galleries Scotland provides advice on museum governance and a Guide to Running a Museum. The Scottish Council for Voluntary Organisations can offer free advice on governance and constitution through its Information Service. SCVO members can also access up to two hours of free legal advice in relation to governance and charity law from its legal partners (Anderson Strathern, Brodies LLP, Burness Paull, Gillespie Macandrew, MacRoberts LLP, Turcan Connell). 89 Museums Galleries Scotland publishes advice on Governing a Museum, including information about common types of governance model used by museums in Scotland, and case studies. 90 A SCIO constitution must contain and meet a range of requirements to satisfy OSCR for charity regulation and reporting Page 101
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60 3. Rationalise the historic Falconer Collections and new Falconer Museum collections The Natural History Museum in London holds the world’s most important natural history collection which scientists can use “to answer key questions about the past, present and future of the solar system, the geology of our planet and life on Earth.”91 In order for the Falconer Museum to play to its strengths and create displays with contemporary relevance, it is recommended to incorporate all Moray Museum Service’s natural history collections into the Falconer Museum. This broad definition of natural history would enable a future Falconer Museum to make the most of the extraordinary discoveries made by Falconer about extinct species and to include herbaria and climate science into its remit, as befits a benefactor who was both palaeontologist and botanist. Moreover, the science of natural history specifically geology is foundational for contemporary scientific endeavour, including space studies, making these collections relevant to the STEM agenda as well as local companies such as Orbex. Collections such as the Keith herbarium, “a beautifully documented record of Moray’s flora” contain untapped potential for future scientists and audiences.92 Falconer collections also include lithics and pre-eminent archaeology collections making it sensible to incorporate all Moray archaeology into the whole. The Falconer Museum was always intended to contain items about the local ‘condition’ and as such, the social history collections that relate to Forres should be separated from the wider Moray Museums Service collections and reserved for Falconer Museum use. World history collections are more moot but some items, such as the Himalayan ceremonial robe originate from Falconer himself. Moreover, as an East India Company employee working in India, Falconer’s outlook and indeed collecting were inevitably colonial in character and this could be interestingly reflected by maintaining, researching and interpreting these collections appropriately. Together these collections can be used to create relevant Falconer Museum displays for the identified target audiences of families, local people and tourists. This proposal assumes that the new managing body of the Falconer Museum looks after all the collections categorised as ‘Falconer Museum collections’ leaving those collections categorised as Moray Museum Collections as the responsibility of Moray Council. Options for the future disposal, dispersal, management and use of MMS collections follow.93 Moray Museum Service Collection recommendation and options As part of the recommendations implicit within the preferred Operating Model for the Falconer Museum, the Moray Museums Service collections would be rationalised leaving only the Moray- wide, non-Forres, social history collections and Peter Anson collection in Moray Council hands. 91 Natural History Museum ‘Our Science’ Retrieved on 21 October 2024 92 Norman Thomson ‘What are museums for? Thoughts on museums and one in particular!’ in Science & Imagination: True Stories from the Falconer Museum ed. C.H. Friauf (Friends of the Falconer Museum, 2022), p. 56 93 A detailed description of the proposed rationalised collections is included in the Falconer Museum and Moray Museums Service Business Model Report. Page 102
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61 It is suggested that the Peter Anson Collection loan items and any other loan items not redefined as Falconer Museum collection items are returned.94 Three options are suggested for the future of the remaining Moray Council collections: Option 1 – Falconer Museum manage MMS collections as part of proposed Service Level Agreement The new independent body would in this option be responsible for managing the MMS collections as well as those collections identified as Falconer Museum in the proposed rationalisation. This simply means the collections would remain in store and be looked after as currently alongside the other collections. There would be no requirement on the Falconer Museum to carry out rationalisation or activities using the Moray Council Collections (although these might be agreed with appropriate funding for the staff and costs required as part of a negotiated SLA). Option 2 – MMS Collections dispersed on loan and gift where possible Collections could be returned to former locations and / or shared with communities on loan or by gift. Venues that could be approached for consideration of loan or gifted accessioned items are: • Elgin Museum • Nairn Museum • Buckie & District Fishing Heritage Centre. Cases not used in the shop of the Falconer Museum (see below) or in FACT heritage lobby should be dispersed along with collection items to non-museum venues on loan from Moray Council. Option 3 – MMS Collections are disposed of Social history collections comprise about 39% of the total collections including Forres material which is slightly under 5%.95 The cost is likely to be around £36,000 across 1 ½ years requiring professional staff familiar with museum procedures and documentation. It would be reasonable to ask the independent management body to continue to maintain the collections in store whilst this process is carried out. Subject to agreement terms with its owners, the Peter Anson collections are gifted to a suitable coastal venue, possibly Buckie & District Fishing Heritage Centre. 94 In the case of dispersal, disposal or reproduction of the Peter Anson Collection it is important that confirmation of status of the agreement between Moray Council and the collection’s owners should be confirmed to ensure that any ongoing agreement terms are complied with, and that in the case of dispersal, disposal or reproduction of the Peter Anson Collection, appropriate arrangements are made and follow the ethical guidance of the Museum Association and Museums Galleries Scotland. Reference documents: Deposit agreement with Moray final 20-07-14, Moray Council; Nunraw agreement between the Trustees of Sancta Maria Abbey, Haddington and Moray Council, 25/5/2005. 95 These percentages reference those in Helen Avenell Heritage Associates’ Moray Museums Service Collections Overview p. 10. As such they include within the total percentage 20% of collections which have already been disposed. Page 103
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62 4. Regain museum accreditation for the Falconer Museum96 It is recommended that rationalised Falconer Museum collection works towards regaining its professional accreditation status. This will create credibility and opportunities for partnerships, support from other museum organisations and funding. Eligibility requirements In addition to the constitutional issues to be resolved by a new body and to be eligible for museum accreditation, a number of other eligibility requirements are already currently not met. In particular, the building is not open to the public regularly and the public are not able to see and engage with the collections. A new governing body would need to resolve these issues and commit to making a full application for Accreditation within three years. Eligibility considerations are detailed in the Falconer Museum and Moray Museum Service Business Model Report, and are fully detailed in Museum Galleries Scotland’s Accreditation Guidance.97 96 All information taken from Arts Council England Welsh Government Museums Galleries Scotland Northern Ireland Museums Council Museum Accreditation (March 2019) Accreditation Guidance Supporting Guidance for Accreditation Standard November 2018 Retrieved 11 9 2024. 97 MGS Accreditation Guidance documentation is available on the MGS website. Accreditation Eligibility Questionnaire, accessed from the MGS website, October 2024. Page 104
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63 Falconer Museum Future Business Case The following pages present a purpose, aims, logic model, value proposition, dependencies, stakeholder map and economic impacts for a re-opened and functioning Falconer Museum. The accompanying Falconer Museum and Moray Museums Service Business Model Report provides a detailed Route Map, Timeframe and Budget for the Falconer Museum with realistic Objectives derived from this report’s research and business case. It is intended that the Falconer Museum and Moray Museums Service Business Model Report could form the basis of a business and action plan for a new independent body to take forward once it is constituted. Purpose The Falconer Museum is a museum constituted as a charity for public benefit. It has a collection and programme focus on archaeology, geology, palaeontology, natural history, herbaria, Hugh Falconer, Forres heritage and local history. It works in partnership with its key partners and stakeholders (including its volunteers) to protect, conserve and share its collections with its local audience and tourists. Aims Based on the research and consultation, core aims for a business case are: • Aim 1: The Falconer Museum is contributing to Forres and Moray economic development • Aim 2: The Falconer Museum is supporting the education, wellbeing and development of its diverse communities • Aim 3: The Falconer Museum is a viable, independent and best practice Accredited Museum Page 105
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64 Logic m odel This illustrative logic model demonstrates a range of im pacts and outcomes which could be achieved by a new independent body operating and managing the museum once it is set up, working well in partnership with key stakeholders and where there is capacity and resource to do so: Aim 1 Input required Activities Outcomes Impacts The Falconer Museum is contributing to Forres and Moray economic development Maintenance resource, followed by SLA from Moray Council. P/T Museum Manager in post. Additional targeted fundraising (grants) for bespoke projects (e.g., W m Grant Foundation). Volunteers (Friends of the Falconer, and in partnership with FACT). Museum building, store and Lab. Marketing (in partnership with Forres Connected, Visit Moray Speyside). Programme partnerships (Findhorn Bay Arts, FHT etc) Falconer Museum website. Social media accounts (Instagram, Facebook). Museum exhibition and event programme engages visitors of all ages with the Collection, in partnership with key stakeholders (Moray Council, Forres Academy, Leanchoil STEM Hub, HES etc) Educational activities scoped and resourced, leading to collection-led heritage activity with local schools. Early career governance training and recruitment project (W m Grant Foundation application). Partnership marketing activities to increase visitors and grow audiences. Press and social media promotion of opening events (local and sector press, Instagram / Facebook) with reciprocal social media promotion from FHT, FACT, Forres Connected, Forres Events etc. Forres town centre is thriving, attracting visitors who are spending in the local community. Falconer Museum is meaningfully contributing to Forres Town Centre Heritage Development Programme of activity. The museum and its collection is bringing reputational benefits to Forres and is a source of local pride. The Falconer Museum collection is valued as a rich and unique educational resource. Operating and business model is generating income, decreasing financial reliance on Moray Council and demonstrating long term financial viability. The Falconer Museum is a valued partner by its core heritage and educational stakeholders. Direct local employment. £585,000 gross visitor economic impact in the local economy. Increased reputation and profile of the Falconer Museum as a heritage asset and learning resource. A higher proportion of families are choosing to visit to museum for leisure and educational purposes. Increased confidence in staff and volunteers in professional management of collection. The governance and operating model of the museum is creating employment and development opportunities for staff, volunteers and young people. The Falconer Museum has a growing digital profile. Page 106
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65 Aim 2 Input required Activities Outcomes Impacts The Falconer Museum is supporting the wellbeing and development of its diverse communities Maintenance resource, followed by SLA from Moray Council. P/T Museum Manager in post. Volunteers (Friends of the Falconer, and in partnership with FACT). Additional targeted fundraising (grants) for bespoke projects (e.g., National Lottery Community Foundation) Commissioned freelance support for pilot/project delivery. Partnership with Leanchoil Trust and Forres Academy. Museum building access. Marketing (in partnership with Forres Connected, Visit Moray Speyside). Falconer Museum website. Social media accounts (Instagram, Facebook). Support a Missing Museum engagement project in Museum Plaza with Findhorn Bay Arts, engaging local and new audiences with the re-opening of the museum. Intergenerational pilot project in partnership with Forres Academy and Leanchoil Trust targeting social isolation, community knowledge exchange, mental health and wellbeing. Falconer Museum working in partnership with FACT, FHT and Forres Connected to signpost and connect local families with events and opportunities in the museum. Falconer Museum social media connected to local partner feeds, promoting opportunities to engage with the museum and across the community. The museum and is an accessible, known and valued heritage resource for everyone in Moray. Positive contribution to improved mental health and wellbeing, and reduced social isolation, for target communities in Moray. Forres and Moray communities are proud of their unique museum and collection, and through it are contributing to the cultural life of Moray. Falconer Museum has a skilled and diverse group of engaged community volunteers. Targeted projects have attracted a more diverse audience to the museum who feel it is ‘for them’. Social isolation for older people decreased. Mental health and wellbeing of young people engaging with the museum has increased. Falconer Museum is recognised as a ‘good partner’ in and for the local community. Page 107
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66 Aim 3 Input required Activities Outcomes Impacts The Falconer Museum is a viable, independent and best practice accredited museum Maintenance resource, followed by SLA from Moray Council. P/T Museum Manager in post. Partnerships (FACT, Forres Connected, Visit Moray Speyside etc). Accreditation Mentor. Volunteers (Friends of the Falconer, and in partnership with FACT). Professional support (Museums Galleries Scotland, MHH, NESHN) Additional targeted fundraising (grants) for bespoke projects (e.g., National Lottery Heritage Fund, MGS etc) Museum building access. Falconer Museum website. Social media accounts (Instagram, Facebook). Form a constituted legal body to operate and manage the museum and its collection; recruit trustees. Agree and secure SLA with Moray Council. Agree and implement a business plan and action business model. Recruit P/T Manager and volunteers to deliver plan. Develop and implement a retail and merchandise plan for the shop. Agree an admin partnership with FACT (venue hire, volunteering). Design collection / asset management programme meeting all health and safety and management requirements. Museum Manager / Volunteer Professional / Skills development (MGS, MHH, NESHN). Ongoing work with Accreditation Mentor. Secure location of display cases in partner venues; agree loan objects, security and care. Register Falconer Collection with the Museum Data Service. Moray has a new Accredited heritage asset, operated and managed by an independent body, for the long-term benefit of Moray citizens. The museum’s assets are appropriately managed and cared for, with its collection accessible to the public through engaging and exciting exhibitions, display and interpretation. The Falconer Museum has a deserved reputation as a small museum ‘batting above its weight’ in Scotland’s museum sector. Successful and mutually beneficial business partnerships are contributing to commercial income and capacity. The Museum has viable and sustainable business model and is working in good partnership with funders and stakeholders. New governance body constituted, active, fulfilling its legal responsibilities and reporting. Museum building and assets are maintained to appropriate legal and best practice standards. Business model is supporting employment, a public programme, commercial activity with reducing reliance on Moray Council over time. Mutually beneficial retail partnerships benefitting the local economy. Staff and volunteers have developed their professional skills and networks. MGS Accreditation regained. In 5 years, accumulative income of £303,965 across all sources. Page 108
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67 Value proposition The museum is delivering the following value for its partners and stakeholders: • A heritage resource and attraction that drives visitors and footfall • A welcoming, enjoyable and surprising learning and leisure experience for families and residents of Moray, and visitors to the region. • Learning, social and health benefits for local people • A place-based learning resource delivering against the Scottish curriculum • Regional pathway into (inter)national conversations on natural and human history Dependencies To deliver its purpose and reach target audiences, the museum will work closely with its core partners and stakeholders: Falconer Museum Charity Regulator • OSCR Museum Accreditation • MGS • MHH Network • NESH Network Delivery Partners • Moray Council • FACT • Visit Moray Speyside • Leanchoil Trust • Forres Connected • Volunteers Business Partners • GSA • UHI Archaology Institute • FACT • 1496 CafeLegislation • (Licensing, GDPR) Funders • NLHF • Wm Grant / Baxter Foundation • FCHS Engagement Partners • Findhorn Bay Arts • Forrest Heritage Trust • M:ADE • Imaginarium • Fesitvals Audiences • Families, locals • Tourists • Forres Academy / local schools • Young people • Dementia groups Page 109
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68 Stakeholder map Relevant stakeholders named through the consultation are summarised in the table below, with those who have had a previous relationship with the Falconer Museum in bold: Strategic & professional ● Moray Council ● Museums Galleries Scotland ● Natural History Museum, London ● National Museum Scotland ● Historic Environment Scotland ● Museum Data Service ● Museums Heritage Highland ● North East Scotland Heritage Network ● Visit Moray Speyside ● Visit Scotland ● Bridgemen Images ● National Lottery Heritage Fund ● National Lottery Community Fund ● The People’s Postcode Lottery ● The Fore ● John Ellerman Foundation ● Baxter Foundation ● Wm Grant Foundation Community ● Forres Area Conservation Trust ● Forres Conservation & Heritage Trust ● Moray Community Planning Partnership ● Moray Council (Community, Social Services) ● tsiMoray ● Rotary Club Forres ● Forres Events ● Forres Business Association ● Forres in Bloom ● Carer Support Service Moray (Quarriers) ● Forres Gazette Creative ● Findhorn Bay Arts Festival ● High Life Highland ● M:ADE (Moray Arts Development Engagement) ● Moray Arts Centre ● Visual Arts Scotland ● ACME Atelier (craftmakers) ● North East Open Studios Local Heritage / Culture ● Falconer Museum Trust ● Forres Heritage Trust ● Friends of the Falconer Museum ● Elgin Museum ● Grantown Museum ● High Life Highland ● National Trust for Scotland ● Leanchoil Trust ● Nairn Museum ● Lossiemouth Museum ● Findhorn Heritage Centre ● Buckie Heritage Centre ● Burghead Headland Trust ● House of Automata Local businesses ● 1496 Café ● Acme Studios ● Born to Read ● HAHA Consulting ● Rural Communications ● The Loft ● Mackenzie & Cruikshank ● Home & Garden ● R&R Urquhart ● LDN Architects ● Orbex Forres ● Tour operators, holiday companies Education ● Glasgow School of Art ● UHI Moray ● UHI Archaeology Institute, Orkney ● National Library Scotland ● Aberdeen University ● Forres Academy ● Moray Council (Education, Young People in Care) Page 110
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69 Economic Return on Investment Economic impact assessments for the Falconer Museum have been prepared using the Association of Independent Museum’s (AIM) Economic Impact Toolkit, 2024.98 Calculations are based on historic data made available to the researchers in October 2024 by Moray Council. Data should be collected from visitors in order to re-calculate actual return on investment annually as part of the new Falconer Museum’s annual reporting and used in advocacy information and funding applications.99 Gross visitor impact Based on the most recent visitor data supplied by Moray Council, the Falconer Museum is capable of attracting > 6,250 visitors per year, who spend more than £585,000 in the local economy.100 Gross Off-site visitor impacts Based on the most recent visitor data supplied by Moray Council, the Falconer Museum is capable of attracting > 6,250 visitors per year, 60% of whom are local and 40% of whom are visitors to Moray from elsewhere in the UK or international. It is estimated that the museum’s visitors’ gross spend in the local economy (beyond what they spent in the museum) was £531,701.101 Net additional visitor impact Discounting local visitors (who it is assumed will spend locally anyway) and based on annual visitor figures of 6,250 (of which 40% are day trippers and overnight stays) with a 0.5 day dwell time we can estimate the total net additional visitor impacts of the Falconer Museum to the local economy as £89,119.102 Employment impacts It is proposed that the Falconer Museum contracts a Museum Manager to oversee delivery of the business plan, programme and manage the museum’s volunteers. This will result in the Museum directly supporting a 0.4 FTE job in the local area, with an initial turnover value attributed to employment being £12,984. 98 AIM Economic Impact Toolkit, 2024 99 Estimating economic impacts is a specialised and technical task, which typically involves a range of complex assumptions. As current Falconer Museum specific data is not available, these estimates are based on the museum’s part performance, in particular data from its last four full years of operation (2016, 2017, 2018 and 2019) as supplied by Moray Council. These results should therefore not be considered a full economic impact assessment, but an estimate of the Falconer Museum’s potential economic contribution and impact for the purposes of advocacy and case making to economic and tourism stakeholders 100 See Gross Visitor Impact, Future Falconer Museum Appendices Report 101 See Off-site Visitor Impact, Future Falconer Museum Appendices Report. 102 See Net additional off-site visitor impacts, Future Falconer Museum Appendices Report Page 111
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Falconer Museum and Moray Museums Service Business Model A report to accompany The Future Falconer Museum Report Prepared for Moray Council October 2024 Appendix 2 Page 113
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2 Executive Summary ................................................................................................................. 3 Background to the business model ...................................................................................... 8 The Falconer Museum and Moray Museums Service ............................................................................... 8 Key research findings .......................................................................................................................................... 9 Falconer Museum Options Appraisal .......................................................................................................... 13 Moray Museums Service Options ................................................................................................................. 14 Business Model Recommendations ..................................................................................... 16 Key Characteristics ............................................................................................................................................ 16 Falconer Museum Governance ...................................................................................................................... 16 Falconer Museum Management ................................................................................................................... 18 Falconer Museum accreditation .................................................................................................................... 19 Collections rationalisation .............................................................................................................................. 21 Falconer Museum Business Model ...................................................................................... 23 Purpose ................................................................................................................................................................. 23 Objectives ............................................................................................................................................................ 23 Brand positioning .............................................................................................................................................. 23 Audience / customer segments (visitors) ................................................................................................... 23 Relationships (key Museum activity stakeholders) ................................................................................. 24 Key partners ........................................................................................................................................................ 24 Key activities ....................................................................................................................................................... 24 Key resources ...................................................................................................................................................... 24 Cost Structure ..................................................................................................................................................... 24 Revenue Streams ............................................................................................................................................... 25 Channels (Communications) .......................................................................................................................... 25 Falconer Museum: Proposals & Development Plan ......................................................... 26 Income model ..................................................................................................................................................... 26 Falconer Museum Five Year Budget ............................................................................................................ 29 Development Plan Falconer Museum ......................................................................................................... 33 Moray Museums Service Collections: Proposals & Development Plan ........................ 42 Assumptions ....................................................................................................................................................... 42 Public benefit ...................................................................................................................................................... 42 Collections Disposal Process ......................................................................................................................... 43 Resource ............................................................................................................................................................... 44 Moray Museums Service Collection Outline Development Plan ....................................................... 45 Draft Risk Strategy .................................................................................................................. 46 Page 114
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3 Executive Summary Introduction The Falconer Museum, currently operated by Moray Museums Service is unique for its type: a purpose-built Victorian museum named after the founder of the museum and donor of its original collections. This report sets out an indicative Business Model for the running of the Falconer Museum by an independent body. It also includes a proposal for the rationalisation of collections into Falconer Museum collections and Moray Museums Service collections with a suggested Development Plan for each. This report should be read in conjunction with The Future Falconer Museum: research, options appraisal, recommendations and business case, Culture Radar, 2024. Research basis for the business model This report summarises key findings and conclusions from Culture Radar’s report to demonstrate how the proposals in this Business Model answer and respond to bespoke research and consultation for the Falconer Museum. The key conclusions of Culture Radar’s research are: • There is consensus that the Falconer Museum should be re-opened • That a refreshed Falconer Museum can contribute to Moray’s strategic priorities • An operational Falconer Museum will deliver benefit for the community by working in partnership with a wide range of partners • The Falconer Museum is able to support Forres tourism and make a positive contribution to the local economy • The Falconer Museum and Collection needs to be repositioned so that its new offer is of relevance and interest to target audiences including tourists and families Relevant opportunities Suggested future opportunities for Falconer Museum activities were identified through consultation and desk research. They include potential partnerships that enable: • Contributions to town centre development with: o Forres Heritage Trust on High St Histories o Forres Connected o The Lost Orchards and Varis Bobbins projects • Exciting and meaningful public engagement with: o Findhorn Bay Arts on a Missing Museum project o Historic Environment Scotland on creative heritage engagement projects • Health and learning with: o Leanchoil Trust around health and wellbeing for young people, people in care or living in isolation Page 115
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4 o Moray Council Health & Social Care o Glasgow School of Art o William Grant Foundation to support early stage careers of young people o Forres STEM hub • Art and Craft retail and merchandise with: o Individual artists and makers identified through Craft Scotland, Visual Arts Scotland and /or in partnership with North East Open Studios and Moray Coast Artists and Makers Trail Recommendations on the Falconer Museum business model This report summarises the preferred options and recommendations from the research, consultation and an options appraisal with the Museum Action Group and Moray Council Officers which inform a Falconer Museum business model: Key Characteristics The key characteristics of the Falconer Museum Business Model are an independent body running a charging museum with a Service Level Agreement with Moray Council and diversified income streams. Exhibitions and activities would be externally funded on an ongoing basis whilst successful redisplays and exhibitions drive admissions and earned income to support core running costs. The Falconer Museum collections will be defined as Archaeology, Natural History, World Cultures and Forres Local History. Falconer Museum Governance The business model summarises the governance requirements of accredited museums and signposts further information. (Legal advice should be sought on the specific legal structure to be adopted.) Proposed governance roles, duties and necessary skills are also set out for a Chair, Treasurer, Secretary and Trustees. It also suggests that the Board also include Forres partner representatives such as from the Friends of Falconer Museum. Falconer Museum Management Management would be by a combination of Executive volunteers and a part-time manager. The role and skills of these volunteers and manager are indicated. The part-time manager will manage the volunteers, public engagement, projects and administration. Volunteer teams will be essential for day-to-day delivery of activities. Paid roles would include the part-time manager (initially on a freelance contract basis) and as required support from consultant curatorial and other specialist roles. Falconer Museum Accreditation Regaining museum accreditation is recommended. The governance and eligibility requirements are set out with attention to the need for a formal constitution and to be open regularly (a minimum 20 days) for the public to see and engage with the collections. Working towards accreditation requires evidence of how the museum cares for and manages its collections and what information and services it offers to museum users. It is not necessary for the museum to have employed professional staff. Page 116
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5 Collections rationalisation Implicit within the preferred Operating Model recommended for the Falconer was the Moray Museums Service collections being rationalised to leave only Moray-wide, non-Forres, or generic social history collections and the Peter Anson collection in Moray Council management. Three options suggested for future management of these collections are summarised in this report, with a proposed development plan. Museologically and operationally the collections will be reconsidered and rationalised to reduce the size of remaining collections managed by Moray Museums Service significantly. A detailed table summarising the rationalised collections can be found at Collections rationalisation and new Falconer Museum Collections. Falconer Museum Business Model Drawing on the recommendations, this report presents an evidence-based Business Model for the Falconer Museum. In summary, the Falconer Museum Business Model comprises: Purpose The Falconer Museum is a museum constituted as a charity for public benefit. It has a collection and programme focus on archaeology, geology, palaeontology, natural history, herbaria, Hugh Falconer, Forres heritage and local history. It works in partnership with its key partners and stakeholders (including its volunteers) to protect, conserve and share its collections with its local audience and tourists. Objectives • To be a heritage resource and attraction that drives visitors and footfall • To provide a welcoming, enjoyable and surprising learning and leisure experience for families and residents of Moray, and visitors to the region • To offer learning, social and health benefits for local people • To be a place-based learning resource delivering against the Scottish curriculum • To provide a regional pathway into (inter)national conversations on natural and human history Audience / customer segments (visitors) • Local audiences including families • Local young people in education and training • Forres older people • Tourists including day visitors and families • Visual Art and Craft audiences • Forres local history Page 117
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6 Cost Structure • Property management: rates, energy, insurance, cleaning • Operational / Management: equipment and furniture, materials and stationery, other supplies and services / fees, licenses, expenses including legal advice, phones, finance administration e.g. systems, accountancy, recruitment costs, catering and retail investment, seasonal staff, part-time manager • Programme costs: displays, print, interpretation, conservation, curation, design, marketing, events, learning activities, learning seasonal staff, transport, temporary exhibitions, evaluation, volunteer expenses, training Revenue Streams • Local Authority Service Level Agreement (decreasing year on year to Year 5) • Fundraising: grants, donations, sponsorship, legacies, family annual membership • Admissions income: gradually increasing from £3,500 Year 1 to £20,000 by Year 5 • Earned income: merchandise, ice cream franchise, venue hire (lab rental, weddings, corporate events, concerts, talks) events, art sales and retail Falconer Museum Proposals and Development Plan Drawing on the research and recommendations, this report presents evidence-based proposals and development plans for the Falconer Museum over a five-year period, including: Income model The proposed Income Model contains detail on the nature of the Service Level Agreement, Admissions, Fundraising and Earned Income activities. The income model is followed by: • Outline Admissions Strategy which recommends an adult charge of £5.00 • Outline Fundraising Strategy which recommends a focus on grant applications from public bodies, Trusts and Foundation combined with an individual giving strategy including membership and legacy schemes and corporate sponsorship. • Outline Earned Income Strategy which includes venue hire recommendations, merchandise, ice cream concession, art sales and retail. Five-Year outline budget With income as: • A Service Level Agreement with Moray Council with a diminishing grant to the Museum year on year • Steadily increasing admissions income replacing reliance on Moray Council • Steady activity generating grants fundraising • Increasing donations and corporate sponsorship over time Page 118
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7 • Legacy giving yielding results over the medium to longer term • Earned income (esp. merchandise and ice cream) as steady income sources from Year 2 • Other earned income increasing over time especially art sales and venue hire And expenditure falling into categories: • Property management: Rates will reduce but other costs will be ongoing and rising • Operational and Management: these costs increase with activity but are offset by rising admission and earned income as these are investments in a higher profile, active museum • Programme costs: these are more discretionary, and it is recommended that programme activities are fundraised for and only delivered once funds are identified and committed. Development plan The Development Plan shows transition to a fully functioning, successful museum by Year 5 and an independent museum from Year 2. Activities and outputs are detailed for a set-up year (Year 1), a year of consolidation (Year 2), growth in Year 3 and ambitious plans in Year 4 leading to funded capital repairs and large-scale engagement plan by Year 5. The Plan sets out the activity requirements to achieve the budget and goals such as income targets, re-accreditation, exhibitions, learning activities and redisplay. Moray Museums Collections Proposals & Development Plan A separate development plan sets out how Moray Council will retain management of generic and non-Forres Moray social history collections and the Anson collection, and a possible pathway to rationalisation and responsible disposal of these collections. Note that collections advice by a specialist to audit the size, condition and status of these social history collections is recommended. For this reason, costs and timescale are indicative and should be checked after audit. Draft Risk Strategy A risk strategy is included to conclude. The highest and most immediate risk is of income insecurity in the early years of the newly reopened Museum. Moray Council’s support in a number of ways could mitigate this risk. Another early risk is failure to achieve governance capacity i.e. to recruit a board for the new independent body. The mitigation suggested is to reconsider the Governance options of closure or integration into a wider trust model. Page 119
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8 Background to the business model The Falconer Museum and Moray Museums Service Founded in 1871, the Falconer Museum is a Category B listed sandstone building situated within Forres Conservation Area. Designed by architect Alexander Reid, the Museum building should be seen as an important heritage asset alongside the collections. In the past the Museum has benefitted from Museums Galleries Scotland Accreditation and 5-star Visitor Attraction status, and until 2019 it presented exhibitions drawn from a collection of some 50,000 objects. Much of the interest of the Falconer Museum collection lies in the importance of Falconer himself. Falconer’s search for fossil remains of extinct fauna in the Siwalik hills were important for the evolutionary history of large vertebrates and he amassed a large collection of fossils. The Falconer Collection contains unique artefacts that are of national and international interest. A range of mammals including elephants, extinct hippopotamus and reptiles are represented in the Falconer Museum and are significant1. The Palaeolithic flints cover human prehistory and rival in antiquity collections at National Museum Scotland, the Hunterian Museum and Kelvingrove Museum. His contribution to natural history and theories of evolution are significant and can be understood from even the partial remains of extinct animals in his collections. As he wrote to his niece: “a tooth or the end of a joint, found in a rock, is as conclusive evidence of the former existence of an animal as if all the structure – skin, flesh and blood, and living limbs – were before us.” It is this sense of excitement of the discoveries revealed by his collections that a reopened Falconer Museum will need to communicate. The Falconer Museum Collection is an asset which could be presented and interpreted in new and exciting ways to increase its attractiveness and educational potential, augmenting the viability of the new business model and supporting an audience development and marketing strategy. This will rely on curatorship that is mindful of the logic of the collections and draws on educational and public engagement expertise to focus stories and messages. A refreshed museum will need to select, display and interpret objects to bring out their importance, relevance and interest to target audiences rather than specialists and experts. Prior to 2015, the Moray Museum Service comprised: the Falconer Museum and Store; an outreach service for schools, community and partnerships; pictures and artefacts in the Council’s buildings. In October 2019, Moray Council announced the closure of its Museums Service. The Moray Council continues to oversee maintenance of the building, and contracts High Life Highland to undertake maintenance and conservation of the collections. A significance review was carried out by Helen Avenell Heritage Associates in February 2024. More information and a table summarising collections based on the HAHA report is available in the accompanying Culture Radar report. 1 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 12 Page 120
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9 Falconer Museum historic visitor data From 2015, opening was reduced to April – October, Tuesday to Sunday. Figures for 2016-19 show July-September as peak months2. Before closing in 2019 the Falconer Museum received 6,294 in person visitors3. Talks given outside the Museum reached 2,717 people, and festivals and events out with the museum reached a further 3,948 people suggesting that the full impact of the Falconer Museum cannot be assessed only by considering its in person visits. Adult events only attracted 21% more visitors than Friends meetings which may suggest a very high number of regular repeat visitors making up the total numbers.4 Historic operating budget and resource As part of the Council’s 2019/20 budget review the decision was taken to close the museums services in March 2020 as there was not a suitable organisation or body at the time to transfer to. The reported estimated savings from the closure of the Museums Service (staff and related operational costs) was £87,000. In its final year of operation (2019/20) a budget was set for the museum of £114,300, although actual spend was only £66,400 up to one month before final closure in December 2019. 5 Key research findings Culture Radar’s Future Falconer Museum Report includes conclusions and key findings pertinent to the business model. These are: Re-open the Falconer Museum The report builds a strong case for investment for the Falconer Museum as a publicly accessible museum, and unique for its type: a purpose-built Victorian museum named after the founder of the museum and donor of its original collections. There was consensus from all consulted during the project to see the Falconer Museum open again, with the primary purpose and function of a museum for public benefit, with an exhibition and programme focused on the content of the Falconer Museum Collection, Hugh Falconer himself and narratives related to Forres history and people to engage and attract audiences. Contribute to strategic priorities and alignments The report demonstrates several strategic regional priorities and outcomes which the Falconer could meaningfully contribute to with a sustainable heritage offer, especially by attracting visitors to the local economy and contributing to Forres town centre re-development. Museum collections provide direct value and benefit as an educational resource for attainment in the region for Moray’s primary and secondary schools, to higher education (e.g., Glasgow School of Art, UHI Archaeology Institute), and potentially in partnership with new proposals such as the Moray Growth Deal’s investment into the Leanchoil STEM Hub. 2Yearly Visitor Comparisons 2016-19 provided by Moray Council. Environmental Services Moray Council (2019) Draft Museums Annual Report 2018/19 3 Ibid. 4 Visitor numbers spreadsheet 2019-2020 supplied by Moray Council 5 Moray Council Museum Division Budget Monitoring Report 10 December 2019 Page 121
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10 Deliver benefit for the community in partnership The report demonstrates there are community needs which a re-opened and active museum in Forres could usefully serve. The Moray Community Planning Partnership has key actions in relation to life-long learning, youth engagement, employability, active citizens and social prescribing. These are areas where a local, accessible museum with active and inclusive volunteers can support new and different solutions for wider local partner needs. For example, participants in the consultation showed interest in developing intergenerational projects and building new relationships and projects with local groups and care homes supporting dementia care. Moray has a healthy heritage offer overall, but it is currently not well ‘joined up’ or coherently promoted. Work by Visit Moray Speyside, the Forres Conservation & Heritage Scheme (FC&HS) and the UK Shared Prosperity funded Forres Connected project are making inroads to resolving this. The Falconer Museum could be actively involved in these. Building and strengthening mutually beneficial heritage-focused partnerships between a re-opened Falconer Museum and established Forres organisations and groups (e.g., Forres Heritage Trust, FACT, FC&HS, Findhorn Bay Arts, Forres Connected and the forthcoming Leanchoil Trust) will bring sustainability and growth benefits for these stakeholders, the local community and economy, particularly in relation to tourism. The report also highlights many ways in which a future Falconer Museum could partner with national agencies such as Historic Environment Scotland, with creative organisations such as Findhorn Bay Arts, and with local artists and craftmakers around exciting cultural and learning projects that engage communities and attract investment, and high-quality products and merchandise that contribute to income generation. Support Forres tourism and the local economy Statistics show 41% of the domestic visitors to Moray are coming for heritage and culture purposes. The content of the museum’s collection will attract visitor interest through content relating to popular local history and internationally important artefacts of archaeology and natural history, as well as Pictish trails and tours. Key to attracting and growing audiences (particularly families) is for the museum to meet contemporary audience aspirations for more dynamic, engaging and exciting displays and interpretation, connected and promoted through digital channels. Reposition the Falconer Museum and Collection Recent collection analysis and historic studies highlight the significance of the collection Hugh Falconer amassed. This excitement must be communicated however, and a refreshed Falconer Museum will need to select, display and interpret objects to bring out their importance, relevance and interest to target audiences, including tourists and local families not just specialists and experts. Consultation also surfaced real enthusiasm and a strong desire to see the museum improve its impact and reach through a refreshed display and temporary exhibitions, A proposal for rationalising collections to ensure a focused display offer at the Falconer Museum was welcomed. In consultation there was a strong belief that a ‘new’ Falconer Museum could play an important part in community wealth building, wellbeing, diversity and inclusion, and in local and regional pride in its collection. Almost all of those consulted in this process also expressed a desire for the Falconer Museum to regain its status as an Accredited Museum. Page 122
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11 Suggested opportunities for the Future Falconer Museum The following summarises a selection of future opportunities presented in the Future Falconer Museum Report (which references Forres Conservation & Heritage Scheme consultation completed earlier in 2024). Contributions to town centre redevelopment • Integration of the Falconer Museum with FC&HS activity, Forres Connected and the Forres Interpretation Reference Group, e.g., o High St Histories Forres Heritage Trust project could lead to a series of changing exhibitions of relevance for local people in partnership with the Falconer Museum. o Connecting and integrating Falconer Museum activities into Forres Connected marketing initiatives. o The Lost Orchards and the Varis Bobbins projects could be tied into and be showcased at the Falconer.6 Exciting and meaningful public heritage engagement • The Falconer Museum will help the refreshed Museum Plaza fulfil its purpose as a “key gathering space” through hosting museum-led community engagement activities. For example, a proposed Findhorn Bay Arts commission to deliver a Missing Museum project in Forres in March 2025 with creative consultants The Imaginarium is a potential partnership opportunity which could help the museum raise its profile, engage and excite local people with a ‘new’ Falconer as it moves to re-open.7 • Historic Environment Scotland (HES) worked with The Stove (Dumfries) to establish Creative Caerlaverock, a creative learning and engagement project (including a Centre for Creative Learning) deeply rooted in the heritage of Caerlaverock Castle and its surrounding area. With a number of Forres town centre streets (and of course the Sueno Stone) listed by HES, there could be potential projects delivered in partnership with HES that help to dynamically engage Forres people and tourists with the town and the museum’s collection through time.8 Health and learning partnerships • Working with local schools, Leanchoil Trust and Moray Council (e.g., Learning & Education, Children and Young People, Young People in Care, Health & Social Care) the Falconer Museum could develop outreach pilots and projects that directly support the Moray Community Planning Partnership’s priorities for young people and older people in care, or living in isolation. • As an educational resource: While it was not possible to directly engage Glasgow School of Art (Forres, Highland Campus) in the timeframe of this project, consultation and correspondence suggests that there are partnership opportunities for the museum with GSA: as a creative, educational and research resource for its students and staff; through special museum visits and learning events which introduce new students and staff 6 HAHA and MADE (May 2024) Forres Conservation & Heritage Scheme Activity Plan 7 The Missing Museum Project, designed and delivered by The Imaginarium (creative consultant DJ MacDowall) was originally commissioned and delivered for The Stove in Dumfries in August 2023. 8 Creative Caerlaverock, The Stove Dumfries and Historic Environment Scotland. Page 123
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12 (particularly international students and visiting lecturers) to the history and culture of their academic home in Forres. The collections directly relate to a STEM agenda and there are opportunities to connect with the proposed Leanchoil Forres STEM hub. • Local funder William Grant Foundation supported a year-long initiative (2020-21) to recruit young people (aged 18-30) in the early stages of their careers, and prepare them to join arts and heritage charity boards. The 18 individuals undertook an intensive training programme on the roles and responsibilities of Board trustees, including an introduction to the charitable sector, the general duties of charity trustees, the differing roles and responsibilities of trustees and staff, effective meetings and decision making, understanding charity finance, and the difference that a board member can make.9 This suggests an opportunity to approach the Foundation about its Youth Opportunities fund to support engagement of younger people in the governance of the museum.10 Art and craft retail and merchandise Moray has a number of high-quality art and craft makers and organisations with whom the Falconer could partner to sell high quality art and craft through the museum shop. These include: • Makers represented by Craft Scotland and Visual Arts Scotland such as local silversmith Iona Hall.11 • North East Open Studios delivers coordinated marketing, promotion and selling opportunities for artists and craft makers across the north east of Scotland, including promotion of the North East Open Studios Moray Coast Artists and Makers Trail.12 9 Culture & Business Scotland, New Voices, Fresh Perspectives project, 2020-21 10 William Grant Foundation, Youth Opportunities Fund 11 Craft Scotland, Visual Art Scotland 12 North East Open Studios Moray Coast Trail 2024 Page 124
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13 Falconer Museum Options Appraisal An options appraisal process was undertaken in consultation with Moray Council and members of the Museum Action Group in October 2024 (full details of the process can be found in the Future Falconer Museum Report). Preferred Operating Model Drawn from across five shortlisted options, a preferred option emerged of an independent body operating and managing the Falconer Museum on a leasehold with a Service Level Agreement with Moray Council. This will take five years to go from an initial set up year through gradual development of activities and income streams before reaching full performance and the ability to undertake significant fundraising for capital repairs, display development and large engagement programmes. An initial ‘start up’ phase Years 1 -2 will see the museum and collection re-establish its presence in the community and with visitors, begin to re-position the Falconer amongst the local Forres heritage offer and enable new partnerships to pilot activity with the support of existing and new volunteers. This stage particularly requires continued support from Moray Council and enables conservative fundraising and income generation. Opening for at least 20 days July-August in Year 1 makes the museum eligible to apply to work towards museum re-accreditation in Year 2. Operating as a charging museum from Years 2- 5 will enable it to consolidate and develop its programme in partnership with Moray Council, key stakeholders (including volunteers and Friends of Falconer Museum) and partners. It requires ongoing but reduced financial support from Moray Council through an agreed four-year term Service Level Agreement, whilst attracting increasing grants and income through fundraising and commercial activities. In addition, partners including professional networks and bodies (such as Museums Heritage Highland and the North East Museum and Heritage Network) support working towards museum accreditation, Forres Connected integrates the Falconer into local marketing and promotion, and Visit Moray Speyside links the Falconer into tourist trails across the north of Scotland, including Pictish and other heritage trails. Preferred Governance Model The governance models presented through the options process included: A. Continuing as is under Moray Council B. New independent body managing and operating the museum, ownership remains with Moray Council C. New independent body owns, manages and operates the museum D. Ownership, management and operation integrated into an existing but wider body or culture or leisure trust (e.g., National Trust for Scotland; High Life Highland). Page 125
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14 There consensus view of the group is summarised in the table below: Most favourable Least favourable B. New independent body manages and operates, ownership remains with Moray Council C. New independent body owns, manages and operates in full D. Ownership, management and operation integrated into existing wider body or culture/leisure trust A. Continues as is under Moray Council Overall, Option B was considered to be the best-case option for the Falconer Museum to deliver the preferred, phased operating model with a new independent body managing and operating the Falconer Museum through a lease with a Service Level Agreement with Moray Council, who would retain ownership of the museum building and collections. Moray Museums Service Options As part of the recommendations implicit within the preferred Operating Model for the Falconer Museum, the Moray Museums Service (MMS) collections would be rationalised leaving only the Moray-wide, non-Forres, or generic social history collections and Peter Anson collection in Moray Council management. It is suggested that the Peter Anson Collection loan items and any other loan items not redefined as Falconer Museum collection items are returned.13 Three options are suggested for the future of the remaining Moray Council collections: Option 1 – Falconer Museum manage MMS collections as part of proposed Service Level Agreement The new independent body would in this option be responsible for managing the MMS collections as well as those collections identified as Falconer Museum in the proposed rationalisation. This simply means the collections would remain in museum store and be looked after as currently alongside the other collections. There would be no requirement on the Falconer Museum to carry out rationalisation or activities using the Moray Council collections (although these might be agreed with appropriate funding for the staff and costs required as part of a negotiated SLA). Option 2 – MMS Collections are dispersed on loan and gift where possible. Collections could be returned to former locations and / or shared with communities on loan or by gift. Venues that could be approached for consideration of loan or gifted accessioned items are: 13 In the case of dispersal, disposal or reproduction of the Peter Anson Collection it is important that the status of the agreement between Moray Council and the collection’s owners should be confirmed to ensure that any ongoing agreement terms are complied with, and that in the case of dispersal, disposal or reproduction of the Peter Anson Collection, appropriate arrangements are made and follow the ethical guidance of the Museum Association and Museums Galleries Scotland. Reference documents: Deposit agreement with Moray final 20-07-14, Moray Council; Nunraw agreement between the Trustees of Sancta Maria Abbey, Haddington and Moray Council, 25/5/2005. Page 126
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15 • Elgin Museum • Nairn Museum • Buckie & District Fishing Heritage Centre. Cases not used in the shop of the Falconer Museum (see below) or in FACT heritage lobby should be dispersed along with collection items to non-museum venues on loan from Moray Council. Option 3 – MMS Collections are disposed of Social history collections comprise about 39% of the total collections including Forres material which is slightly under 5%.14 The cost is likely to be around £36,000 across 1 ½ years requiring professional staff familiar with museum procedures and documentation. It would be reasonable to ask the independent management body to continue to maintain the collections in store whilst this process is carried out. Peter Anson collections are gifted to a suitable coastal venue, possibly Buckie & District Fishing Heritage Centre.15 14 These percentages reference those in Helen Avenell Heritage Associates’ Moray Museums Service Collections Overview p. 10. As such they include within the total percentage 20% of collections which have already been disposed. 15 As per the caveat noted in footnote 13, p. 14 regarding confirmation of ownership and responsibilities. Page 127
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16 Business Model Recommendations Key Characteristics A new independent body runs a charging museum with a lease and Service Level Agreement with Moray Council. The model includes income generation through admissions, fundraising and earned income and provision of an engaging permanent display with new and digital interpretation appealing to tourists and local families as well as a programme of activities and exhibitions. The programme of exhibitions and activities would be externally funded on an ongoing basis through grant and other fundraising; if the fundraising is not successful activities would not happen and would not place the organisation at risk. Successful redisplays and exhibitions drive admissions income. Admissions and earned income support core running costs. Over time increased profile, reputation and support generate the foundation for a larger fundraising application that repairs the building, provides a state-of-the art new display with digital interpretation and family interactivity, infrastructure to support regularly changing exhibitions and an ambitious local engagement and volunteering programme. The Falconer Museum collections are defined as Archaeology, Natural History including palaeontology, geology and herbaria, World Cultures and Forres Local History. A reduced collection is retained by Moray Council. Moray Council’s wider social history collections and Anson collection are rationalised / disposed at a timescale to suit Moray Council. Falconer Museum Governance For museum accreditation purposes, an appropriate governing document will need to be in place which, for an independent museum, needs to give the governing body the power to hold a collection and operate a museum, regulated (in Scotland) by OSCR.16 Museum Accreditation Guidance states: “Where a local authority has transferred its museum provision to an independent entity, the governing body will often be viewed as the group overseeing the independent entity. In this instance copies of the agreements for this arrangement will need to be provided. This might include documents such as a management or service level agreement, or a collections loan agreement. We’ll use these to make sure the right governance document has been provided.” Legal structure Legal advice should be sought on the specific legal structure to be adopted. For information and guidance Museums Galleries Scotland (MGS) provides information and advice relating to common 16 Information on accreditation taken from Arts Council England Welsh Government Museums Galleries Scotland Northern Ireland Museums Council Museum Accreditation (March 2019) Accreditation Guidance Supporting Guidance for Accreditation Standard November 2018 Retrieved 11 9 2024 Page 128
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17 governance structures and requirements for museums and collections in Scotland which should be referred to, particularly in relation to accreditation requirements.17 In line with MGS advice, professional legal support should be obtained to ensure related governing documents fully reflect the needs of: • The operating model • Regulatory body OSCR • Accreditation requirements of Museum Galleries Scotland • Ownership of the Falconer Museum and its Collections by Moray Council, and an ongoing lease agreement relating to the operation and management arrangements • Oversight of The Falconer Trust • Protection against liability for individual trustees Proposed governance roles A governing Board of Trustees oversee the strategic direction, key activities and roles. The Board is responsible for financial controls, reporting and financial health of the organisation. The Board should meet regularly, probably quarterly with more frequent meetings in the first year of operation, and will be the accountable body. Roles Duties Skills Chair Being willing and able to lead the organisation in partnership with the lead staff member (Manager). Ensuring the organisation has clear direction and is achieving its aims. Harnessing the skills, experience and energy of the board team to its common purpose. Ensuring a myriad of different relationships are working so that the organisation delivers.18 Previous Board experience. Treasurer Ensures financial controls and systems are in place, responsible for ensuring appointment of accountants and annual report with accounts prepared. Financial or budget management experience; ideally familiarity with charity finances. Secretary Responsible for official reporting to OSCRs and if appropriate Companies House. Administration. Trustees All trustees required to put the interests of the charity they are a trustee of ahead of any other interest (such as of another Forres culture group). Accountable to OSCR, Responsible for overall charity governance and finance, Oversight of Exec Volunteers and staff. Previous Board and charity experience. Range of skills across whole board (not required of every individual: financial, commercial, marketing, museum / visitor attraction / heritage, legal, Forres group representatives Friends of Falconer Museum, FACT and Forres Heritage Trust to have a representative each on the Board. Understand or willingness to learn charity governance. 17 Museums Galleries Scotland publishes advice on Governing a Museum, including information about common types of governance model used by museums in Scotland, and case studies. 18 Taken from Ruth Lesirge & Rosalind Oakley A Chair’s Compass: a guide for Chairs of charities and non-profit organisations, Association of Chairs, 2024 Page 129
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18 Falconer Museum Management Day to day operations managed by a Part-time Manager who should report directly to the Chair of Trustees. The Manager will ensure the Executive volunteers meet regularly and that workload priorities to deliver the trustees’ strategy are understood. The Executive volunteers will support the part-time manager to manage and motivate the volunteers working in their respective areas of responsibility by agreeing tasks and approaches to work and will provide regular guidance and social support to their teams. Volunteer teams will be essential for day-to-day delivery and their individual wellbeing, rotas and operational needs will be the responsibility of the part-time manager. Paid seasonal staff will be employed when budget allows to manage admissions, ice cream sales in busy periods and where DBS checks and specific skills are required for learning activities. Consultants and an accreditation mentor provide specialist support. Paid roles Manager (P/T) Ensure record keeping income and expenditure, collections records. Co-ordinate the work of volunteers and support their activities. Devise and deliver public engagement activities in partnership with other organisations. Develop fundraising applications. Other duties to do with day-to-day management. To liaise with partners on events, marketing etc and to contribute to marketing. Budget management, volunteer management, public engagement, administrative skills, event / project management experience, museum interest and ideally some art/museum experience including exhibition production. Consultant curatorial / other If necessary, brought in in addition to Accreditation mentor Specialist skills as required. Executive Volunteer Roles Collections Lead Oversee rota and work of collections volunteers Collections management knowledge and knowledge / willingness to learn about digitisation and accreditation processes Public Engagement lead Liaise with partners, Moray Council etc to open building and deliver events Experience in events or exhibitions Fundraising lead Create contacts, develop relationships and make funding applications Fundraising experience Marketing / Social Media Lead To ensure marketing activity and social media activity. Recommend Facebook / Instagram in first instance Marketing / Comms experience Bookkeeping Log expenditure and any income via shop and events etc Financial management Volunteers Collections documentation Continue to work in store; document changes to locations of objects for case displays etc All volunteers to be trained in the skills they need if not already experienced Object conservation and cleaning Clean and check objects in museum and store; monitor environment Welcome hosts Open and close the building with support of Moray Council / p/t manager, welcome visitors, help with ice cream etc Talks and tours prepare and give talks and tours Mentors Accreditation Mentor to support work towards reaccreditation; unpaid role Formally acknowledged as an accreditation mentor by MGS Page 130
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19 Falconer Museum accreditation Regaining museum accreditation will create credibility and opportunities for partnerships, support from other museum organisations and funding. Accreditation and governance Museum Accreditation requires an appropriate constitution demonstrating that a museum’s governing body: 1. Exists for public benefit 2. Can demonstrate its collections and assets are appropriately protected 3. Has powers to operate a museum and hold collections and assets. These powers must be transparent and should not include the ability to distribute assets or profiles for private gain. 4. Is subject to statutory regulation or judicial process in relation to its conduct. 5. Must be a permanent entity with a long-term purpose. The formal governing body with a constitutional name and a legal document giving it appropriate powers must be a long-term organisation. Any new body will need to demonstrate how its constitution meets the criteria whether it operates the museum directly or has contracted a legally separate management organisation to do so (a new trust would not have to own the collections and building). Eligibility requirements In addition to the constitutional issues to be resolved by a new body and to be eligible for museum accreditation, other eligibility requirements need to be met. In particular, the building need to open to the public regularly for the public to see and engage with the collections. A new governing body would need to commit to making a full application for Museum Accreditation within three years. To be eligible to apply for accreditation a museum must:19 • Have a physical space in the UK • Open for a minimum of 20 days a year • Hold a long-term collection of artefacts • Have a formal constitution • Meet all relevant legal, ethical, safety, equality, environmental and planning requirements • Be committed to improving its service for museum users 19 MGS Accreditation Guidance documentation is available on the MGS website. Accreditation Eligibility Questionnaire, accessed from the MGS website, October 2024. Page 131
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20 Working towards accreditation There are a number of required policies, all of which should be set out within a detailed forward business plan20. Regaining accreditation is a significant piece of work. It will be important for future management of the museum to receive good handover material from Moray Council to make the development and updating of policies and plans easier. Accredited museums are required to evidence: • How the museum cares for and manages its collections. • The information and services it offers to museum users. It is NOT necessary for the museum to have employed staff (there are many voluntary run museums with accreditation). The Falconer Museum previously gained accreditation (as Moray Council) in 1994, which was removed by Museums Galleries Scotland following the museum’s closure. In future, it is likely that the Falconer Museum would seek Type One accreditation, the basic indicators for which are set out in the following table: Independent museum indicators21 Type one Type two Type three Workforce Operated entirely, or mostly, by volunteers, usually supported by an Accreditation Mentor mostly volunteer workforce, with some paid staff, may be supported by an Accreditation Mentor paid senior manager/s, paid and voluntary workforce Management Managed directly by the trustees or through a delegated management committee managed directly by the trustees or through a delegated management committee managed by a paid director/manager reporting to the trustees or delegated committee Operating budget Less than £30,000 per year £30,000-£250,000 per year over £250,000 per year Opening Seasonal or weekend/ special event opening or appointment only where appropriate (for example, prison or ‘behind the wire’ military museum) seasonal, or open all year open all year, or seasonal opening 20 Alternatively formal evidence of intention such as minutes of a meeting discussing a plan with an accreditation mentor and target date may be suitable. 21 Reproduced from Museums Accreditation Guidance, 2018 Page 132
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21 Independent museum indicators21 Type one Type two Type three Learning offer Relevant lectures/ talks, learning groups welcomed on site formal learning offer, subject specialist lectures/ talks/events offered formal learning offer to multiple educational and user groups, regular subject specialist lectures/talks/events Visitor numbers Up to 10,000 site visits per year up to 49,999 site visits per year over 50,000 site visits per year Different Types of museums have to meet different levels of requirement and accreditation assessors take Type into account when making their assessments. There are nine elements of the standard: Organisational Health 1. Have appropriate governance and management 2. Plan ahead and have the resources to deliver your plan 3. Assess and manage risk to your organisation (including an emergency plan for collections) Managing Collections 4. Hold and develop collections 5. Hold useful and useable information on collections 6. Care for and conserve collections Users and their Experiences 7. Be accessible to the public 8. Understand and develop your audiences 9. Engage with your users, and improve their experience Each of these nine elements includes specific further actions all clearly set out in the Accreditation Guidance. Collections rationalisation In order for the Falconer Museum to play to its strengths and create displays with contemporary relevance, it is recommended to incorporate all Moray Museum Service’s natural history collections into the Falconer Museum. This broad definition of natural history would enable a future Falconer Museum to be relevant to local science and environment stakeholders, to make the most of the extraordinary discoveries made by Falconer about extinct species, and to include herbaria and climate science into its remit (as suits a benefactor who was both palaeontologist and botanist). Together these collections can be used to create relevant Falconer Museum displays for the identified target audiences of families, local people and tourists. Page 133
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22 This proposal assumes that the new managing body of the Falconer Museum looks after all the collections categorised as ‘Falconer Museum collections’ leaving those collections categorised as Moray Museum Collections as the responsibility of Moray Council. This reorganisation of collections is expressed in the table below: Collection Type Rationale FALCONER MUSEUM COLLECTIONS Falconer Museum Geology and Palaeontology (including Falconer Fossils) Scientifically valuable and historically significant collected by Falconer and successive Keepers working in his spirit. Palaeontology as the study of life within geological time is closely related to geology. Falconer Museum Archaeology (including Falconer lithics such as St. Acheul hand axes) Internationally significant collections of lithics. Archaeology is Nationally significant “unmatched in any regional collections in Scotland”. As the study of humans over time combining Falconer collections with other archaeology collections. Falconer Museum Falconer Archive – incl. letters written in Persian Potentially significant (further research needed) Falconer Museum Falconer Library Includes rare antiquarian and illustrated books Falconer Museum Forres Social History Locally significant and in keeping with original intentions of Falconer Museum Falconer Museum World Cultures Small but significant and with relevance to Falconer and the collecting patterns of a typical Victorian museum. Falconer Museum Herbaria as part of Natural History Nationally (possibly internationally) significant relects Falconer’s interest in botany. Enables the museum to address questions of climate science and environment with the curious spirit of the founder. Falconer Museum Natural History including taxidermy Record of life on earth (contemporary animals part of the broader scope of taxidermy and useful for engaging families and studying local fauna. ) MORAY MUSEUMS SERVICE COLLECTIONS MMS Wider Moray Social History Regionally significant MMS Peter Anson collection Focus on the Moray coast and Buckie; potential for commercial reproduction Page 134
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23 Falconer Museum Business Model Purpose The Falconer Museum is a museum constituted as a charity for public benefit. It has a collection and programme focus on archaeology, geology, palaeontology, natural history, herbaria, Hugh Falconer, Forres heritage and local history. It works in partnership with its key partners and stakeholders (including its volunteers) to protect, conserve and share its collections with its local audience and tourists. Objectives • To be a heritage resource and attraction that drives visitors and footfall • To provide a welcoming, enjoyable and surprising learning and leisure experience for families and residents of Moray, and visitors to the region. • To offer learning, social and health benefits for local people • To be a place-based learning resource delivering against the Scottish curriculum • To provide a regional pathway into (inter)national conversations on natural and human history Brand positioning • Educational: A unique and significant collection of fossils, archaeology and natural history which are of importance to the story of evolution and prehuman history. Relevant to growing interest in scientific and climate research • Popular local history Links to famous people and products of Forres (McVities, tea) and wider tourist trails across the North of Scotland, particularly related to the Picts • Global history International themes through the story of Hugh Falconer and the international importance of his discoveries Audience / customer segments (visitors) • Local audiences including families • Local young people in education and training • Forres older people • Tourists including day visitors and families • Visual Art and Craft audiences • Forres local history Page 135
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24 Relationships (key Museum activity stakeholders) • Heritage students and experts • Local volunteers • Local businesses and corporate sponsors • Artist community in Moray including GSA staff, students and visitors • National and international academic communities in geology, palaeontology, natural history and archaeology Key partners22 • Moray Council • Friends of the Falconer • FACT • Forres Heritage Trust • Forres Conservation & Heritage Scheme • Visit Moray Speyside • Findhorn Bay Arts • Glasgow School of Art Key activities • Museum display and opening • Exhibitions, events and educational / social activities • Art sales, merchandise and retail • Fundraising • Venue hire and pop-up catering (ice cream) • Collections management Key resources • Falconer Museum building • Falconer Museum Collections • People - trustees, volunteers, part-time manager • Income from fundraising, SLA and activities Cost Structure • Property management: rates, energy, insurance, cleaning 22 For Dependencies and a full Stakeholder Map of the Falconer Museum see the Future Falconer Museum Report. Page 136
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25 • Operational / Management: equipment and furniture, materials and stationery, other supplies and services / fees, licenses, expenses including legal advice, phones, finance administration e.g. systems, accountancy, recruitment costs, catering and retail investment, seasonal staff, part-time manager • Programme costs: displays, print, interpretation, conservation, curation, design, marketing, events, learning activities, learning seasonal staff, transport, temporary exhibitions, evaluation, volunteer expenses, training Revenue Streams23 • Local Authority Service Level Agreement (decreasing year on year to Year 5) • Fundraising: grants, donations, sponsorship, legacies, family annual membership. • Admissions income: gradually increasing from £3,500 Year 1 to £20,000 by Year 5 • Earned income: merchandise, ice cream franchise, venue hire (lab rental, weddings, corporate events, concerts, talks) events, art sales and retail. Channels (Communications) • Facebook • Instagram (including for merchandise sales) • Forres print distribution • Media • Forres Connected • Visit Moray Speyside partnerships 23These subheadings are taken from Future Proof Museums business model canvas by Susan Royce Change Management Consultant on the Future Proof Museums programme for Arts Council England 2020. Future Proof Museums’ heading of Value Propositions features elsewhere in the report. https://www.culturehive.co.uk/wp-content/uploads/2020/10/Future-Proof- Museums-notebook-WEB-SPREADS-1-2.pdf Page 137
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26 Falconer Museum: Proposals & Development Plan Income model The outline budget on page 32 sets out estimated income and expenditure for the Falconer Museum in its first five years. The following table outlines the key elements of its income model, followed by a short description of key strategies: Activity Delivery method Local Authority Service Level Agreement Admissions Ticket sales at £5.00 per adult, Children aged 6-18 £2.00, Concessions £2.00 Fundraising (grants) Trust and foundation applications Fundraising (membership) Membership packages with benefits Fundraising (corporate sponsorship) Business proposals to local / relevant businesses for annual support and benefits Fundraising (legacies) Legacy information (tax benefits and ‘how to’ form); partnership with solicitor firms Fundraising (individual giving) Trustees and others to maximise member relationships and other personal relationships Fundraising (crowdfunding) Using online platforms crowdfund for specific projects or items Education and social outreach activities Paid school / intergenerational project agreements; workshops and materials; learning resources; need DBS checked seasonal staff or work in partnerships Earned income (merchandise) Merchandised gin as investigated previously by Moray Council Earned income (ice cream concession) partnership with ice cream supplier / neighbouring cafe at 50% profit share; investment by museum in Year 1 in equipment Earned income (venue hire) Lab rental, Museum hire for weddings, corporate events, concerts, talks Earned income (retail) shop sales and commission on high value art and craft sales through shop Outline Admissions Strategy Admissions charging at around £5.00 for adults and £2.00 for children. To offer value for money for local supporters, a family annual membership scheme at for example, £12.00, might be offered. Admissions should grow in line with activity and to keep growing, a programme of activities, exhibitions and refreshed displays will be needed. Outline Fundraising Strategy Grants from Lottery and public bodies, Trusts and Foundations: Grant funding may support project activities particularly those with clear benefit to participant beneficiaries. For this reason, a strategy for grant fundraising should clearly target museum activities that provide positive outcomes for people such as learning and health and wellbeing. Page 138
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27 Grant applications usually require match funding, and this should be allowed for as part of expenditure. The Five-Year Budget shows the range of activities we believe it should be possible to raise grant funds for in blue. Starting with smaller applications that develop into larger amounts as confidence in the newly funded organisation grows, the Falconer Museum will develop strong relationships with funders to enable repeat funding of activities such as exhibitions, volunteer training, activities and events. Organisations to approach include National Lottery Heritage Fund and the People’s Postcode Lottery. By the end of the five-year period, the Falconer Museum should be in a position to achieve a larger capital project application, supported by match funding, which will combine capital repairs with engagement activities and new displays. In the first year it is recommended that the Falconer Museum apply to bodies that fund organisational transformation and resilience. These types of grant programmes offer one-off set up funds for future core costs that will enable growth and organisational development such as the first year of a management post or the development of fundraising materials for use with corporate and legacy donors. With this exception, it is difficult to raise grant funds for core running costs. The John Ellerman Foundation awards annual grants to museums and galleries to support curatorial excellence particularly at times of change24. Museums Galleries Scotland offers support for organisations to deliver against its priorities including funding, museum accreditation, training programmes and access to professional networks and forums. Museums classified by MGS as officially working towards accreditation can apply to the Small Grant Fund for up to £3,000.25 The Museum Development Fund of up to £60,000 is open to accredited museums. Individual Giving including crowdfunding, membership and legacies A fundraising Individual Giving strategy targets potential donors along a line of commitment that begins at a modest level with one-off donations boxes and membership scheme through to major donations / bequests. Each stage requires different provision of information and personal relationship cultivation. Crowdfunding and membership schemes are quick and simple ways to achieve small scale donations and raise profile at the same time. Larger gifts require cultivation and careful targeting but can be transformational. Successful individual giving strategies use systems to maintain knowledge and contact with donors of all scales retaining their interest in the organisation and ensuring that the organisation knows what campaigns individuals are more likely to support. We strongly recommend setting up a legacy scheme as the easiest way for individuals to make larger gifts to charities. However, legacy schemes take several years to mature and are unpredictable in their impact. Individual giving can be used to support all kinds of project but tends to generate the most support when the ‘ask’ is for tangible and specific goals such as an acquisition, a repair or an event. 24 John Ellerman Foundation 25 The MGS Small Grant Fund can support: Small scale project work; the acquisition of equipment and other resources to address time specific needs; preparation and scoping work to plan and inform future strategic development. Page 139
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28 Corporate sponsorship The Friends of the Falconer Museum already have some relationships with corporate sponsors and the goodwill in the town towards reopening the Museum should be harnessed locally. The Falconer Museum will need to recognise that corporate sponsors are looking for profile and benefits for themselves when becoming sponsors: such benefits might include acknowledgement on marketing materials or access to use of a space or a special event. Corporate sponsors can also offer in-kind support from materials such as paint for exhibitions preparation to expert professional advice provided pro bono. Outline earned income strategy Venue hire A range of venue hire opportunities should be pursued. Each requires advertising and relationship building. Weddings are highly intensive in terms of staff resource and need to be very well managed as the events are of extreme significance to the customer. It is recommended that casual staff and the part-time manager together manage these and that well-known resources such as Hitched.co.uk are used to find custom. Corporate events, concerts, talks and events will be identified through partnerships. Venue hire could be entered into in partnership with FACT and possibly preferred caterers. In order to meet museum good practice guidelines there will need to be constraints placed on alcohol (only white wine and champagne, not red) and types of refreshments served. Rental of the laboratory space either to archaeology companies or conservators should be investigated. Merchandise Merchandise opportunities have previously been identified by Glasgow School of Art and Moray Council with a focus on tea and gin. Based on Moray Council research in 2019 this could yield reasonable returns on products for sale in the Falconer Museum shop and elsewhere. Ice cream franchise Discussion with cafes nearby suggests that the gap in the market in central Forres is ice cream. Ice cream sales are advantageous for a venue like the Falconer Museum because they do not require significant investment or regular staffing. Falconer Museum would make the initial investment outlay in equipment like freezers and costs and profits would then be shared 50/50 with a nearby business. Costings in the budget are based on assumptions of 20 good weather days selling 30 units a day generating around £2,000 split profit. Art sales and retail The Falconer Museum shop space is small so maximum profit would be generated by focusing on higher price transactions and quality merchandise such as gin (mentioned above) and artwork by Moray and wider regional artists and makers. By offering sales opportunities and taking a commission on sales the Falconer Museum shop will generate income and support the local creative economy. Work is required to identify stock and manage relationships with artists. A wide pool of artists will need to be involved to keep the shop stocked. One or two of the oversized high-quality museum cases should be repurposed in the shop space to offer artists with fragile / expensive items confidence in quality of display and security. Page 140
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29 Income targets in the Five-Year Budget are modest. However, with the right buyer, the sale of quality art and craft has the potential to generate growing income. The shop can also sell relevant books, postcards and prints. We are not recommending e- commerce until the Falconer Museum has resources to provide appropriate customer service. Income generating potential of digitisation and research Some museums charge for digital images and for research enquiries. However, unless there is a large and strong portfolio of imagery, the amount of work involved in supplying high quality digital images of collection items, combined with sector and funders preference for Creative Commons licensing, would suggest digitisation is entered into for its public benefit rather than as a commercial income stream. (Most funders who would support image digitisation would insist on free public access to those images.26) It is not clear that the Falconer Museum has a suitable collection for this kind of commercial image library. In our experience if images are to be sold, this is easiest done through an agency such as Bridgeman who will handle administration and quality control. The Anson Collection in the Moray Museums Service Collections however has the potential for sale of postcards and prints (subject to existing agreements with its owners being met). This could be achieved by hiring an appropriate professional photographer and negotiating reproduction rights with the owners and artists’ estate where appropriate. Artists Resale Rights will also need to be thoroughly investigated through DACS and any links to the artist’s estate.27 Museums that charge for research mainly do so to cover the costs of providing access to the collection and / or the time value of curators answering research enquiries. For example, the Museum of the Order of St John charges £10 per research enquiry.28 These sources of funding have not been separately itemised in the Budget as they are likely to generate small, occasional amounts. Falconer Museum Five Year Budget The five-year budget demonstrates: Income with: • A Service Level Agreement with Moray Council with a diminishing grant to the Museum year on year • Steadily increasing admissions income replacing reliance on Moray Council • Steady activity generating grants fundraising • Increasing donations and corporate sponsorship over time • Legacy giving yielding results over the medium to longer term • Earned income especially merchandise and ice cream as steady income sources from Yr 2 • Other earned income increasing over time especially art sales and venue hire 26 Heritage Fund, Good Practice Guidance, Working Open Licenses 27 A quick check of DACS artist search facility did not generate clear Artists Resale Rights for Peter Anson. However, this is not conclusive, and more research will be needed: https://www.dacs.org.uk/. 28 Museum of the Order of St John Page 141
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30 Expenditure falling into categories: • Property management: Rates will reduce but other costs will be ongoing and rising • Operational and Management: these costs increase with activity but should be offset by rising admission and earned income as these costs are investments in a higher profile, active museum • Programme costs: these are more discretionary, and it is recommended that programme activities are fundraised for and only delivered once funds are identified and committed. Indicative Falconer Museum Five Year Budget INCOME YR 1 YR 2 YR 3 YR 4 YR 5 Totals Local Authority Maintenance £30,000 £0 £0 £0 £0 £30,000 1 SLA (incl internal maintenance) £0 £24,000 £19,000 £12,000 £5,000 £60,000 Fundraising £0 Grants £0 £20,000 £15,000 £16,000 £17,000 £68,000 2 Donations £0 £2,000 £2,500 £3,000 £3,500 £11,000 Sponsorship corporate £2,250 £3,000 £3,750 £4,500 £13,500 3 Legacies £0 £0 £0 £0 £2,500 £2,500 4 Membership @£12 family ticket pa £120 £240 £480 £600 £600 £2,040 5 Admissions @ £5.00 adult £3,500 £7,500 £10,000 £15,000 £20,000 £56,000 6 School group admission £60 £180 £360 £360 £360 £1,320 7 Earned Income Merchandise (gin) £0 £2,500 £5,000 £5,000 £5,500 £18,000 Ice cream franchise (50% venue share) £0 £0 £3,200 £3,200 £3,200 £9,600 Lab rental £0 £2,000 £2,000 £2,200 £2,300 £8,500 Events £0 £0 £200 £400 £600 Retail Commission from art sales £400 £550 £900 £1,200 £1,400 £4,450 Other sales incl reproduction fees £50 £125 £200 £300 £675 Venue Hire Wedding £0 £500 £1,500 £2,000 £2,500 £6,500 Concerts £0 £500 £1,000 £1,500 £2,000 £5,000 Talks £500 £500 £500 £550 £550 £2,600 Corporate / commercial £0 £500 £1,000 £1,500 £2,000 £5,000 Other £0 £0 £0 £0 £0 £0 Total Income £34,580 £63,270 £65,565 £68,260 £73,610 £305,285 Page 142
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31 NB: Expenditure items in blue indicative of items possibly to be funded by grant income. EXPENDITURE YR 1 YR 2 YR 3 YR 4 YR 5 Totals Property Management Rates £11,500 £2,300 £2,300 £2,300 £2,300 £20,700 Energy £4,000 £7,500 £8,500 £8,800 £9,400 £38,200 8 Insurance (property and other) £1,600 £2,500 £2,500 £2,700 £2,800 £12,100 9 Cleaning £300 £350 £375 £400 £450 £1,875 Sub Total £17,400 £12,650 £13,675 £14,200 £14,950 £72,875 Operational & Management Equipment and furniture £400 £900 £1,250 £1,250 £1,600 £5,400 Materials/stationery etc - membership materials £300 £600 £1,200 £1,200 £1,400 £4,700 Other supplies and services /fees £200 £3,000 £4,000 £4,000 £5,000 £16,200 Licenses £0 £2,180 £2,180 £2,180 £2,200 £8,740 10 Expenses inc. governance/legal advice etc £4,000 £2,000 £200 £200 £200 £6,600 Phones £500 £1,200 £1,300 £1,400 £1,500 £5,900 Financial costs e.g. systems bookkeeping £260 £300 £350 £375 £400 £1,685 11 Accountancy £1,200 £1,800 £1,800 £1,800 £2,000 £8,600 Recruitment costs £495 £200 £200 £0 £0 £895 12 Ice cream and other income set up costs YR 1-2 / renewals Yr3 £2,000 £1,000 £500 £200 £500 £4,200 13 Seasonal staff £1,920 £2,000 £2,200 £2,400 £8,520 14 Match funding ringfenced for grant applications £2,000 £1,500 £1,600 £1,700 £6,800 p/t Museum Co-ordinator freelance contract £800 £15,800 £16,600 15 Part/Time Museum Manager £16,464 £17,287 £18,151 £51,902 16 Sub Total £10,155 £32,900 £32,944 £33,692 £37,051 £146,742 Programme Redisplay ground floor cases £0 £3,500 £0 £0 £0 £3,500 Print (incl in later years leaflets) for marketing £500 £800 £900 £900 £900 £4,000 Fee interpretation / conservation / curatorial consultants £750 £750 £1,600 £1,600 £1,600 £6,300 Design £400 £1,000 £800 £1,000 £1,200 £4,400 Marketing (online in Yr 2) £400 £1,000 £2,000 £2,000 £2,000 £7,400 Events £2,000 £2,000 £2,500 £2,500 £2,500 £11,500 Learning activities £0 £2,000 £2,500 £3,000 £3,000 £10,500 17 Learning seasonal staff £960 £1,000 £1,100 £1,200 £4,260 Transport £0 £200 £200 £250 £300 £950 Temporary exhibition £0 £0 £2,000 £2,350 £2,750 £7,100 Evaluation / evaluation consultant £0 £1,400 £800 £800 £800 £3,800 Volunteer expenses and training £0 £1,000 £1,000 £1,000 £1,000 £4,000 Sub Total £4,050 £14,610 £15,300 £16,500 £17,250 £67,710 Sub Total Expenditure £31,605 £60,160 £61,919 £64,392 £69,251 £287,327 Contingency @ 5% of budget £1,580 £3,008 £3,096 £3,220 £3,463 £14,366 Total Expenditure £33,185 £63,168 £65,015 £67,612 £72,714 £301,693 Surplus / Deficit £1,395 £102 £550 £648 £896 £3,592 Page 143
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32 Indicative Cashflow based on the Five-Year Budget CASHFLOW YR1 YR2 YR3 YR4 YR5 B/F £0 £1,395 £1,497 £2,047 £2,695 INC £34,580 £63,270 £65,565 £68,260 £73,610 EXP £33,185 £63,168 £65,015 £67,612 £72,714 Difference £1,395 £102 £550 £648 £896 BALANCE C/F £1,395 £1,497 £2,047 £2,695 £3,592 Notes to the Five-Year Budget 1 External maintenance remains Moray Council responsibility as freehold owner 2 Grant income only likely to come in for non-core costs like activities and programme AND set up costs (hence dip in Yr 3) 3 Yr 2 based on 3 sponsors of @ £750 4 Set up legacy scheme in Yr 2 5 Rising to £15 per family for annual access by Yr 3 6 Yr 1 - occasional opening special events; Yr 2 only open from July to allow new display to be done April - June; calculations on 32 days opening July-Sep and 2,000 visitors total. 7 The small size of the Falconer will deter school group visits. Year 1 assume: 1 visit in 2 groups of 15; Yr 2 - 3 x visits; Yr 3 - 6 x visits; @£2.00 per child admission 8 Yr 1 assumes low cost as not open whole year; Yr 3 increase is extra cost of running freezer for ice cream as well as inflation 9 Increase in insurance is for art in shop 10 Council license £1500; annual £180 + £200 set up for alcohol 11 Indicative costs: charity bank a/c HSBC £60pa; Xero payroll £192 12 Museums Association website advertisement 13 Yr 2 set up costs 14 Assuming £12 per head mainly for ice cream staff 15 14-month contract Yr 1-2 of 79 days for fee of £16,600 (£200 per day) 16 Assuming FTE salary p.a. of £28,000 + oncosts = £39,200. 14 hrs p/w = £15,680 in Yr 1; then 5% increases 17 Including design of online self-led learning resource Page 144
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33 Developm ent Plan Falconer Museum The Development Plan will need to be owned and revised by the new independent body. Therefore, more detail is provided for earlier years and the expectation should be that this Plan is indicative. Property activities Activities Moray Council Independent Falconer Museum body Outputs Year 1 – Set Up Set up governance arrangements Recruit individual trustees to form initial core Board Agree SLA with new body Trustees to agree SLA 1 x Service Level Agreement Support initial expenses for governance and legal advice Trustees appoint legal advice and develop plans and policies 1 x Constituted legal body formed Agree proposed collections rationalisation as part of SLA Expand trustee board Chair, Secretary, Treasurer and other Trustees appointed Ongoing environmental monitoring by Highlife Highland Purchases of equipment supplies materials etc Transitional management arrangements Support with ongoing maintenance of Falconer Museum and collections at £30,000 Engage Friends of Falconer Museum to support collections activity Access for Friends of Falconer Museum to store 1 x partnership agreement with Friends of Falconer Museum Ongoing Moray Council property team checks Organise and pay rates, energy, insurance and cleaning out of maintenance support Manage payroll and payment for manager for end of Year 1 Appoint part-time manager by end of Year 1 1 x contract 4 days paid work by p/t Manager Health & Safety Checks by Moray Council Open museum for 20 days July - August Enable access to the museum for open days through staff resource or training / insurance / security requirements Volunteers campaign to recruit people to open museum 20 days public access to museum 10 additional volunteers recruited 1 x instructions for opening Museum and Store Security training and clearance Page 145
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34 Property activities Activities Moray Council Independent Falconer Museum body Outputs Manage payments of programme and Operational and Management costs (excl. Expenses) from admissions income 1 x social media advertisement for volunteering Admissions income target of £3,560 700+ Visitors Public access eligibility for museum accreditation achieved Support with partnership activities where feasible e.g. through FC&HS and other ongoing projects like Forres Connected Open the Museum for 20 days of events / opening with admission tickets 10 x activities led by partners hosted in Falconer Museum including Missing Museum engagement project with Findhorn Bay Arts; charging talks programme with Forres Heritage Trust; charging museum tours by Friends of Falconer Museum Open Days advertised by Forres Connected Support school visit Schools offer Prepare learning resources based on loans boxes and material Trustee with learning expertise to revise in light of Curriculum 1 x local school visit in 2 x groups Open shop Minimum 1 x artists work on sale 1 or 2 museum quality cases installed in shop space Artworks installed in shop space Commission target: £400 Preparation for first independent year of operation Develop and agree Business Plan 1 x Business Plan with Annual Action Plans Yrs 1-3 Training for collections volunteers 1 x training programme by Highland Highlife or AIM Support new independent body in payments for investments as appropriate Invest in equipment for Year 2 opening infrastructure Equipment installed Support new body to acquire licenses Acquire licenses for year 2 operations Licenses acquired for venue hire (alcohol, premises etc) Page 146
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35 Property activities Activities Moray Council Independent Falconer Museum body Outputs Begin process of re-applying for accreditation Contact made with MGS Marketing activity Ask Friends of Falconer Museum to update website Initiate a social media campaign on Facebook Local press promotion Updated website pages Set marketing targets Policies 1 x GDPR policy 1 x Access policy 1 x Environmental Sustainability policy A trustee to identify artists for sale in shop and lead on developing shop Secure arrangements made for card payments in the Shop Minimum 1 x artists Sale or Return agreements in place plus a further 3 x artists agreements ready for Year 2 Fundraising Co-sign funding applications as owner of assets Application to organisational development / resilience funders 1 x application to The Fore 1 x PE to Heritage Fund Develop fundraising case for support 1 x case for support template Set up individual giving plan Set up membership scheme 1 x individual giving plan 1 x family membership scheme (target: 10 family members £120) Year 2 – Consolidation Ongoing environmental monitoring by FOFM Governance and management Provide management fee of £24,000 as part of SLA First full year of Board leadership Payment of all operational and management costs including p/t manager and seasonal staff 4+ Board meetings 1 x OSCR annual report Reporting to OSCR on trustee membership and other requirements Payroll setup Page 147
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36 Property activities Activities Moray Council Independent Falconer Museum body Outputs Purchases of equipment supplies materials etc Set up Executive Volunteers Manage access and activities all volunteers in partnership with Friends of Falconer Museum Role descriptions Training manual for all volunteers Confirm eligibility for accreditation Application to MGS Begin work towards accreditation Development of policies including Collections Policy, Ethical Income Generation Policy and Volunteer Management Policy, Audience Development Plan Day to day Property management by independent body Organise and pay rates, energy, insurance and cleaning Marketing Partnership marketing with Forres Connected, Visit Moray Speyside 1 x listing / advertisement on Hitched Facebook promotion Set up second social media account Develop partnerships Partnership project plans developed with: FACT Forres Heritage Trust Leanchoil Trust Forres Academy Findhorn Bay Arts Fundraising Individual giving scheme 1 x outline Individual Giving Plan 2 x donations boxes and online donations campaign (target £2,000) £240 family membership scheme target 1 x legacy pack Page 148
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37 Property activities Activities Moray Council Independent Falconer Museum body Outputs Low budget applications for events programme and display project and for resilience funding / startup costs 12 x grant applications 3 x successful grant applications Grants target: £20,000 Trustees to contact potential corporate sponsors 10 x contacts made 3 x corporate sponsors signed up (target £2,250) 1 x in-kind printing / graphic design sponsor 1 x legal/tax sponsor to advise in-kind on legacy giving Trustees to apply to W illiam Grant Foundation for early career governance programme 1 x W illiam Grant application foundation Programme and Collections Refresh displays Cases relocated out of main space on ground floor Contents into ground floor cases to make coherent introduction to Falconer Elephant skull and key items such as hand axes installed on ground floor Graphics produced demonstrating importance of collections New labels and panels Open Falconer Museum to the public 20+ public open days 3 x school visits Income target £7,680 Partnership programme of activities (dependent on successful fundraising) Events/ activities programme with 1 partner Continue preparation of paperwork and policies for museum accreditation. Commission support Accreditation Mentor on board MGS and NESHN providing informal support Earned Income Identify ice cream franchisee Invest in equipment e.g. freezers for ice cream 1 x ice cream concession contract Fitout of facilities and equipment Page 149
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38 Property activities Activities Moray Council Independent Falconer Museum body Outputs Venue hire 1 x launch of venue hire brochure incl. professional quality photographs Venues target: £2,000 Retail 3 x artists work on sale in shop Commission target £550 Merchandise on sale (Falconer gin) Cards and books on sale Overall retail and merchandise target £3,100 Lab hire Identify and rent out lab space Year 3 – Growth NB. Year 2 actions ongoing and planned growth in line with budget – new actions below Programme and collections Extend number of open days Admissions target: £10,360 Achieve accreditation Accreditation application First annual temporary exhibition Temporary exhibition in partnership with partner organisation Partnerships with local organisations to further learning / health, social and wellbeing / intergenerational outcomes for local people Appropriate staff recruited to support partnership working with vulnerable groups 2 x partnerships in place with Leanchoil Trust, Forres Academy or GSA 1 x set activity materials and guidance Seasonal staff recruited Earned income Launch of 20 days ice cream sales Sourcing of supplies Recruitment of seasonal staff Profit share target: £3,200 Page 150
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39 Property activities Activities Moray Council Independent Falconer Museum body Outputs Increase shop stock and sales Income target retail incl. merchandise: £6,025 Governance and Management Introduction of early career governance programme 3 x 18-35 yrs early career stage individuals supported through trustee training, followed by recruitment onto Falconer board. Volunteer drive 50 new volunteers Marketing W ebsite pages added to act as Forres-wide heritage and culture online hub signposting to range of activities Identify engagement metrics X website visitors per month W ebsite pages with links to Forres Connected and local cultural activities 4 x Blog posts Year 4 – Ambition (NOTE as a capital project, fundraising and income for the one-off project not included in budget targets – will be in restricted income) Fundraising Ongoing fundraising to support programme activity Income target not including capital and engagement project: £23,350 Estates team to provide in-kind support of visual survey and photographs of Falconer Museum building as evidence of need Council team to provide fundraising advice Fundraising for match for capital project of around £200,000 for repairs, new displays and public engagement including volunteering and wellbeing programme Visit Moray Speyside to provide fundraising support 1 x Project Enquiry to Heritage Fund 1 x Submission of full application to Heritage Fund 1 x Fundraising Plan Match fundraising target from range of sponsors, donors and other funders of £70,000 Survey of Falconer Museum building Capital and engagement project Falconer Evolved project plan: To include capital works, engagement plan, audience development targets, 1 x project plan 1 x risk register Initial enquiries about listed building and planning permissions Page 151
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40 Property activities Activities Moray Council Independent Falconer Museum body Outputs interpretation plan, volunteering plan, learning plan etc 1 x design brief Estimates of building repairs Year 5 – Falconer Evolved Repairs and refurbishment New case displays Infrastructure / access improvements Digital interpretation and associated IT upgrades Capital and engagement project Delivery of Falconer Evolved project plan including Learning pack for schools Digital interpretation via app and in gallery Visitor target to new display: 15,000 Admissions income target: £20,000+ School admissions target: £360 Increased diversity of volunteers by age and background Fundraising Ongoing fundraising to support programme activity may wish to be used as match depending on success levels to date Fundraised Income target: £200,000 capital project (+/incl. £28,100) Legacy estimate: £2,500 Earned income Maximise awareness to generate venue hire bookings 1 x new brochure and online presence Income target venue hire: £7,050 Ensure more stock in shop 6 x artists agreements Retail target incl. merchandise: £7,200 Page 152
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41 Property Based on an assessment made by the Council in 2019, the Falconer Museum and the separate store require repair works to the roof and stonework, which “have to be undertaken within 3 years or earlier depending on weather conditions.” The timetable for addressing these works is dictated by the critical priority list of the wider Moray Council property estate. The Falconer Museum building is free from water ingress. Any issues found when the monthly reports are carried out are addressed immediately. The current estimated cost of outstanding repairs is £97,000 in 2024 prices.29 W hilst the Museums Service is closed it was also identified by the Council that in addition to the repair works, the following servicing would still be required including: • Fire Alarm and emergency lighting • Intruder Alarm • Servicing the heating system • Regular temperature checks • Fixed Electrical test if due • Cleaning the rainwater goods Carrying out repairs to the Falconer Museum building (and if necessary to the store roof) are essential and cannot be avoided. These are the works referred to under Property Activities in Years 4 and 5. 29 Internal documentation, Museums Service Committee Report Oct 2019, and emails from Moray Council Property Services, September 2024. Page 153
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42 Moray Museums Service Collections: Proposals & Development Plan Assumptions It is assumed that Moray Council wish to ‘do the right thing’ by the Moray Museum Service Collections whilst limiting their expenditure commitment. Having acquired the collections as a trusted public organisation, Moray Council will want to follow ethical guidance provided by both the Museums Association and the Museums Galleries Scotland accreditation framework. It is possible for Moray Council to rationalise and dispose of collections within an ethical framework. An audit of the social history collections should be undertaken to have better knowledge of the collections material to be dealt with. Public benefit Culture Radar advise a rationalisation approach that follows some key principles: • Ensure the safe keeping of objects in long term locations • Locate collections where they will be publicly accessible • Relocate collections and objects close to communities of origin or where the objects have particular relevance, significance or meaning. • Return loans • Follow accreditation guidance • Follow Museums Association Code of Ethics30 Rationalisation does not necessarily mean disposal of objects. It can mean lending and dispersal or deciding to retain objects. If disposal is a chosen route, Museums Galleries Scotland state: “Before undertaking the disposal of any item, you need to think carefully about the intended outcomes. Your outcomes should always demonstrate how your museum’s public benefit will increase as a result. Your primary outcomes for disposing of a museum object should be one of the following: • Improved care for the object • Improved access to and enjoyment of the object • Improved context for the object • Continued retention of the object within the public domain • Removal of any hazard posed by the object”31 30 Museum Association Code of Ethics 31Museums Galleries Scotland Introduction to Object Disposal Retrieved 24 October 2024 (ref. considerations-before- disposal) Page 154
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43 Many of the Moray Museums Service collections relate to specific localities within Moray and communities and heritage organisations in these places may welcome the opportunity to hold collections of relevance to their areas. Collections Disposal Process In line with the principles above, Moray Council should begin any process of rationalisation and disposal by reviewing and if necessary, rewriting Moray Council Collections Policy. Whilst doing this, Moray Council should confirm the reorganisation of Falconer Museum collections and MMS Collections proposed above and ensure the policy supports public benefit principles. Achieving rationalisation of the Falconer Museum collections will mean that MMS collections remaining within Moray Museums Service collections will be less than 37%32 of total collections. Within the MMS collections, 18.4% are general social history. Without an appropriate place to display these collections and given their widespread potential relevance, disposal of these collections could be considered and should follow a process that will allow time to make other museums, nationally, aware of the objects’ availability. However, please note Helen Avenell’s point that “it is not safe to rationalise or dispose of objects unless they are well understood but this can clearly cost a great deal of money and time. Without sufficient research, the rationalisation process itself is likely, particularly in the case of imperfectly understood historic collections, to separate objects from other related objects or documents which might throw valuable light on them.”33 We recommend that Moray wide social history items (15.6% of total collections) should be either kept by Moray Council or given to localities within Moray where the public benefit principles above will be better met such as by Elgin or Nairn Museum. We also recommend that use is made of a few of the high specification museum cases, oversized for the Falconer Museum, to share objects in non-museum venues where there is relevant history and demand for them. When deciding on locations for these, care should be given to considerations of light and security. The selection of robust objects and the quality of the cases should enable them to be displayed in most secure, locked or staffed public venues such as libraries and community heritage venues. Peter Anson collections should be returned or disposed of in line with public benefit, not sold. It is worth noting that if they are photographed and reproduction rights negotiated, this source of digital images could provide a small ongoing revenue stream for the Falconer Museum and other shops to sell postcards and prints. Methods that should be considered under disposal include: • Gift or transfer to another Accredited Museum • Exchange of objects between museums • Gift or transfer to another organisation within the public domain. This should be considered once it has been established that an Accredited Museum will not take the object • Return to donor. Only return to a donor once public options, such as other museums, have been exhausted 32 These percentages reference those in Helen Avenell Heritage Associates’ Moray Museums Service Collections Overview p. 10. As such they include within the total percentage 20% of collections which have already been disposed. 33 Avenell, H. (February 2024) Moray Museums Service Collections Overview, Helen Avenell Heritage Associates p. 21 Page 155
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44 • Transfer outside of the public domain. In the rare case that you cannot pass your object onto museums, some enthusiasts and special interest groups may take on ownership of an object. • Recycling. If a new object owner and location cannot be found, consider giving an object to charity or selling it as scrap. • Destruction. This should only happen when the object poses a health risk. In very exceptional cases, sale is considered to an accredited museum. However, sale can lead to serious reputational issues that may affect the ability to fundraise or of the Falconer Museum to gain accreditation. There is a strong preference and tradition of free gifts. Sale outside of the public domain isn’t recommended. Resource A discrete collections audit of the social history collections should be commissioned ahead of embarking on any rationalisation or disposal work. The audit need not check every object but should ascertain scale, condition and a pattern of acquisition for these collections. The disposals decision-making process needs to be carried out at individual object level by professional staff. Moray Council would therefore need to pay for staff to carry out disposal. It is strongly recommended that an estimate of the scale of this work is obtained by a collections management expert with familiarity with the collection such as Helen Avenell Heritage Associates before allocating resource. Culture Radar’s estimate should not be relied upon without obtaining a more thorough audit. We estimate that this work may take a member of staff two years to carry out this work and recommend Moray Council assume a two-year timeframe and a cost of £59,000 in salaries plus the cost of the preceding audit (an estimated £6,000). In addition, there will be transport and advertising costs. Whilst the process is ongoing, Culture Radar recommend that Moray Council include management of MMS collections within the Service Level Agreement with the new body running the Falconer Museum. It is essential, however for the success of the Falconer Museum, that the service specification is no more than the level of maintenance and checking currently done by Highlife Highland. Page 156
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45 Moray Museums Service Collection Outline Development Plan Collections advice by a specialist to audit the size, condition and status of these social history collections is recommended ahead of any action. Property activities Activities Moray Council Independent Falconer Museum body Outputs Year 1 – Preparation Agree proposed Falconer Museum collections rationalisation as part of SLA Commission audit of non- Forres social history collections Year 2 – Rationalisation process Rationalisation of Moray Museums Service collections Identify staff resource Agree process for documentation of Moray Museums Service collections rationalisation Identify donors and stakeholder e.g. funders Identify Moray heritage and other organisations as potential repositories Prepare condition and status checks of objects 1 x collections management policy Relationships developed with MGS and other heritage and museum organisations 2 x object lists for social history and Anson collections Year 3 – Consultation and decision making Update collections records Free space in store for Falconer Museum learning and community use Complete object lists Publicise available objects Inform stakeholders of decisions Arrange transport of collections Document all object movements If decide to keep some collections, Falconer Museum could look after them 1 x revision to SLA c. 17,000 Updated object records Page 157
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46 Draft Risk Strategy Based on the recommendations and business case, the following draft risk strategy is intended as a strategic guide to assess risk for the Falconer Museum – this includes risks related to establishing a new independent body to manage and operate the Falconer Museum, and to that body ensuring long-term viability of the Falconer Museum. It assumes an appropriate risk strategy is applied to risk management for the Falconer Museum, i.e. a process that includes: • Identifying: Potential threats before they impact • Assessing: Evaluating the level of risk / impact to the organisation or programme • Taking action: Mitigating the risk • Monitoring and reporting: Tracking the risk, and the effects / change as a result of mitigating action The table summarises twelve critical risks, their impacts and suggested mitigation actions for the Falconer Museum. The risks and corresponding actions provide a foundational approach for the trustees to establish a sustainable governance and operational framework, enhancing the Falconer Museum's role in the local economy, community and its long-term viability. The Relative Likelihood ratings (High or Medium) are based on typical challenges for independent museums with limited resources, especially those relying on volunteer-led operations and variable funding. Post-Mitigation Risk Levels reflect the anticipated improvement in risk levels if mitigation strategies are applied effectively. This can guide the board in prioritising areas that need immediate attention while reducing risks across the museum's operations and governance: • High: Still significant but mitigated. • Medium: Reduced impact but still needs monitoring. • Low: Effectively managed, minimal risk level. Risk Impact Relative Impact (Economic, Community, Heritage) Likelihood Mitigation Actions Post- Mitigation Risk 1. Funding insecurity for operating and program costs High Economic (high), Community (high) High Relationship management / communication with Moray Council. Realistic budget/target setting. Develop diverse revenue streams (memberships, sponsorships, seasonal events). Increase marketing and visitor admissions. Build contingency fund. Medium 2. Dependence on volunteers and P/T staff Medium Community (high), Operational Sustainability (medium) High Provide volunteer training, recognition programs, and secure funding for seasonal/programme staff during peak periods. Partner with local universities to expand volunteer pool. Flexible volunteer Low Page 158
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47 roles alongside Executive Volunteer roles to diversity skills appeal to greater number. 3. Governance and trustee capacity / skills gap (inc. failure to establish independent body to operate and manage) High Operational (high), Community (medium) Heritage (high) Medium Recruit a board with diverse skills in business, legal, marketing, and heritage. Establish training and mentorship for trustees. Terms of Reference agreed that reflect trustee capacity. Regular board meetings with transparent reporting, monitoring and evaluation. Re-consider options such as closure or integration with wider trust model. Low 4. Building maintenance repairs High Heritage (high), Economic (medium) High Prioritise preventive maintenance and fundraise specifically for capital repairs. Seek in-kind support / sponsorship from local contractors. Medium 5. Failure to achieve museum accreditation High Heritage (high), Economic (high) Medium Consult with accreditation mentor to follow MGS accreditation requirements and process. Peer- learning with professional networks. Collection documentation and management. Low 6. Insufficient visitors attracted and engaged Medium Community (high), Economic (medium) Medium Increase partnered marketing and promotion (incl. social media, retail and ice-cream promos). Rotate and refresh exhibits. Work with partners to utilise loaned displays to drive visitors to museum. Pitch local media features / special events. Low 7. Inadequate marketing and community engagement Medium Community (medium), Economic (medium) High Collaborate with local community networks, leverage social media, align marketing efforts with regional seasonal events and holidays. Community-curated / focused exhibits and events to increases local relevance and strengthen the museum’s role as a community hub. Medium 8. Legal and liability risks for trustees and volunteers High Operational (high), Community (medium) Medium Secure legal advice for comprehensive governance documentation. Regular training for staff and volunteers on compliance topics (e.g., health & safety). Write, implement and review essential policies and procedures to ensure ongoing compliance. Low 9. Challenges in long-term High Economic (high), High Secure SLA with Moray Council for transition phase. Develop and Medium Page 159
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48 financial sustainability Community (medium) implement five-year business and financial plan with diversified revenue sources, cost-saving measures, and reserve funds and in partnership with key stakeholders. 10. Collections management / interpretation limitations High Heritage (high), Community (medium) Medium Prioritise volunteer training through professional networks and MGS. Seek grants to support collections management / interpretation. Establish volunteer-led collections management team. Low 11. Compliance with health, safety, and accessibility standards High Community (medium), Legal (high) Medium Conduct annual safety audits. Secure funding for accessibility upgrades. Train staff in access, health and safety. Low 12. Risk of underutilising partnerships and community connections Medium Community (high), Economic (medium) High Establish formal partnerships with local organisations (e.g., FHT, FACT). Collaborate on mutually beneficial pilots projects and events to leverage community networks and increase collaborative impacts. Low Page 160
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director for Economy, Enterprise and Operations Report No: EGD035/25 Author: Yvonne Joss Contact Email: yvonne.joss@moray.gov.uk Subject: Crown Estate Coastal Community Fund 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to provide an update on the Crown Estate Coastal Community Fund. 1.2 This report is submitted to Committee in terms of Section III (F) (34) of the Council’s Scheme of Administration relating to the exercise of statutory functions that promote economic development in terms of paragraph 171 of the Local Government (Scotland) Act 1994. 2. SUMMARY 2.1 This report seeks approval to use the 2024-2025 Scottish Crown Estate allocation to deliver a Coastal Community Fund Grant Scheme. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) approves the use of the 2024/25 Crown Estate allocation to administer a Coastal Community Fund Grant Scheme that will deliver coastal community benefit Yvonne Joss Development Officer 4. BACKGROUND AND CONTEXT Item 7. Page 161
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4.1 The Crown Estate Scotland allocates annual funding to coastal local authorities to deliver coastal benefit to communities within 12 nautical miles of the coast. Allocations can be used to support economic, community and environmental projects, to support Scotland’s Blue Economy Vision and other priorities around tackling the twin crises of climate and biodiversity. The previous 5 tranches have contributed to existing council led and partnership projects being delivered in coastal areas including the Ice Plant, Buckie Harbour upgrades, the Coast to Country project and Forres Conservation and Heritage Scheme. The annual allocation varies and for 2024-2025 (Tranche 6) a total of £133,180.78 was received in December 2024. The grant offer acknowledged the delay in confirming the allocation may have impacted on the ability to plan and deliver within the financial year which was accurate. However, there is no expectation that that these monies must be spent within this financial year and agreement is in place to carry forward the allocation which is held in an ear-marked reserve. 5. PROPOSALS 5.1 It is proposed to use the sixth tranche of Crown Estate Scotland monies to create a Coastal Communities Fund Grant Scheme. The fund recognises Moray’ coastline as a vital asset for sustainable development and is designed to unlock opportunities through regeneration and support for community-led and partnership projects that aim to strengthen the economic, environmental and social resilience of Moray’s coastal communities. 5.2 The Coastal Community Fund Grant Scheme will be established using the £133,180.78 Crown Estate allocation for 2024/25. Grant amount This scheme will provide capital and revenue grants of up to £20,000 to eligible community organisations and partnership projects that align with Council priorities and will deliver coastal community benefit. Larger scale grants would be considered if a joint initiative or partnership application of two or more organisations/communities apply. Applicants must provide a breakdown of the expenditures for which the grant will be used and include at least two quotes from suppliers for each expenditure item. 5.3 Who can apply Eligible applicants include: • Community groups and voluntary organisations • Charities and social enterprises • Local development trusts • Educational institutions • Public sector organisations • Public-private or third-sector partnerships working in the Blue Economy Applicants must be constituted groups with a bank account. Page 162
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5.4 Location The site of the project or community must be within 12 nautical miles of Moray coastline. 5.5 Criteria The scheme is aligned with Scotland’s Blue Economy Vision, which promotes the sustainable use of ocean and coastal resources to deliver economic growth, jobs, environmental protection, and community well-being. Blue Economy themes supported include: • Coastal tourism and eco-innovation • Marine biodiversity and climate resilience • Sustainable fisheries, aquaculture, and food systems • Marine renewables and low-carbon infrastructure • Skills development and inclusive employment 5.6 Projects must have a tangible link to the coast and/or sea and support the community and economic development of Moray by investing in infrastructure, community capacity building, developing community assets and encouraging inclusive growth (combines improved wellbeing with greater equality and creates opportunity.) For example: - Projects that help people develop skills related to coastal or seafaring pursuits, activities or enterprises, for example sailing, fishing or boatbuilding. - Projects that celebrate the heritage of coastal and seagoing communities of place and interest, for example, a coastal or fishing village or township, historic boatbuilding or relevant clubs or organisations. - Projects that improve access to coastal areas, for example paths and viewpoints. - Projects that improve the coastal environment, for example applications to establish and support community groups looking after their coastline. - Projects that improve community-controlled infrastructure such as harbours, boathouses and buildings Applicants must provide a breakdown of the expenditures for which the grant will be used, distinguishing between capital and revenue costs and include at least two quotes from suppliers for each expenditure item. 5.7 Application Timeline The fund will open Friday 5 September and will close Friday 17 October and applications will be reviewed for eligibility by officers from the Economy and Enterprise Team. Eligible applications will then be voted on by Moray Engage through a participatory budgeting process. All works must be completed and grant claimed by 31 March 2026. Page 163
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5.8 A Project Officer from Economy and Enterprise team will be responsible for administering the scheme. They will also report to Scottish Government on all spend and how the projects delivered on the key outcomes and objectives and benefits to Blue Economy: ☐ Environmental Enhancement ☐ Emissions Reduction Or Removal Of Waste ☐ Jobs ☐ Tourism ☐ Skills Development ☐ Diversification Projects ☐ Investment For Community Purpose ☐ Climate Change Adaptation 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. Page 164
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☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal All funding decisions will be subject to compliance with Council Grant Funding Policy, governance, financial regulations, and external funder requirements. 6.4 Financial The proposals involve no additional cost or financial implications to the Council’s core budgets. The use of the £133,180.78 Crown Estate allocation from the Scottish Government is in line with Scottish Government guidance. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk All possible care is taken across departments delivering externally funded projects to mitigate any risks. There is a risk that the Moray Coastal Community Fund Grant Scheme will be undersubscribed, however, this will be mitigated by working with the Community Support Unit to ensure the fund meets local demand. However, in the unlikely event that the fund is undersubscribed at point of closure the criteria will be reassessed and a second round will be issued. 6.6 Staffing The administration of the Moray Coastal Community Fund Grant Scheme has been assigned to the Economy and Enterprise Team with the work being accommodated within existing staff resources. Officers from the Community Support Unit will be involved in design of the scheme and Finance will be involved in paying out the claims. 6.7 Best Value and Transformation None arising from this report. Page 165
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6.8 Property Nothing arising from this report. 6.9 Information Communications/Technology/Digital Nothing arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There will be local economic impact from distribution of coastal community specific funding that has not previously been available to our coastal communities. 6.11 Climate Change and Biodiversity Impacts Environmental projects that support Scotland’s Blue Economy Vision and other priorities around tackling the twin crises of climate and biodiversity will be supported via the Moray Coastal Community Grant Scheme. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director for Economy, Enterprise and Operations, Head of Growth, Planning and Climate, Service Manager, Strategic Planning and Development, Service Manager, Economy and Enterprise, Communities Services Manager, Service Manager, Legal Services, Chief Financial Officer, the Equal Opportunities Officer, and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Scotland’s Blue Economy Vision Moray Council Grant Funding Procedures Page 166
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director of Education, Housing and Communities Report No: HPS028/25/IW Author: Ian Walker Contact Email: Ian.walker@moray.gov.uk Subject: Industrial Portfolio Annual Report 2024/25 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to set out the annual performance of the Council’s Industrial Portfolio in 2024/25. 1.2 This report is submitted to Committee in terms of Section III (F) (3) of the Council’s Scheme of Administration relating to industrial and commercial development. 2. SUMMARY 2.1 This report outlines that the Industrial Portfolio exceeded targets for rental income and occupancy in 2024/25. It also provides details of actions needed to ensure that the portfolio continues to meet business needs and the need for a programme of works to be in place to improve the condition of the buildings and to ensure the Council’s portfolio continues to meet business needs and support economic development in Moray. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers and notes the Annual Report for 2024/25; ii) welcomes the good performance of the Council’s Industrial Portfolio; and Item 8. Page 169
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iii) approves the allocation of the capital expenditure as outlined in paragraph 5.38. Ian Walker Asset Manager (Commercial Buildings) 4. BACKGROUND AND CONTEXT 4.1 Moray Council’s industrial portfolio comprises a range of industrial land and buildings throughout Moray including all of the principal settlements. At 31 March 2025, the Council’s industrial portfolio comprised 168 industrial buildings with a total floor area of 28,305m² and 133 development and ground leases with a total site area of 21.04 hectares and a stock of serviced and un- serviced land for future development totalling 17.02 hectares. The distribution of industrial buildings, industrial sites and development land in Moray is detailed in APPENDIX I. 4.2 Annual reports have been presented to Committee since 2002; the last report was presented to this Committee on 3 September 2024 (para 10 of the Minute refers). This report is submitted as the Council’s Annual Industrial Portfolio Report for 2024/25, providing a summary of the portfolio’s performance and main issues. 5. PERFORMANCE 5.1 Rental Income The total gross rental income for the past 5 years is set out below:- 2020/2021 £1,940,000 2021/2022 £2,066,000 2022/2023 £2,085,000 2023/2024 £2,269,000 2024/2025 £2,573,000 5.2 Rental income was impacted by the Covid lockdown in 2020/21 and there was considerable uncertainty over the medium/long term impact on the portfolio. However, the portfolio has recovered well and rental income continues to grow – increasing by £304,000 in 2024/25 and exceeding the target of £2,381,275 by £191,600 - despite the sale of 11 March Road East in January 2025. It was reported in the 2022/23 year’s Annual Report that there had been more turnover of tenants than usual due to difficulties encountered by a number of tenants that survived the Covid lockdowns but did not fully recover and that the large increase in rent in 2023/24 reflected the reletting of many units and significant rental growth at rent reviews. The larger than expected rental growth in 2024/25 reflects ongoing strong demand for units when they become available on the market and ongoing significant rental growth at rent reviews. 5.3 The portfolio’s gross annual income has increased by £1,237,000 over the last 11 years as illustrated in APPENDIX II. This is despite the sale of properties totalling £1,712,700 in the last six years. Page 170
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5.4 The net rental income after deduction of property running costs, staff, administrative and capital financing costs in 2024/25 was £1,674,142. This is an increase of £65,142 from 2023/24. The portfolio’s annual net income has increased by £1,188,000 over the last 11 years as illustrated in APPENDIX II. 5.5 It is very difficult to compare the rental of the industrial portfolio objectively over a number of years as its composition changes due to the sale of properties, addition of new properties and the refurbishment and repair of existing properties. However, APPENDIX III demonstrates how increases in rental achieved at rent review for industrial premises (3 yearly rent reviews) and for industrial sites (5 yearly rent reviews) compared to the Consumer Prices Index (CPI) over the corresponding periods. 5.6 Debt Debt increased significantly in recent years due to the impact of Covid on tenants and the Asset Management Commercial Buildings (AMCB) team deployed considerable resources (working corporately with Legal Services and Finance) to work with tenants to minimise arrears. A range of measures are used to safeguard the Council’s interests if discussions with tenants fail to reach satisfactory outcomes. 5.7 Progress continued to be made up to the last three months of 2024 when the team lost two highly experienced members of staff and although two new Graduate Estates Surveyors took up posts in January 2025, monitoring of debt was affected due to priority tasks taking longer which has resulted in an increase in the level of rent/insurance arrears to 4.8% at 31 March 2025. This is still below pre-Covid levels which were typically 5 – 7%. 5.8 It is expected that the level of rent / insurance arrears will reduce again during 2025/26 as the new Graduates gain the necessary training and experience in the role of debt management which in turn will free up additional time for all members of staff to spend more time on debt collection. 5.9 There are already positive signs that this is happening with many of the most recent debtors agreeing full immediate repayment or entering into payment agreements. The % debt for the last five years is as set out below:- 2020/21 - 8.7% 2021/22 - 6.71% 2022/23 - 4.42% 2023/24 - 3.99% 2024/25 - 4.80% 5.10 Occupancy The occupancy levels of Council industrial buildings in recent years are set out below:- Page 171
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Year % of floorspace occupied % of buildings occupied 2020/21 88.84% 93.71% 2021/22 92.45% 92.57% 2022/23 90.19% 88.51% 2023/24 95.35% 92.26% 2024/25 97.00% 95.24% 5.11 At 31 March 2025 the occupancy rate in terms of buildings occupied was 95.24%. 5.12 Capital Receipts The sale of industrial land and buildings has generated capital receipts to the Council over the past 5 years as follows:- 2020/21 - £605,250 2021/22 - £23,900 2022-23 - £320,125 2023-24 - £245,000 2024-25 - £101,700 5.13 The capital receipt in 2024/25 was solely from the sale of 11 March Road East, Buckie. 5.14 Development In recent years the Council has invested in general upgrading works to the Industrial Portfolio to ensure the properties remain responsive to future business needs. During 2024/25, the Council invested £67,000 of revenue and £44,000 of capital in the Industrial Portfolio and in supporting industrial development across Moray through a range of projects including roof repairs, electrical repairs/upgrades, new fencing, lighting, heating upgrades at Business Centres, exterior harling and painting. 5.15 Refurbishment works ensure properties continue to meet business needs and safeguard future rental income. Officers will continue to work with tenants on the most appropriate ways to deliver improvements to properties, including agreeing where appropriate for tenants to do works in return for commensurate temporary reductions in rental, or capital payments. 5.16 Trends and Challenges Economy/Property Market During 2024/25 the national economy continued to be impacted by higher than the Bank of England target inflation rate, tight monetary policy and low growth. However, despite this the industrial portfolio is performing well. Officers will continue to monitor the situation closely and any knock-on effects for the industrial portfolio, however fears of weaker demand, increased voids, increased debt levels and pressure on rents have so far not materialised locally - there is currently good demand for units and rentals have continued to increase. Page 172
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5.17 Rental - The rental generated by the industrial portfolio continued to grow in 2024/25. 5.18 The previously expected sale of Unit 7 Coulardbank Industrial Estate fell through due to the tenant experiencing a downturn in their profitability and therefore the expected loss of the annual rental of £28,800 has not materialised. 5.19 A Community Group who currently occupy a unit within the industrial portfolio has enquired about securing a medium/long term lease at a nominal level. The lease is currently running on a month-to-month basis. In accordance with the Council policy this enquiry is being considered via the Council’s Community Asset Transfer procedure. The request for a nominal rent is contrary to one of the policy objectives of the industrial portfolio - to maximise overall rental income and thereby minimise the cost of the service – and if approved would obviously reduce rental income. 5.20 In Elgin, the construction by the private sector of 36 new units in recent years has not materially impacted demand and rents for the Council’s properties in the town. 5.21 Supply of Properties - Although for decades there has been very little private sector provision of industrial property to let in Moray, 36 units for speculative let were completed by private developers in Elgin 3-4 years ago. These were facilitated by public sector investment in infrastructure to provide serviced sites. Officers will continue to monitor the situation and take account of this in assessing future property needs and impact on occupation and rentals of Council properties. 5.22 Elgin Business Park was developed by Saltire Properties with infrastructure funding assistance from Highlands and Islands Enterprise to meet a shortage of industrial development land in the town. The Park continues to be very successful and reflects ongoing pent-up demand from businesses seeking to invest in developing their own bespoke premises, which were previously frustrated by the lack of suitable sites. The Council’s Employment Land Audit 2023 (which was informed by a Property Needs Study by Ryden Property Consultants) stated that due to the take up of sites at Elgin Business Park it is anticipated that the level of immediately available land in Elgin will reduce significantly over the next few years and bringing forward and servicing new sites will be critical to maintaining supplies. 5.23 The Employment Land Audit in both 2023 and 2024 also highlighted significant shortages of general industrial land in Speyside and Forres that require to be urgently addressed. 5.24 In 2024/25 the industrial portfolio continued to meet its objectives of minimising the number of vacant properties as far as is consistent with current market conditions; and maximising overall rental income and thereby minimising the cost of the service. However, there remain concerns about a shortage of industrial development land and units in various locations and it is Page 173
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very unlikely that the private sector will invest given the relatively high risks and low returns on capital costs. The following actions by the Council are aimed at addressing supply issues. 5.25 A major extension of March Road Industrial Estate in Buckie has provided a supply of industrial development land in East Moray. 5.26 Officers will continue to work with private developers to facilitate the provision of new business units, albeit private development proposals are currently very limited. 5.27 Potential further opportunities to acquire and develop land and buildings will be considered as part of the Council’s asset management rationalisation programme. A review of the Council’s depot and storage properties was presented to the meeting of Council on 25 June 2025. (para 30 of the draft minute refers) 5.28 The Council meeting approved the full business case for the rationalisation of the Council’s depot and store estate which will lead to a reduction in the number of properties occupied by Council services within the industrial portfolio. In addition to this during the process of rationalisation any assets which are deemed appropriate to be held for lease will be retained and added to the portfolio. It is expected in future reports on the industrial portfolio details of units which have returned to the portfolio from operational use will be highlighted. 5.29 Expansion of the Portfolio Officers continue to investigate any potential opportunities for expansion of the portfolio, to address shortages of available property and generate additional rental income to the Council. This includes identifying potentially suitable sites as part of work on the next Moray Local Development Plan, as well as monitoring construction costs and projects’ viability. Although rents have continued to grow, relatively high construction and borrowing costs mean projects continue to not be currently financially viable. This mirrors the Scottish industrial property market where new developments have been curtailed due to high costs and difficulties securing funding, with market attention turning to refurbishment of older industrial buildings. 5.30 Budget pressures and construction cost increases have limited opportunities to further develop the portfolio for several years and allocations in the Council’s Capital Plan for expansion/development of the portfolio have been programmed to be reassessed in future years. 5.31 Any proposals for funding future development of the Industrial Portfolio will be brought forward through the Council’s asset management, capital planning and economic development capital fund processes. 5.32 A number of industrial portfolio developments in the past were funded with assistance from the European Union. The audit processes for a number of the funding schemes were completed in 2023/24. As such, conditions attached to Page 174
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European funded projects no longer apply. Opportunities to potentially secure funding for industrial development from the UK Shared Prosperity Fund, the Place Based Investment Fund and the Just Transition Fund continue to appear to be very limited. 5.33 Age and Condition A significant amount of the portfolio was provided during the 1960s and 1970s and condition surveys undertaken in circa 2009 identified significant amounts of backlog maintenance/repair. Although tenants are obliged to carry out some of the outstanding repairs/maintenance where their lease includes an obligation to maintain and repair the property, some of the outstanding works, particularly those of an inherent nature, due to the age of the property require to be addressed by the Council. The Council continues to pursue a refurbishment programme to ensure properties continue to meet the needs of businesses. The works carried out have been predominantly to the fabric of the properties – replacing roofs, doors and windows, as well as estate road upgrades. 5.34 Condition surveys have been delayed due to staffing and workload pressures, however, the Council’s capital programme includes £272,000 for 2025/26 which will be sufficient to meet short term refurbishment of the fabric of properties. 5.35 Revenue Repairs Budget The annual revenue repairs budget has been set at £70,000 since 2012. Whilst that has been sufficient to meet ongoing repairs and maintenance needs, this sum has been devalued by inflation (40%) whilst at the same time regulatory property requirements including electrical systems, legionella, fire, and asbestos management have become more onerous and the volume of routine repairs/maintenance has grown as the portfolio has increased and aged. 5.36 As such, the current annual revenue repairs budget of £70,000 is no longer sufficient to meet ongoing repairs and maintenance needs. It is considered that an annual budget of £100,000 is required to meet ongoing repairs and maintenance. This has been raised corporately as a budget pressure. 5.37 Non-Domestic Rates (NDR) From 1 April 2024 Moray Council properties are exempt from NDR on empty properties. Previously vacant industrial properties obtained 6 months full relief from NDR and 10% relief thereafter. Given that most vacant properties are relet within 6 months the new regulations have minimal cost savings for the industrial portfolio. 5.38 2025/26 Projects Monies have been allocated in the current capital programme for refurbishment of parts of the portfolio. The condition surveys have been delayed due to staff shortages, but meantime officers have identified the following projects:- Page 175
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a) Refurbishment works to Unit A, Balloch Road, Keith to enhance marketability - £7,500 expected quarter 4 2025/26. b) New roofs required at 28/29 Tyock Industrial Estate, Elgin - £40,0000- expected 3rd quarter 2025/26. c) Upgrade circulation and parking areas at 4-8 Chanonry Road South, Elgin. - £40,000 – expected 4th quarter 2025/26. d) Unit 7, Coulardbank Industrial Estate, Lossiemouth – recladding to external fabric - £30,000 -expected 3rd/4th quarter 2025/26. e) Drainage and roads work Rathven, Buckie - £15,000 2nd and 3rd quarter 2025/26. f) Car parking works West Road, Forres - £10,000 3rd quarter 2025/26. g) Isla Bank Mills various works including replacement entrance atriums, roller door works and electrics - £55,500 4th quarter 2025/26. h) Tree works, Coulardbank Industrial Estate - £5,000 3rd quarter 2025/26. i) General estate works including fencing and gates, Pinefield Business Centre, Elgin - £10,000 3rd quarter 2025/26. j) Roof replacement Waterford Circle and West Road Forres - £15,000 4th quarter 2025/26. k) Further refurbishment/replacement works identified by condition surveys £24,000 throughout financial year. l) Electrical upgrades of various units. - £20,000 – expected throughout financial year. 5.39 Energy Efficiency Since 2018 in England and Wales there has been a prohibition on letting properties with Energy Performance Certificates (EPCs) worse than E ratings. In 2018 the Scottish Government consulted on draft proposals to make non- domestic properties more energy efficient, but further consultations were delayed due to the coronavirus. The Scottish Government however recently announced plans to introduce regulations in 2025 to reduce greenhouse gas emissions from heat in non-domestic buildings in line with the target to achieve net zero greenhouse gas emissions by 2045. It remains unclear at this stage if proposals will be targeted only at CO2 producing heating systems of which there are 19 industrial units, or impact more widely on the portfolio which has approximately 63 units with heating systems. There has been no further announcement to date and officers are monitoring the situation. 5.40 Consultation was carried out in 2023 by the Scottish Government on reform of Energy Performance Certificates, but there has been no further announcement to date and officers are monitoring the situation. 5.41 Mosstodloch Industrial Estate This estate suffered flooding on several occasions during periods of exceptional rainfall, despite significant investment by the Council in upgrading the surface water drainage system. A major adjacent business has installed various water/drainage alleviation measures, which have mitigated flooding at this location. That business has obtained planning consent to expand its Page 176
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operations in Mosstodloch, including comprehensive flood solutions within its proposals and officers continue to liaise with the company. 6. ANNUAL REVIEW 6.1 Officers keep the performance of the portfolio and its constituent parts under constant/ongoing review to ensure it continues to fulfil the objectives of the Portfolio (as detailed in section 8 below) and give consideration to proposals to maintain its ability to meet those objectives. 6.2 The main criteria are income generation compared to costs/risks (such as repairs and void periods) and potential to release development value. 6.3 A review of the portfolio has been carried out concluding that all the portfolio’s constituent properties should be retained with the following exceptions. 6.4 Isla Bank Mills (IBM) Industrial Estate As part of the 2023 Annual Industrial Portfolio Report concerns regarding the long-term future of this Estate were highlighted and this Committee agreed for officers to report back to Committee on proposals to investigate in detail the merits of selling/retaining IBM. 6.5 An independent valuation was prepared for the Council on the estate by FG Burnett Limited and this was reported to this Committee. Within the report FG Burnett Limited set out a number of weaknesses in relation to the estate these being its location, the poor condition of the buildings, the short term secured income and the likelihood that there is limited re-letting potential if large areas of the estate became vacant. These issues generally align with the concerns that officers have over the long-term sustainability of income at the estate. 6.6 This Committee at its meeting on 29 April 2025 (para 19 of the Minute refers) agreed to market the site for sale and to engage FG Burnett Limited to market the estate with their fee to be paid out of the capital receipt generated from a sale of the estate. 6.7 The Estate is currently being advertised for sale on the open market and officers will bring a future report to the Corporate Committee outlining the outcome of the marketing. During the marketing period officers will look to secure lease extensions for any leases which are due to expire this calendar year to ensure the retention of the income stream. 6.8 Mosstodloch Industrial Estate The Council owns Mosstodloch Industrial Estate. One of the Council’s existing tenants have approached the Council seeking to purchase four properties within the Estate to facilitate expansion of their existing site. Officers are in ongoing discussions with the company about their proposal Page 177
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and would intend to report back in detail to Committee should the company wish to pursue its interest in acquiring the Council’s properties. 7. SUMMARY OF IMPLICATIONS 7.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 7.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. The management and development of the Industrial Portfolio supports the LOIP priority of “a growing, diverse and sustainable economy” as well as the priority of the Corporate Plan of promoting economic development and growth. It also accords with the aim of the Moray Economic Strategy of facilitating economic growth and diversification of the local economy. 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 Page 178
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7.3 Policy and Legal The policy objectives of the Council’s industrial portfolio are as follows:- • To maintain an adequate supply of affordable premises in appropriate locations within Moray; • To minimise the number of vacant properties as far as is consistent with current market conditions; and • To maximise overall rental income and thereby minimise the cost of the service. 7.4 Financial Gross rental income in 2024/25 was £2,573,000 and net rental income £1,674,000. £112,000 of capital has been carried forward into 2024/25, giving a total capital budget of £272,000. £70,000 has been allocated for revenue expenditure on repairs and maintenance in 2025/26. However as detailed in paras 6.35 and 6.36 above this is considered insufficient to meet ongoing requirements. Proposals for future years’ capital developments will be taken forward through the Council’s financial planning process. 7.5 Risk The main risks are detailed in Section 6 of this report. 7.6 Staffing The Asset Management (Commercial Buildings) Team manages the Industrial Portfolio on behalf of the Council. Workload within the team is at capacity and timescales are having to be extended on priority tasks. Legal Services staff continue to be involved in formalising lease agreements and pursuing rent arrears where necessary. Due to staffing shortages in the Legal Team, there has been an increase in outsourcing to framework solicitors on debt recovery actions. 7.7 Best Value and Transformation This report is seeking to ensure the Council manages its’ property assets in accordance to best value principles and ensures that the Council’s industrial portfolio is suitable for the Council’s future needs. 7.8 Property The property implications are as detailed in this report. 7.9 Information Communications/Technology/Digital None. 7.10 Equalities, Social Inclusion and Economic Impact Page 179
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Potential equalities impact where buildings do not meet accessibility requirements. Consideration may need to be given to ensuring buildings have accessible facilities where required. 7.11 Climate Change and Biodiversity Impacts None. 8. CONSULTATION 8.1 This report has been prepared in consultation with the Head of Housing, Property and Communities, the Chief Financial Officer, the Service Manager, Property, Estates and Assets , the Services Manager, Legal Services, the Acting Head of Growth, Planning and Climate, the Equal Opportunities Officer and L. Rowan, Committee Services Officer have been consulted and their comments incorporated in this report as appropriate. 9. BACKGROUND PAPERS 9.1 None. Page 180
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Appendix I INDUSTRIAL PORTFOLIO ANNUAL REPORT 2024/25 ANALYSIS OF PORTFOLIO AS AT 31 MARCH 2025 ALL INDUSTRIAL BUILDINGS LET INDUSTRIAL SITES FUTURE INDUSTRIAL DEVELOPMENT LAND Settlement No. Floor Area (m 2) No. Total Area (Ha) Serviced (Ha) Unserviced (Ha) Elgin 63 9,653 76 10.486 0.24 0.94 Forres 24 3,008 16 3.710 0.00 0.00 Buckie 18 1,829 8 2.129 5.50 7.96 Keith 38 11,165 12 1.518 0.54 1.84 Lossiemouth 13 1,394 9 0.974 0.00 0.00 Other 12 1,257 12 2.222 0.00 0.00 TOTAL 168 28,305 133 21.039 6.28 10.74 Page 181
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Appendix III Annualised Rental Growth Page 183
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director for Economy, Enterprise and Operations Report No: ECS028/25/PW Author: Paul Wolverson Service Manager, Environmental Services Contact Email: Paul.wolverson@moray.gov.uk Subject: Deposit Return Scheme Update 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to update Members on the progress of the Deposit Return Scheme. 1.2 This report is submitted to Committee in terms of Section III (F) (12) of the Council’s Scheme of Administration relating to exercising the functions of the Council in relation to the provision of Catering Services and (22) determining arrangement for waste management, street sweeping refuse collection and refuse disposal including recycling. 2. SUMMARY 2.1 The scheduled commencement date for a Deposit Return Scheme (DRS) in Scotland is October 2027. This date aligns with the introduction of the scheme in England and Northern Ireland. 2.2 The containers considered to be in scope of the scheme are plastic and metal drinks containers between 150 millilitres and 3 litres. Consumers will pay tax on the single use product at the point of purchase, which will then be refundable at a return point. 2.3 Further information on the requirements of the scheme are expected in due course. The full implications for the Council will be considered once further information is available. Page 185
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3. BACKGROUND AND CONTEXT 3.1 Scotland is introducing a deposit return scheme (DRS), which is expected to launch in October 2027. This means when a consumer buys a drink in a single-use container they will pay a deposit (likely to be 20p), which will then be refunded when the empty bottle or can is returned to the return point. 3.2 The initial launch date for DRS was July 2022. This was then delayed to August 2023 and then March 2024. The proposed implementation date for DRS is now October 2027 to align with the implementation of the scheme in England and Northern Ireland. 3.3 The drinks products considered to be in scope of the DRS scheme are single use PET plastic, steel or aluminium containers holding between 150 millilitres and 3 litres of liquid. Glass is no longer part of DRS. 3.4 There will be new legal responsibilities for the management and collection of the in scope products, this is likely to include the following: • Producers that want to sell their products to consumers in Scotland will need to be registered. Retailers will be responsible for making sure the scheme drinks they sell are from registered producers and for charging customers the deposit when they are sold. • Unless exempt, groceries retailers will also have to operate a return point, collecting empty containers for recycling and returning the deposit to consumers. • Hospitality retailers who sell drinks to be consumed on the premises will need to make sure the scheme drinks they sell are from registered producers. As the empty scheme containers will be kept on site for collection, hospitality retailers won’t need to charge the deposit to customers. 3.5 The scheme will be administered across Scotland, England and Northern Ireland by Deposit Management Organisation (DMO). 3.6 The DRS model incentivises behaviour change, encouraging a move away from a throwaway culture and improving the quality and quantity of recycled material collected. This reduces: • Demand on raw materials. • Litter and the amount of waste going to landfill. • Emissions that contribute to climate change. 3.7 Further information relating to how the scheme will work, and the infrastructure needed with regards return points, will become clearer as time passes. The main perceived implications for the Council relate to: • What will be the impact on the tonnage and materials currently collected through the kerbside services. Page 186
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• What will be the impact for the Council in terms of current income generated from the sale of materials, particularly steel and aluminium cans. • Will the Council be required to provide a return point at schools. 3.8 Officers continue to monitor the situation and keep abreast of the latest industry information which is available regarding the implementations and implications for DRS. A further report will be bought to committee once further details regarding the introduction of the DRS scheme emerge. 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. ☐ Improving wellbeing of our population Page 187
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4.3 Policy and Legal There are no policy or legal implications at this stage. Though this position may change as more details are released on the introduction of the scheme. 4.4 Financial There are no financial implications at this stage. Though this position may change as more details are released on the introduction of the scheme. 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 4.5 Risk There are no risk implications at this stage. Though this position may change as more details are released on the introduction of the scheme. 4.6 Staffing There are no staffing implications at this stage. 4.7 Best Value and Transformation There are no implications at this stage. 4.8 Property There are no implications at this stage. 4.9 Information Communications/Technology/Digital There are no implications at this stage. 4.10 Equalities, Social Inclusion and Economic Impact The Scottish Government have undertaken multiple equality impact assessments to identify address and minimise the potential impacts of the scheme on those with protected characteristics. Deposit return scheme for Scotland: equality impact assessment. A further IIA for local context will be developed and evolve during the implementation of the scheme. 4.11 Climate Change and Biodiversity Impacts There are no climate change or biodiversity implications at this stage. Though this position may change as more details are released on the introduction of the scheme. Page 188
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5. CONSULTATION 5.1 This report has been prepared in consultation with Executive Director for Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager, Legal Services, Services Manager, People Management, Equal Opportunities Officer, Waste Manager, Catering Manager and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 6. BACKGROUND PAPERS 6.1 None. Page 189
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 2 September 2025 Report by: Executive Director of Economy, Enterprise and Operations Report No: EGD010/25/SC/SC Author: Joseph Duggan Contact Email: Joseph.duggan@moray.gov.uk Subject: Community Identified Benefits Portal 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to inform on development of the Community Identified Benefits Portal and creation of a temporary Community Wealth Building (CWB) post. 1.2 This report is submitted to Committee in terms of Section III (F) (2) of the Council’s Scheme of Administration relating to the exercise of statutory functions that promote economic development in term of paragraph 171 of the Local Government (Scotland) Act 1994. 2. SUMMARY 2.1 The Community Identified Benefits portal has now been created. External consultants CEIS were commissioned to develop it, in consultation with communities and businesses. The temporary (12 months) CWB Officer started in post in June and at the time of writing is arranging to finalise and launch the portal. The CWB Officer will promote the portal to community groups and support them to use it. These developments have been funded in full by the UK Shared Prosperity Fund (UKSPF). Page 191
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2.2 The portal will allow suppliers to work in partnership with the Council and to support local communities in a real and sustainable way. Local community groups and third sector organisations will submit requests for support and Council suppliers can then view the requests and select those they would like to deliver. This provides opportunity for positive engagement and public relations both for the Council and the suppliers in receipt of public contracts. Communities will benefit from receiving essential support to deliver their projects and activities. 2.3 Creation of the Community Identified Benefits portal will deliver on the Council’s Community Wealth Building Strategy and Action Plan by maximising local impacts through Council spend. 3. BACKGROUND AND CONTEXT 3.1 Community benefits are embedded within the Council's procurement practices, which aim to provide added value for local communities. A range of social, environmental and employability support services can be requested from suppliers who secure goods and services contracts worth more than £50,000. Council suppliers can offer to deliver these community benefit activities in addition to the activity included in the contract secured, ensuring that the impact of winning a tender provides benefit to communities in Moray as well as the supplier who has secured the contract. 3.2 On 8 November 2022, the Corporate Committee approved development of a new process to coordinate community benefits (paragraph 7 of the minute refers). Due to resourcing constraints, the project did not progress immediately after approval. However, funding was approved by the Moray Economic Partnership on the 17 April 2024 to use UKSPF to create the Moray Community Benefits Portal. Following a competitive process, a contract was awarded to social enterprise CEIS in October 2024 to design and develop the portal for Moray Council. 4. PROPOSALS 4.1 Local community groups and third sector organisations will be invited to submit benefit ideas, which could take the form of anything from material goods to volunteer expertise or labour. Please see Appendix 1 for a view of the portal. Officers have made the decision not to accept monetary requests. The full list of ineligible requests and the justification behind it is set out in Appendix 2. 4.2 Once a community group submits their request on the portal, the CWB officer will aim to review all new requests within five working days of submission. Once reviewed, the requests will either be uploaded to the portal to be viewed Page 192
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by suppliers, or further information will be sought to support the request before being published. 4.3 The Council is unable to provide a guarantee that a request will be selected for delivery by a supplier or state how long it might take for a request to be selected and fulfilled. However, Council officers will ensure that requests are promoted to suppliers of all Council contracts. 4.4 To ensure that the list remains accurate and relevant, any requests which have not been selected one year after publication will be removed from the list. These may then be submitted as a new request if still required. 4.5 Following extensive consultations with communities and other stakeholders, there was a clear preference for the CIB portal to be hosted on an external site. On a practical level, to embed the portal within the council’s website would have been more complicated and would have limited the portal’s design and functionality. Furthermore, considering limited resources, outsourcing will cost the council less in the long-term. This means the portal will be maintained by a team with expert knowledge, providing 24/7 support for any critical server issues, as well as robust cybersecurity. This approach is likely to be far more cost effective than using additional resources to manage the hosting, maintenance, and security in-house. 4.6 The portal will be marketed both to communities to encourage community benefits submissions, and to prospective and existing suppliers to ensure their awareness of the new process for delivery of community benefits. This activity will be supported by the Corporate Communications team, Community Learning and Development service, and Economic Growth and Regeneration service. External comms support will be requested from stakeholders including HIE, tsiMORAY, Federation of Small Business and Moray Chamber of Commerce. The key to success of the process is the engagement of all interested parties – the community, suppliers, Council, third sector and external organisations – to ensure that the portal meets the requirements of all those involved. 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 Page 193
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Staffing ✓ Best Value and Transformation Property Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact 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. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal The new community benefits portal and process will be reflected in the Procurement Strategy as per the Procurement Reform (Scotland) Act 2014. 5.4 Financial The cost of hosting and maintenance of the CIB portal have been waived for the remainder of this financial year. Once this period has ended, the cost will be £100 + VAT per calendar month, payable annually. This will be funded from Business Gateway’s subscription budget. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Page 194
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Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Economy & Enterprise Business Gateway 05/04/2026 £1200 per annum 5.5 Risk None arising from this report. 5.6 Staffing CWB has resourced at minimal levels since the dedicated CWB Officer post was deleted as a budgetary saving in March 2023. The former CWB Officer was redeployed to a vacant Business Gateway Adviser post and managed to cover some of the duties (roughly 1.5 days per week), however is now on maternity leave. A temporary 12-month CWB Officer post has been created with UKSPF funding meantime. The CWB Bill was introduced on 20 March 2025 to create a strategic foundation for community wealth building in Scotland and is currently at Stage 1. If/when it is formally enacted, a resource of 1.5 days per week is not considered to be sufficient resource going forward and will therefore be highlighted in Stage 2 of the Council Restructure. It is unknown at this stage if Scottish Government will provide a budget for delivery if CWB becomes a legislative duty. Meantime, the ongoing management, operation and promotion of the Portal will be supported with resource from Economy & Enterprise (temp CWB Officer) and Procurement. It would be the responsibility of this cross-section team to: • Review new community identified benefit submissions • Monitor supplier delivery of wishes • Liaise with internal and external stakeholders • Awareness raising campaign across Council departments 5.7 Pending the expected launch of the Community Identified Benefits Portal in mid-September, the CWB Officer’s primary focus will be on procurement reform, reengaging Moray’s Anchor Network, and developing proposals concerning the maximisation of socio-economic benefits from renewable energy projects in Moray. 5.8 Best Value and Transformation Page 195
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Additional community benefits will be secured from contracts by improving the connection between contracted suppliers and communities. The CIB portal will make it clearer to suppliers how they can meet their community benefit obligations by enabling community groups to specify what assistance they need. This will help to increase community benefits arising from contracts, thereby offering best value to the council and communities. 5.9 Property None arising from this report. 5.10 Information Communications/Technology/Digital A purpose-built online portal has been created with the end users in mind. The result is a straightforward, easy to navigate website. 5.11 Equalities, Social Inclusion and Economic Impact The portal aims to promote equality through the development and implementation of a CWB approach. 5.12 Climate Change and Biodiversity Impacts None arising from this report. However, community identified benefits may include opportunities to enhance the environment or contribute to tackling climate change, for example through providing opportunity for recycling materials from building projects, or through contributing to access projects or community green space management. 6. CONSULTATION 6.1 This report has been prepared in consultation with the Executive Director of Economy, Enterprise and Operations, the Acting Head of Growth, Planning and Climate Change (Chief Planner), Service Manager, Economy and Enterprise, Service Manager, Strategic Planning & Development, Service Manager, Legal Services Manager, the Equal Opportunities Officer, the Chief Financial Officer, Service Manager, Strategic Finance and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 7. BACKGROUND PAPERS 7.1 Community Wealth Building Strategy and Action Plan Community Wealth Building (Scotland) Bill Page 196
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Ineligible Requests Appendix 2 Type of request Eligibility Finance (donations, loans or investments) Any financial requests will not be supported. If your project requires financial support, you may wish to explore the grant funding options available by contacting the Community Support Unit or tsiMORAY. Construction (homes, premises, facilities, roads) Requests of this scale are not possible through Community Identified Benefits processes due to the costs associated and legal processes required to deliver. Installation of large systems (electrical, heating, security) Requests of this scale are highly unlikely to be possible through Community Identified Benefits processes, due to the costs involved. Major capital works If you are looking for support for a large or complex project, it may be advisable to proactively seek out funding support in addition to requesting help via the CIB portal particularly if there is an element of time pressure around the work. For example, requests for porta- cabins or containers, often come with significant hidden costs (transportation, connections to services, installation of doors, windows, insulation etc). Rising costs of materials and services have impacted the construction trade suppliers who may normally support projects like this, so support may be more limited. Paid employment opportunities Employability and the creation of paid opportunities, such as apprenticeships, for local people is centrally managed and forms part of the formal procurement contract between the Council and the supplier. This is laid out in Scottish procurement legislation, namely the Procurement Reform (Scotland) Act 2014. However, requests for volunteering time or work placements can be requested as a Community Identified Benefit. For this please select ‘other’ and then describe your request in the space for further detail. Requests which benefit a single individual, family, or Community Identified Benefits are, by definition, for the benefit of a community. A community can be defined by location or area of shared interest. We cannot approve requests from a single Page 199
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informal group (e.g. friends) individual, a family, or a group of friends. Requests can only be approved from community focussed organisations. Requests relating to land or property not owned by your organisation In most cases, any requests concerning changes to land (e.g. tidying up pitches) or property (e.g. painting a hall) must come from the organisation who own, manage, or lease the asset. If you require work to be carried out on an area of land, please ensure that you either own the land or have the written permission of the landowner. For example, planting wildflowers for a biodiversity project where your community organisation does not own the land can still be supported if there is clear written permission from the landowner. Requests that provide benefit outwith the Moray Council boundary For organisations with branches outwith Moray, requests for Community Identified Benefits must benefit their work within Moray. For example, a charity with a project that covers the Highlands and Islands region, can only request support for the activity that will be delivered within Moray. Requests to cover core costs Requests for support with core costs, for charitable organisations with costs requiring ongoing financial support, will not be supported. Requests can also not be used to support the recruitment of staff or long-term volunteers without a clearly defined number of hours required. Requests from educational establishments The Community Identified Benefits portal is targeted specifically at community-led requests and is therefore not open to requests from schools, or other educational settings, at this time. However, requests from Parent Councils or Parent Partnerships may be eligible for support if the benefit will not be targeted exclusively at educational activities. Requests of this nature will be decided upon after checking with the relevant school. Page 200