Agenda Document Pack - Economic Development and Infrastructure Services Committee - 10/03/2026
Moray Council · 10 March 2026
Back to Economic Development and Infrastructure Services Committee — 10 March 2026 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, 10 March 2026 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, 10 March 2026 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minute of meeting dated 11 November 2025 7 - 16 4. Written Questions ** 5. Roads Asset Management Planning Report by Executive Director Economy, Enterprise and Operations 17 - 24 6. Update on Burial and Cremation (Scotland) Act 2016 - Exclusive right of burial and headstone inspections Report by Executive Director Economy, Enterprise and Operations 25 - 50 7. Non Network Bridge Prioritisation Report by Executive Director Economy, Enterprise and Operations 51 - 62 8. Roads Maintenance Revenue and Capital Budgets 2026-27 Report by Executive Director Economy, Enterprise and Operations 63 - 72 Page 1
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9. Flood Risk Management and Bridges Capital and Revenue Budgets Report by Executive Director Economy, Enterprise and Operations 73 - 92 10. Transportation Capital and Revenue Budgets Report by Executive Director Economy, Enterprise and Operations 93 - 100 11. Environmental Protection Capital and Revenue Budgets Report by Executive Director Economy, Enterprise and Operations 101 - 106 12. Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 December 2025 Report by Executive Director Economy, Enterprise and Operations 107 - 122 13. Routemap to Net Zero and Climate Change Update 2024- 2025 Report by Executive Director Economy, Enterprise and Operations 123 - 186 14. Local Heat and Energy Efficiency Strategy (LHEES) Update 2026 Report by Executive Director Economy, Enterprise and Operations 187 - 216 15. Tourism Strategy for Moray Report by Executive Director Economy, Enterprise and Operations 217 - 240 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 by 12 noon 2 clear working days before the meeting for which the report is published. Please see Standing Order 38 for deadlines. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Page 2
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Development of the Moray Film Liaison Service Report by Executive Director Economy, Enterprise and Operations 241 - 246 List of Property Transactions Concluded Under Delegated Powers Report by Executive Director Economy, Enterprise and Operations 247 - 260 Summary of Economic Development and Infrastructure Services Committee functions: Roads Authority; Lighting Authority, Reservoirs Act 1975, Public Passenger Transport; Flood Prevention; Twinning; Piers and Harbours and Coast Protection; Industrial and Commercial Development; Environmental Protection; Burial Grounds; Assistance to Industry or Commerce; Public Conveniences; Council Transportation; Catering & Cleaning; Land Reform (Scotland) Act 2003; Countryside Amenities; Tourism, monitoring funding from European Programmes, youth training and employment creation scheme and provide Architectural, Quantity Surveying, Maintenance and Allied Property Services. Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 5pm three working days prior to the day of the meeting, please see Standing Order 36 for deadlines. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 12pm the day before the meeting. The Member who has put the question may, after the answer has been published, may ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Economic Development and Infrastructure Services Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Amber Dunbar (Depute Chair) Councillor 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 Draeyk van der Horn (Member) Councillor Sonya Warren (Member) Clerk Name: Lissa Rowan Clerk Telephone: 07765 741754 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Economic Development and Infrastructure Services Committee Tuesday, 11 November 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Marc Macrae, Councillor Paul McBain, Councillor Draeyk van der Horn, Councillor Sonya Warren APOLOGIES Councillor John Stuart IN ATTENDANCE Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Head of Growth, Planning and Climate (Chief Planning Officer), Service Manager Environmental Services, Service Manager Legal Services, W Burnish, Senior Engineer (Flood Risk Management), G MacDonald, Commissioning and Performance Officer and L Rowan, Committee Services Officer. 1 Chair Councillor Marc Macrae chaired the meeting. 2 Two Minutes Silence As it was Armistice Day, the Chair stated that a siren would sound at 11:00 am and, should the Committee still be in session, encouraged all, if able, to stand during the two minutes silence to honour the Fallen and recognise the sacrifices of all who served in wars and conflicts across the world. This was noted. 2 Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 of the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. Item 3. Page 7
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3 Resolution The meeting resolved that under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information of the class described in relevant Paragraphs of Part 1 of Schedule 7A of the Act. Paragraph Number of Minute Paragraph Number of Schedule 7a and Reason 12 Para 1 - Information relating to a particular employee, former employee or applicant to become an employee of, or a particular office-holder, former office-holder or applicant to become an office-holder under, the authority. 13 Para 8 – The amount of any expenditure proposed to be incurred by the authority under any particular contract for the acquisition of property or the supply of goods or services. Para 9 – Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. Para 12 – Any instructions to counsel and any opinion of counsel (whether or not in connection with any proceedings) and any advice received, information obtained or action to be taken in connection with— (a) any legal proceedings by or against the authority, or (b) the determination of any matter affecting the authority, (whether, in either case, proceedings have been commenced or are in contemplation). 4 Minute of meeting dated 2 September 2025 The Minute of the meeting of the Economic Development and Infrastructure Services Committee dated 2 September 2025 was submitted for approval. Under reference to paragraph 7 of the Minute “Crown Estate Coastal Community Fund”, Councillor Cameron raised concern that the Minute did not accurately reflect the discussion that took place and what was agreed by the Committee. Councillor Warren further queried the closing date for applications for the fund which appeared to be incorrect. In response, the Chair advised that the Clerk would review her notes and the webcast of the meeting and amend the Minute accordingly if necessary. Page 8
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Thereafter, the Committee agreed to approve the Minute of the meeting dated 2 September 2025 subject to an amendment to paragraph 7 “Crown Estate Coastal Community Fund”, if required. 5 Written Questions The Committee noted the following written question submitted by Councillor Fernandes and the Council's response thereto: In light of Orkney Council’s investment in a community-owned wind farm projected to generate approximately £3.3 million in annual revenue, what consideration has been given by Moray Council officers to investing in wind farms, either through external funding opportunities or by negotiating a community ownership stake in future wind farm developments? RESPONSE Currently, community ownership, whether full or partial, is one of the options being considered as part of Council’s approach to maximising socio-economic benefits from windfarms in Moray. Further to a Service Plan commitment, officers are currently developing outline approaches to enable reporting to the Planning & Regulatory Services Committee early next year, including a bid into the Transformation Reserve for the economic appraisals required to underpin appraisal of options to secure socio-economic benefits. As the community owned wind farm you have highlighted will be the largest council owned windfarm in the UK, engagement with Orkney Council would be beneficial to determine what lessons and good practice can be learnt from this ground breaking development. As a supplementary question, Councillor Fernandes queried whether the Council actively lobby windfarm developers to obtain a share of windfarms through community ownership. In response, the Head of Growth, Planning and Climate advised that the Service is currently dealing with consultations from the Energy Consent Unit which will be considered by Committee either in due course. This was noted. The Committee noted a further written question submitted by Councillor van der Horn and the Council's response thereto: Regarding the management of berms, for example, the flood defence embankment on the Forres side of the River Findhorn, the Operation and Maintenance schedule currently states: "Grass cut to 50–60mm length using a rotary mower and remove cuttings from the embankment area or blow off remaining cuttings to the adjacent fence-line or toe of the slope if no fence-line exists. Minimum of two times each year (April/May and September/October), with additional cuts at the discretion of the Moray Council. If grass is allowed to become too long to use a rotary mower for the initial cut, use a flail mower/mulcher followed by a rotary mower and remove cuttings, as above." Page 9
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My question is whether these berms could be managed in a way that promotes biodiversity improvement, by following the schedule’s recommended twice-yearly cut with the removal of cut material. This approach would reduce soil nutrients that favour vigorous grass growth (creating a more open sward), support greater biodiversity, and potentially lower maintenance costs — given that six cuts are currently carried out each year. Should this adjustment prove unfeasible within the current management framework, I would appreciate clarification on the reasons for this, supported by any available data, along with details of any potential alternatives or workarounds to improve biodiversity on these green strips. This proposal would align with both corporate and statutory policies on biodiversity enhancement and community wellbeing. RESPONSE Grass cutting on flood embankments and reservoir dams is a vital aspect of asset management. This practice is undertaken for several key reasons, all of which contribute to the safety, maintenance, and structural integrity of the flood defence systems. Maintaining short grass on embankments and dams significantly improves visibility for engineers and inspectors. This allows for clear observation of the dam/Embankment surface, making it easier to spot signs of erosion, cracking, animal burrows, or seepage. Enhanced visibility ensures that any issues, such as leaks or slumps, can be detected at an early stage, preventing vegetation from obscuring the view and delaying necessary interventions. The presence of tall or woody vegetation, including shrubs and trees, poses a risk due to their deep root systems. These roots can penetrate and weaken the embankment or dam structure, potentially leading to internal erosion or piping failure. Additionally, long grass can attract burrowing animals such as rabbits and badgers. The tunnels created by these animals compromise the integrity of the embankment and dam, increasing the risk of failure. Maintenance is also a regulatory requirement, as stipulated by the Reservoirs Act and Flood Risk Management Act. These laws obligate responsible authorities to maintain their assets in a manner that enables thorough inspection and upholds the integrity of the structures. To mitigate the risks outlined above, a decision was made to maintain embankments through routine grass cutting six times a year. This approach effectively reduces the risks. The process used to maintain embankments is consistent across Moray flood alleviation schemes. It is imperative to ensure the structural integrity of these defences. Where feasible, grass cutting areas have been reduced, as seen in the Elgin flood scheme, where flat surfaces not forming part of the flood embankment are allowed to grow naturally and, in some cases, have been planted with wildflowers and daffodils. However, formal slopes and embankments continue to be maintained to the established standard. Page 10
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While there is a strong commitment to supporting biodiversity, it remains essential to maintain the structural integrity of embankments and dams. This ensures that, during flood events, these assets continue to protect the livelihoods and properties of the communities served. As a supplementary question, Councillor van der Horn queried how the current grass cutting regime on flood embankments could be better adapted to support biodiversity, in particular wildflower meadows such as through rotational mowing, inspection strips and corridors or species selection, while still maintaining the structural integrity and inspection, visibility and safety standards required under the Reservoir Act and Flood Risk Management Act. In response, the Head of Operations and Environment advised that the grass on flood embankments will continue to be maintained at a short level to ensure structural integrity and inspection and that, while biodiversity will be promoted in non-structural areas through initiatives such as wildflower planting, there are no plans to change the maintenance regime for embankments that provide flood protection. This was noted. 6 Flood Risk Management Mid Cycle Under reference to paragraphs 6 and 7 of the Minute of the meeting of this Committee dated 15 November 2022, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to consider and approve the Flood Risk Management plans for the NE Local Plan District and Findhorn, Nairn and Speyside (FNS) Local Plan District. Following Councillor Cameron’s comments, the Committee joined the Chair in congratulating the Service for enabling the Council to be the first Council in Scotland to finalise all the Coastal Adaptation Plans and thereafter unanimously agreed: i. the Interim Report for the FNS Local Plan District, under Section 37 of the Flood Risk Management (Scotland) Act 2009; and ii. extracts of the NE Interim Report that relate to the two Potentially Vulnerable Areas (PVAs) in Moray, as drafted by Moray Council. 7 Overnight Stays by Campervans and Motorhomes Under reference to paragraph 6 of the Minute of the meeting of this Committee dated 4 February 2025, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations informing Members of the outcome of the public consultation and seeking approval on the direction of travel with regards to introducing an overnight stay initiative for campervan and motorhomes at designated sites in Moray. During discussion, Councillor Harris welcomed the trial of overnight stays for campervans and motorhomes in Burghead however was of the view that a similar initiative could be trialled at a suitable site in Speyside such as Alice Littler Park in Aberlour where there are similar facilities and that this would provide data from both Page 11
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a coastal and inland site and moved a motion in this regard. Councillor Cameron seconded this. The Chair having considered the report in detail, moved the recommendations from Officers as printed in the report. Councillor Fernandes seconded this. The Head of Operations and Environment sought a short adjournment through the Chair to consider the wider financial implications of extending the trial to include a site in Speyside. This was agreed. On resumption of the meeting, the Head of Operations and Environment suggested that the Committee consider agreeing the recommendations as printed with an additional recommendation that a further report be brought to the meeting of this Committee in March 2026 if officers find there is community support to extend the pilot to Speyside for the Summer of 2026 including budget provision. On considering this further recommendation from the Head of Operations and Environment, Councillor Harris agreed to withdraw her motion along with Councillor Cameron as seconder. The Chair, having previously moved the recommendations as printed, stated that he was happy to include this further recommendation in his motion. This was also agreed by Councillor Fernandes as seconder. There being no-one otherwise minded, the Committee unanimously agreed: i. to note the contents of this report and the outcome of the public consultation ii. to note the options in section 10 of the Report and approve Option 3, the implementation of a 12 month pilot at Burghead; iii. to approve that the findings of the pilot are reported back to this committee to assist in the future decision-making process and next steps with regards an overnight stay initiative; and iv. that a further report be brought to the meeting of this Committee in March 2026 if officers find there is community support to extend the pilot to Speyside for the Summer of 2026 including budget provision. 8 Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring A two minute silence was observed during consideration of this item to remember the Fallen and recognise the sacrifices of all who served in wars and conflicts across the world. Under reference to paragraph 3 of the Minute of the meeting of Moray Council dated 26 February 2025, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to scrutinise and note the quarter one and quarter two positions of 2025/26 regarding Operations and Environment and Growth, Planning and Climate Revenue and Capital Budgets. Following consideration, the Committee unanimously agreed to note the quarter one and quarter two budget positions for 2025/2026. Page 12
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9 Performance Report (Environmental and Commercial Services) - Period to September 2025 The meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to scrutinise performance in areas of Service Planning, Service Performance, and other related data to the end of September 2025 and note actions being taken to improve performance where required. Following consideration, the Committee unanimously agreed to note performance in areas of Service Planning, Service Performance, and other related data to the end of September 2025 and note actions being taken to improve performance where required. 10 Performance Report (Economic Growth and Development) - Period to September 2025 The meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to scrutinise performance of Service Planning, Service Performance, and other related data to the end of September 2025 and note actions being taken to improve performance where required. During discussion surrounding development of the South Street site in Elgin, Councillor Keith raised concern that the report stated that this would be delayed due to complexities around housing provision on the site and further information was sought in this regard. In response, the Executive Director Economy, Enterprise, and Operations could not respond to this query within the open session due to commercial sensitivity however advised that she would issue an update on the South Street development after the meeting to the Committee with assurance of a further report in January 2026 if necessary. This was noted. Thereafter, the Committee unanimously agreed to note: i. performance in areas of Service Planning, Service Performance, and other related data to the end of September 2025 and note actions being taken to improve performance where required; and ii. that an update on the South Street development would be provided to the Committee following the meeting and a further report in January 2026 if necessary. 11 Blue Badge Disabled Persons Parking Concessions Procedure Report A report by the Executive Director Economy, Enterprise and Operations asked that the Committee consider and adopt the updated Blue Badge (Disable Person's Parking Concessions) Procedure which covers the application for, assessment for, Page 13
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determination of eligibility and costs for a Blue Badge and administration of the Blue Badge 'Scheme' currently undertaken by the Council. Following consideration, the Committee unanimously agreed to adopt the updated Blue Badge (Disabled Person’s Parking Concessions) Procedure as attached at Appendix 1 of the report subject to the proposed charge for a replacement badge being agreed by Moray Council in accordance with the Council’s process for reviewing charges, as set out in paragraph 5.2 of the report. 12 Use of Dorenell Windfarm Funding for Core Path Activities [Para 1] Under reference to paragraph 5 of the Minute of the meeting of this Committee dated 20 June 2023, a report by the Executive Director Economy, Enterprise and Operations sought direction and approval from the Committee for the ongoing use of the Dorenell Windfarm Funding. Having considered the options set out in section 8.2 of the report in detail, the Chair moved that the Committee agree option one, to extend the temporary contract of the Core Path Ranger for a further 3 years and develop a new core path action plan for the period 2026-27 to 2028-29. Councillor Harris seconded this. Following Councillor Fernandes’ comments, the Committee joined the Chair in commending the excellent work undertaken by the Core Path Ranger and, as there was no one otherwise minded, the Committee unanimously agreed to: i. note the contents of the report; ii. note the options as shown in paragraph 8.2, the recommendation shown in paragraph 14.1, and the associated factors as detailed in the report; and iii. approve option one, to extend the temporary contract of the Core Path Ranger for a further 3 years and develop a new core path action plan for the period 2026-27 to 2028-29 as the approved use of the Dorenell Windfarm Funding. 13 Delegation Clarification [Paras 8, 9 and 12] Under reference to paragraph 4 of the Minute of the meeting of Moray Council dated 19 September 2025, the meeting had before it a report by the Executive Director Economy, Enterprise, and Operations, asking the Committee to consider the Authority's waste management arrangements. It was noted that this report had been submitted to Committee in terms of the Local Government (Access to Information) Act 1985, on the Chair certifying that it requires to be considered on the grounds of urgency relating to contract negotiations. Following consideration, the Committee unanimously agreed to confirm that, in accordance with s.56 of the Local Government etc (Scotland) Act 1973, the waste disposal function shall continue to be discharged by delegation to Aberdeen City Council and authorises the Head of Operations and Environment to agree appropriate terms with Aberdeen City Council. Page 14
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Mark Atherton Contact Email: mark.atherton@moray.gov.uk Subject: Roads Asset Management Planning 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the committee of the latest road condition and Roads Asset Management Planning information. 1.2 This report is submitted to Committee in terms of Section III (F) 15 of the Council’s Scheme of Administration relating to the function of the Council as Roads Authority. 2. SUMMARY 2.1 This report highlights the current Road Condition Indicator (RCI) and ranking position against other local authorities, as well as providing an update on Roads Asset Management Planning (RAMP). The overall ranking confirms Moray is in a strong position, being ranked 5th nationally. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) notes the latest Road Condition Indicator (RCI) results for Moray Council; ii) agrees that the RCI results continue to be monitored and reported back on an annual basis to this committee; and iii) notes the clear commitment to the use of Road Asset Management Planning in Moray Council Mark Atherton Service Manager, Roads and Fleet Item 5. Page 17
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4. BACKGROUND AND CONTEXT 4.1 The Roads (Scotland) Act 1984 places the statutory responsibility for local roads improvement, maintenance and repair with Local Authorities. 4.2 Local Authorities are recommended to adopt the principles of the Well Managed Highway Infrastructure: A Code of Practice and to adapt these as necessary based on consideration of local circumstances and apply them consistently. 4.3 The road network represents the Council’s single largest asset (with a gross replacement cost of almost £1.7 Bn) providing access and connectivity for the whole population for both daily activities and to critical services / infrastructure. Therefore, regular and adequate maintenance is vital to ensure it does not deteriorate materially or become dangerous, and that considerable past investment is not lost. There is also an increasing understanding of the serious consequences of failure to invest adequately and effectively in maintaining the local road network, in particular the progressive deterioration of safety, reliability, and quality, eventually requiring even greater levels of investment in the future. 4.4 The network and associated asset liabilities are increasing year on year as new developments are built and adopted. The consequence of this is an increased pressure on available budgets to maintain at an agreed standard without an uplift in corresponding budget. In simple terms, the base allocation needs a similar enhancement if standards are to be maintained. There is budget pressure on revenue budgets due to the regular increase in the assets that the council is required to maintain. 4.5 It can also be reported that there has been an increase in significant localised landslip failures as a result of unpredictable heavy rain events experienced. The localised landslips do not have a material impact on the council’s RCI score as they generally impact a small section of the road network. However, they do have a very visible and clear impact on connectivity, a negative economic impact on local communities as well as high costs of specialist repairs. These are taken on a prioritised basis for capital budget consideration. 4.6 As stated in the Capital Strategy 2024/25 report to Moray Council 4 December 2024, it is the Council’s aim to be at the midpoint of the table for road conditions in Scotland (para 12 of the minute refers). This reduction in standard, from the council’s current position of 5th, will result in additional budget pressures in future years, as it will cost significantly more to maintain a steady state road condition on a network with an increased (worse) RCI. 5. LATEST ROAD CONDITION INDICATOR (RCI) & NATIONAL RANKINGS (2024/26) 5.1 The condition of the council’s road network is monitored via the Scottish Road Maintenance Condition Survey (SRMCS) which is a Scotland-wide machine-based survey, the results of which are used to calculate a Road Condition Indicator (RCI). The RCI provides information about which sections of a network should be considered for planned maintenance soon, which sections should be investigated to determine the optimum time for maintenance and which sections are generally in a good state of repair (these three categories are colloquially known as “red”, “amber”, and “green” lengths). Page 18
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5.2 It is worth noting how and where these SRMCS surveys are undertaken on the different road classification types throughout Moray and what proportions of the council’s network are surveyed each year. • A class roads - 100% / year (in one direction; alternates direction each year). • B & C class roads - 50% / year (in one direction; alternates each time a length of road is surveyed). • Unclassified roads - 10% / year (in one direction). 5.3 The RCI figure is derived from the surveys carried out over the last 2 years for the classified road network (A, B, C class roads), and over the last 4 years for unclassified roads. The overall RCI figure is therefore derived from a 100% sample of the classified network, and a 40% sample of the unclassified network. 5.4 The RCI in Scotland is the proportion of the network falling within Red and Amber and reported as a % figure. In simple terms, a higher percentage represents a worse road condition. The RCI is reported to Audit Scotland every year as a Statutory Performance Indicator. 5.5 Table 1 below shows the council’s latest (2024-26) RCI figures and ranking position against other Local Authorities. The table also shows the same details for the previous 4 years. Table 1 : RCI (%) and ranking position 5.6 Graphs showing the council’s RCI historical trends as well as the 2024-26 ranking among other Scottish Local Authorities can be found in Appendix A. 5.7 The ranking shown above is the Council’s position compared to all 32 Local Authorities, where the 1st ranking is the best and the 32nd ranking is the worst. Any movement in ranking may be due to a change in the council’s road condition but can also be due to the road condition in other authorities improving or deteriorating depending upon how they are prioritising investment in their road network. 5.8 It can be noted from Table 1 above that the council’s A Class, B Class and C Class roads have improved from last year’s results as their respective RCI scores have all decreased. However, Moray’s Unclassified roads have seen an increase in RCI of 3.4% which indicates a worsening of the road network. Page 19
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5.9 The whole network RCI score has increased by 0.5%, which indicates that the overall road condition has deteriorated. Appendix A details the council’s score in comparison with other Scottish authorities. 5.10 The scores for the unclassified network are the most unreliable component of the RCI (due to its small sample size – only 40% of the U Class network is considered), however due to Moray’s network being almost 50% unclassified, these scores can have a disproportionately positive or negative effect on the whole network RCI. 5.11 Table 2 below contains the Scottish Average RCI over the last 10 years and shows a 2% improvement (decreasing RCI) over that period. The Moray RCI increased by 1.2% in that same period. Table 2 : Scottish Average RCI (%) 6. SCOTS Backlog and Steady State Report 2023 6.1 Scottish Collaboration of Transport Specialists (SCOTS) routinely publish a Backlog and Steady State Report utilising the results of SRMCS surveys. The last time this published was 2023 surveys, with the previous report being published in 2019. 6.2 According to the report, Moray’s backlog figure, which is the estimated cost to treat all sections of road that were classified as red or amber, was £46.469m. This was a decrease from 2019, due to the improvement in Moray’s RCI between the reports. 6.3 Across all Scottish Authorities the backlog figure increased by £2.196bn (16.3%) from the last report, which has primarily been attributed to increases in treatment costs since 2019. 6.4 According to the report Moray’s steady state figure, which is the estimated cost to maintain the network (accounting for annual deterioration) in its current condition for ten years, was £11.287m per year. This was a slight reduction from 2019, again due to the improvement in RCI between the reports. 6.5 Across all Scottish Authorities, the steady state figure decreased by £12.1m (3.5%) since 2019. This has been attributed to a general improvement in the road condition across Scotland, which can be evidenced in the improvement in the Scottish Average RCI between reports. Page 20
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7. ASSET VALUATION 7.1 Utilising SCOTS Road Asset Management Planning (RAMP) tools, officers carry out a valuation across various Environmental and Commercial Services road related assets annually. Below are the results for 2024/25. Table 3 – Roads Asset Value (as at 31/03/25) 8 OUR ASSET MANAGEMENT APPROACH 8.1 The Road Maintenance Capital Programme is prepared by utilising an asset management approach. This involves using robust data to make informed decisions about how the council manage and maintain the road network as effectively as possible. 8.2 The benefits of this approach are widely recognised. Both local and national governments have stressed the importance of road asset management in order to deliver some of the required public-sector efficiencies and nearly all roads authorities now either have an asset management plan or are actively working on one. 8.3 Asset management is an approach which focuses on getting the best long-term value for money as opposed to a short-term approach which might prioritise immediate repairs over preventative work to preserve the asset and extend its life. In taking this approach, officers look at the long-term costs and consequences of the choices being made. In short, asset management is all about evidence-based decision making. 8.4 This means that Road Maintenance officers will consider maintenance options over a much longer term to plan for the most appropriate treatment at the most appropriate time rather than automatically fixing the roads which look worst. This approach enables the best use of the limited resources available, though this can sometimes cause confusion when the public see the council working on roads that appear to be in better condition than others. 8.5 Maintaining the roads asset at its current condition requires additional investment due to inflation, network growth and normal ongoing deterioration. Page 21
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9 SUMMARY OF IMPLICATIONS 9.1 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 9.2 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 9.3 Policy and Legal The Council is responsible for the maintenance of 1564km of road network which have been adopted by the Local Authority in terms of the Roads (Scotland) Act 1984. The Act places a duty on the Local Authority to maintain the roads, lighting units and structures so adopted, but does not prescribe the level of maintenance to be delivered. The Well- managed Highway Infrastructure Code of Practice identifies good practice, and consideration has been given to this advice. 9.4 Financial None arising from this report. Page 22
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9.5 Risk Pressure on the Revenue general maintenance budget will increase in terms of reactive maintenance as carriageway conditions deteriorate. This deterioration will also increase the backlog and steady state figure mentioned in Section 6 of this report. 9.6 Staffing None. 9.7 Best Value and Transformation None. 9.8 Property None. 9.9 Information Communications/Technology/Digital None. 9.10 Equalities, Social Inclusion and Economic Impact None. 9.11 Climate Change and Biodiversity Impacts None. 10 CONSULTATION 10.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Services Manager People Management, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 11 BACKGROUND PAPERS 11.1 None Page 23
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Appendix A Page 24
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Paul Wolverson Contact Email: Paul.wolverson@moray.gov.uk Subject: Update on Burial and Cremation (Scotland) Act 2016 - Exclusive right of burial and headstone inspections 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to update and inform Committee of the statutory requirements on the Council, as a burial authority, in line with the Burial and Cremations (Scotland) Act 2016. 1.2 This report is submitted to Committee in terms of Section III (F) (14) of the Council’s Scheme of Administration relating to providing and maintaining all burial grounds. 2. SUMMARY 2.1 The Burial and Cremation (Scotland) Act 2016 received Assent in 2016. On 14 November 2024 the Scottish Government laid four key sets of regulations before the Scottish Parliament, marking a significant step in the implementation of the Burial and Cremation (Scotland) Act 2016. On 8 January 2025 the Scottish Government announced the measures within the act which will come into force either from 1 March 2025 or 1 March 2026. 2.2 Members have previously been made aware of the measures coming into force as detailed below, but this report provides a further update with regards the Council’s statutory responsibilities as a burial authority relating to the exclusive right of burial and headstone inspections. Item 6. Page 25
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) note the regulatory changes effective from the 1 March 2026 regarding the exclusive right of burial as detailed in section 4.1; ii) note and approve the Headstone Inspection Policy as detailed in Appendix 1; recognising that a further update to the policy will be presented to committee for approval once the changes regarding headstone inspections have been embedded within the burial service; and iii) note that a headstone inspection team will be created to meet the Council’s statutory obligations with regards headstone inspections. Paul Wolverson Service Manager Environmental Services 4. BACKGROUND AND CONTEXT 4.1 As previously reported to members of this committee on 29 April 2025, (para 12 of the minute refers), the Burial and Cremation (Scotland) Act 2016 (Commencement no. 6) Regulations 2024 mandated that the right of burial is extinguished after 25 years for new lairs purchased from 1 March 2026. Thereafter Rights can be extended for 10 years at a time. The right to erect a headstone is also extinguished in line with the right of burial. 4.2 Communications have taken place with Funeral Directors to make them aware of the changes so that they are able to communicate this with families. Lair Certificates, and the supporting information provided to the lair holder, have also been updated to reflect the 25 year term. 4.3 The Burial (Management) (Scotland) Regulations 2025 have mandated that burial authorities must carry out scheduled inspections of headstones (frequency is not specified). The Council approved its headstone inspection procedure in 2017. A link to the committee report is found here and memorial headstone stabilisation procedure is found here. 4.4 Since 2017, the headstone stabilisation procedure has been developed and updated internally, which included a planned regime of inspecting 4 cemeteries a year, as the service has meantime gathered more knowledge around the practicalities of undertaking headstone inspections, and an indication on the level of resources needed to carry out such functions. However, most importantly the Burial and Cremation (Scotland) Act 2016 Page 26
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has now mandated that from 1 March 2025, burial authorities must undertake scheduled inspections of headstones. 4.5 It has become apparent that the current regime of inspecting 4 cemeteries a year, is not deliverable using the current resources and operating model. Over the last two years inspections have only been able to be undertaken in two cemeteries per year, together with a number of re-inspection of headstones. Given the number of burial grounds in Moray , carrying out headstone inspections in 2 cemeteries a year results in an inspection frequency of circa once every 31 years. 4.6 Headstone inspections have been undertaken at the below cemeteries: • Birnie • Botriphnie • Cullen • Deskford • Knockando • Lhanbryde Old • Lossiemouth Old • Tomintoul Old 4.7 Once a cemetery has been inspected, this creates additional work demands through the need to reinspect headstones which are deemed safe at the time of assessment, but require further assessment within a prescribed period (1 year/5 years) to ensure they remain safe. The current operating model of temporarily deploying staff and back filling using seasonal staff is therefore not sustainable against a backstop of an ever-increasing work demand. The current system leaves the Council open to potential challenges regarding compliance with the regulations. 4.8 The burial service is a cost recovery service and, as previously reported to members, costs relating to improved headstone inspections have been included within the cost recovery model since this operating model has been established. Analysis and review of the viability of the current operating system has shown that the current regime and level of resources is not sustainable in terms of regulatory compliance. 5. PROPOSALS 5.1 A headstone inspection policy has been created to support the operational headstone procedure and to assist with compliance with the burial regulations. The document provides a policy position based on the Council’s current approach to headstone inspections. A copy of the policy is shown in Appendix 1. 5.2 It is recognised that whilst the regulations do not stipulate a frequency for inspections, the current inspection regime equates to once every 31 years and would not be classed as a Page 27
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reasonable time period for a scheduled inspection. The intention is therefore to create a dedicated headstone inspection team whose primary role will be to undertake headstone inspections. The aim is to implement a scheduled inspection frequency of every 5 years, which is considered good industry practice by Scottish Government and the Health and Safety Executive. 5.3 Costs for improved headstone inspections and the creation of a headstone inspection team are already included within the cost recovery model. The cost of creating a headstone inspection team does not have any additional impact on the burial fees and charges for 2026/27. However, the creation of this team will provide burial service resilience and help the Council meet its statutory obligations regarding headstone inspections. 5.4 The Council’s ‘Management rules for all cemeteries and burial grounds’ were approved on 5 September 2023 (para 9 of the minute refers). The rules have been updated to reflect the regulatory changes. 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. Page 28
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☐ 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 Under the Burial and Cremation (Scotland) Act 2016 the Council is classed as a burial authority. As a burial authority that Council is mandated and has a statutory responsibility to comply with the provisions of the Act and its associated regulations, including undertaking scheduled inspections of headstones. 6.4 Financial It is estimated that the annual staffing costs associated with creating a headstone inspection team is circa £80,000 (staff/vehicle costs), The additional resources needed to ensure compliance are included within existing budget. There is the potential that the number of lair sales and interments needed for the service to be cost recovery, is not achieved. In such circumstances there would be a financial impact. However, any impact cannot be determined at this stage. 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 Environmental Services Burial Grounds 1/04/26 Circa £80,000 Costs are already included within the cost Page 29
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recovery model so no additional funding required 6.5 Risk The risk of not complying with the requirements of the Burial and Cremation (Scotland) Act 2016 is that that the Council would be liable for a prosecution/ fine. A current scheduled inspection frequency of once every 31 years increases the health and safety risks relating to unstable headstones and the risk of these falling on site users. There is the risk that the number of lair sales and interments needed for the service to be cost recovering is not achieved. 6.6 Staffing There are no implications for current staff associated with the recommendations in this report. A headstone inspection team (comprising of 2 people) will need to be developed and appointed, which will be funded through the burial service. 6.7 Best Value and Transformation The burial service is based on a self-funding cost recovery model. 6.8 Property There are currently no property implications associated with this report. 6.9 Information Communications/Technology/Digital There are no implications relating to information communications/technology/digital. 6.10 Equalities, Social Inclusion and Economic Impact An IIA has been completed and is shown in appendix 2. 6.11 Climate Change and Biodiversity Impacts There are no climate change implications as a result of this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Equal Opportunities Page 30
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Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 ED&I 29 April 2025 Page 31
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Appendix 1 Headstone/Memorial Inspection Policy Page 32
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Contents 1. Background .................................................................................................................................. 10 2. Cemetery Provision in Moray ...................................................................................................... 10 3. Legislation .................................................................................................................................... 10 4. Scheduled inspections ................................................................................................................. 10 5. Risk Based Approach .................................................................................................................. 11 6. What is the Risk ............................................................................................................................ 11 7. Responsibility and Liability ......................................................................................................... 11 8. Resources and budget for headstone inspections .................................................................... 12 9. Frequency of headstone inspection ............................................................................................ 13 10. Training ....................................................................................................................................... 13 11. Inspection process and making safe ........................................................................................ 14 12. Record Keeping .......................................................................................................................... 14 13. Communication .......................................................................................................................... 15 14. Partnership Working .................................................................................................................. 15 15. Types of memorial ...................................................................................................................... 16 Page 33
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1. Background Burial Ground Authorities must have systems in place to control the risks from headstone/memorials to their employees, contractors, volunteers and members of the public. Responsibility for the overall safety (Duty of Care) within a cemetery lies with the Burial Authority, which has responsibilities under the Health and Safety at Work Act 1974 to ensure that, as far as reasonably practicable, their sites are maintained in a safe condition. The owner of the memorial is responsible for maintaining the memorial in good condition. 2. Cemetery Provision in Moray The Council currently manages and maintains 63 cemeteries across Moray. 3. Legislation Under the Burial & Cremation (Scotland) 2016 Act, Regulation 4 of the Burial (Management) (Scotland) Regulations 2025 mandates that from 1 March 2025 a burial authority must carry out scheduled inspections of headstones. In these regulations ‘’scheduled inspection” is a regular inspection of headstones and other memorials to ensure they are in safe order. 4. Scheduled inspections The Council approved its Headstone Stabilisation Procedure in October 2017. This policy updates that document. Since the introduction of the procedure the Open Space team has trained staff in carrying out headstone inspections and developed operational procedures and risk assessments/method statement to ensure that inspections are undertaken in a safe and compliant manner. This includes ensuring that relevant consents are secured via Historic Environment Scotland and with the oversight of archaeologist at listed sites. The service currently aims to inspect 4 cemeteries a year, however, based on the resources available, and the level worked involved in undertaking both new and re- inspections, the number of cemeteries which can be inspected is two per year, with this potentially be less if the cemetery is large. Page 34
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Within the regulations there are no prescribed timescales which define what is classed as a regular inspection. Scottish Government and the Health and Safety Executive support an inspection frequency of at least once every five years. 5. Risk Based Approach The scheduled inspection process is based on a risk-based approach with cemeteries being grouped into 4 categories. The criteria for each category is based on matters relating to: • Location of cemetery • Whether there is an active church • Visitor numbers • Height of the majority of the headstones within the cemetery • Presence of anti-social behaviour or congregation points • Main stone type of headstones within the cemetery The cemeteries within each category are shown in appendix 1. 6. What is the Risk The main risk associated with headstone stabilisation relates to a headstones/memorial falling and causing personal injury or death. The main groups considered to be at risk are: • Burial staff who work in the cemeteries • Visitors to cemeteries • Funeral congregations • Children who may use cemeteries as a play area • Funeral Directors • Stone masons • Others, e.g. contractors 7. Responsibility and Liability Responsibility for the overall safety within a burial ground lies with the Council which has responsibilities under the Health and Safety at Work Act 1974 and the Occupiers’ Liability (Scotland) Act 1960 to ensure that, as far as reasonably practicable, their sites Page 35
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are maintained in a safe condition. This includes ensuring that anyone who enters the site to carry out work, such as a memorial mason, carries out this work in a safe manner and in such a way that others using the site will not be put at risk. Whilst the responsibility for general safety lies with the Council there are specific responsibilities for memorials that lie with both the owner of the memorial and the memorial mason responsible for installing it. The owner of the memorial is responsible for maintaining the memorial in a good condition and is informed of their and other parties responsibilities in the Council’s Management Rules for all Burial Grounds and Cemeteries. Memorial masons are legally liable for the work they carry out and should ensure that memorials are erected safely and in accordance with current standards available within the industry (such as quality specifications like the NAMM Code of Working Practice or similar). This responsibility is placed on masons in the Consumer Protection Act 1987, the Sale of Goods Act 1979 (amended 1994), the General Product Safety Regulations 2005. The Council’s Management Rules for all Burial Grounds and Cemeteries requires any new headstone to be installed in accordance with British Standards – BS8415. 8. Resources and budget for headstone inspections The Council does not currently have a dedicated headstone/memorial inspection team. The current operating model is based on deploying existing Gardeners/Team Leaders on headstone inspections for around 8 weeks per year. Temporary seasonal staff are employed to backfill the duties of the Gardeners. Additional resources from the Grounds Maintenance teams may also be deployed to assist on headstone inspections, particularly re-inspections. In accordance with industry good practice any inspections are carried out by a team of at least two people. In addition to covering seasonal staff costs, the budget allocated to headstone inspections is also used to: • Cover the cost of making safe any headstones (equipment, fencing, signage, lifting gantry) • Cover the cost of any specialist external equipment/advice needed to address defects (where applicable) The current operating model and budget allocation only allows for a limited inspection frequency. Page 36
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9. Frequency of headstone inspection The current aim is to inspect 4 cemeteries a year. Based on 63 cemeteries this equates to all headstones being inspected on a ‘scheduled inspection’ frequency of at least once every 15.75 years. Whilst the aim is to inspect 4 cemeteries, the current budget allocation and resources available only facilitate an inspection of 2 cemeteries per year. On that basis a scheduled inspection frequency is more aligned to each headstone being inspected at least once every 31.5 years. The table provides an indicative timeframe for completing the initial inspection of all cemeteries. Phase Number of Cemeteries within the Inspection Phase Indicative years for completing initial inspection 1 29 Between 2022 and 2037 2 13 Between 2038 and 2045 3 5 Between 2046 and 2049 4 24 Between 2050 and 2062 It should be noted that the total number of cemeteries (71) in the table add up to more than the total number of actual cemeteries (63) as some cemeteries have been broken down into different sections, i.e. new and old. It should be noted that the indicative timeframes will also be affected by the number of re-inspections which are necessary. As more inspections are undertaken, this will inevitably generate more work demands in terms of headstones which are deemed safe at the initial inspection, but require reinspection within a certain period due to an issue which has been identified, i.e. re-inspect within 1 year or 5 years. 10. Training A specific training course has been designed for Moray Council by the Institute of Cemetery and Crematorium Management (ICCM). All employees engaged on assessing headstones shall be trained to carry out inspection of memorials. Topics covered during the training course include Testing Method, Consistency, Marking and Record Keeping, manual Handling and Personal Protective Clothing and Communications. Page 37
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11. Inspection process and making safe The inspection process is carried out in the following way. • Visual assessment • Hand push test (up to 2.5m high) • Memorials over 2.5m and complex structures (If the visual inspection highlights any potential problems the area is cordoned off and the Technical Officer made aware. The opinion of a structural engineer will then be sought). The making safe methods include: • Laying the headstone flat • Trenching (burying up to one third in height-preferred option as it doesn’t create a trip hazard or create an obstacle for grounds maintenance) • Cordoning off If upon inspection an immediate risk of danger is found the Council will take immediate action to address the issue. This will normally be by cordoning off the headstone. Where remedial action can be delayed, attempts are made to contact the lair holder to ensure that they meet their legal responsibility to maintain their headstone/memorial. If the condition of a headstone/memorial initially deemed as not being an immediate issue begins to deteriorate, the Council will take remedial action to address the issue through its making safe methods. Any future repairs or reinstallations are the responsibility of the lair holder. 12. Record Keeping The results of all cemetery inspections are recorded on site through the ICCM ‘MIST’ (Memorial Inspection Safety Tool) App. The results of the initial inspection will inform future inspections so must be as complete as possible. Only essential information is gathered during the initial inspection. Records shall be made for every inspection and documents retained for a period of at least 5 years. An excel summary report is also stored which details the number of headstones which have been inspected. Page 38
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13. Communication Prior to carrying out a scheduled inspection, regulations require that a burial authority must notify the public— (a) of the date of the inspection, (b) that as a result of the inspection, the burial authority will take steps to make safe any headstone or other memorial that the authority considers to be, or risk being, not in safe order, (c) what those steps may be. In order to return to safe order any headstone or other memorial that the authority considers to be, or risk of being, not in safe order, a burial authority may in particular— (a) repair, make secure, reposition or remove a headstone or other memorial, (b) alter the surface of a lair, (c) remove or reposition railings, slabs or kerbs. Notices are erected in the cemetery in advance of the inspections to comply with the above requirements. 14. Partnership Working The Open Spaces team do not possess the necessary skills and authority to manage and deal with all the defects or issues that may be found. Therefore, a partnership approach is needed in the management of headstone stability. The Council works proactively with the following suppliers / partners: Partner Activity Archaeologists Provide advice and oversight on headstones/memorials which have historic significance and on appropriate make safe method Consultancy Provide advice on engineering factors and support for the sourcing of external contractors for specialist lifting contractors where required Specialist lifting contractors Provide specialist lifting equipment needed for lifting larger and heavier headstones/memorials Page 39
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Historic Environment Scotland Provide advice and oversight on headstones/memorials which have historic significance Burial Administration and Technical support Assist with work planning and co-ordination with specialist agencies 15. Types of memorial There is a vast array of different types of headstone/memorials. A list of the different types is shown in Appendix 2. Page 40
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Appendix 1 Phasing for headstone/memorial inspections Phase 1 Inspections Phase 2 Inspections Phase 3 Inspections Phase 4 Inspections Aberlour old Alves Old Broomhill Aberlour new Bellie Old Boharm Cullen Alves new Birnie Old Spynie Churchyard Edinkillie Bellie New Burghead Churchyard Cabrach Lossie Cem Mid- section Birnie New Burghead Old Dipple Rafford Broomhill New Clunyhill Downan Buckie new Cullen Old Churchyard Drumin Buckie West Deskford Dundurcus Burghead New Duffus Old Kinneddar Lossie Burnside Dyke old bit Kirkhill Clovenside Forres Elgin North (1970-80's section) Kirkmichael Cullen and Deskford Elgin South Rothiemay Old Duffus New Elgin East Grange Old Dyke new bit Elgin West Essil New Essil Old Glenrinnes Hillhead Old Grange New Keith Old Hillhead New Kinloss Lhanbryde New Knockando Lossie Cem - top and bottom Lhanbryde Old Mortlach New Lossie Cem rear section Rothes New Mortlach Old Rothiemay New Rafford Old Tomintoul New Rathven Old Urquhart New Rothes Old Botriphnie Inveravon Tomintoul Old Urquhart Old Page 41
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Appendix 2 List of types of headstones/memorials Headstone/Memorial type Description Lawn Memorial A headstone and base set onto a foundation. The bottom joint has proved the downfall of the Lawn Memorial. Masons have sometimes been 'sparing' with the cement to allow easy removal for subsequent inscriptions. lt is also a joint prone to water penetration because the container and drainage holes pass through the joint which is often at ground level. Ledger A flat slab on the ground, can have a curved, peon or flat top. Monolith A single piece memorial set directly into the ground. This construction relies on the stability of the ground to keep the headstone upright. Full Grave Memorial Covers all or a major part of the grave space and have a single piece foundation, or bearers around the perimeter, to which the memorial is fixed. This type of memorial usually has kerbs. Books & Plaques A book or plaque on rests mounted on a base. These memorials often have inadequate rests and few dowels. Rests can be angle cut or have a tick. Kerb Set Kerbs sometimes having post or vases incorporated in the surround of the grave space. lf kerbs are loose they should be placed within the grave space for safety Headstone & Kerbs The headstone and kerbs should be doweled or cramped together. Cover slabs fitting inside the kerbs sometimes rest on bricks and rely on the kerbs to keep it all together. Cover slabs on top of the kerbs may not have any means of keeping them in place or not have any sort of central support. There may be chippings inside the grave space, but do not rely on the chip bed or the cover slab having any strength Table & Chest Memorials A structure built with inscription panels on the sides, usually with a flat or shaped top. Crosses & Figures Can be a 'stand-alone' unit, or on a full grave memorial. When on stepped bases, all levels should be doweled together. ln older construction, the lower bases may not be doweled. A single tapered block is called a 'die'. Arch & Canopy Memorial They are always top heavy. The canopy or arch when out of level can easily twist and topple. Approach with care and always have any lean away from where you are standing. Page 42
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Headstone/Memorial type Description Column Columns are easily destabilised and once on the move little can stop them falling. A broken column is a Victorian symbol. Pinnacle This memorial is tapered to a point and has a small bottom joint for its height and is difficult to handle. Much care is needed. Obelisk Usually sits central on the grave and consists of a base(s) with an inscription block. Square on section, often tapered with a capping stone. On top of the cap is often an urn or cross. lf the structure moves out of level then the capping stone is at risk of sliding off. These caps sometimes weigh a quarter of a ton or more. Mausoleum An above ground building or other structure built to contain coffins. Must be treated as a building and not a memorial Vault A 'below ground' burial chamber. Coffins are supposed to be sealed in the grave space, which is usually brick or concrete lined. lt is not filled in with earth. Look for deterioration of brickwork at ground level. Occasionally an entrance is evident at the foot. Wall Plaques They come in a large variety of sizes. Older ones may stand on corbels with a wire or cramp at the top and cement as an adhesive. When they are outside they can be quite vulnerable. The wall to which they are attached must be checked and any sign of the plaque separating from it corbels or the wall and must be noted Footstones A piece of stone - usually set at the bottom or foot of the grave. Occasionally, in the past, a marker stone was installed soon after the burial. Later the headstone was erected as a monolith and the marker stone became the foot stone. Sometimes kerbs followed as finances became available. Railings were originally to keep the sheep and goats from eating the plants in the grave space. The animals were used to keep the grass down. Page 43
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Appendix 2 INTEGRATED IMPACT ASSESSMENT COVERING • EQUALITIES & SOCIO ECONOMIC DUTIES • HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Headstone/Memorial Inspection Policy Is this a Mark X below New activity, programme or policy? X Change to an existing activity, programme or policy? Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Reasoning Page 44
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Briefly describe your reasoning for the responses given above: There may be a financial impact on a lair owner to undertake repairs to a headstone If you have answered “maybe” or “yes” to any of the Stage 1 questions above then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above then provide the details below and submit to [email] Lead Officer for developing the contract Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Date Page 45
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STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: The Council has 63 cemeteries across Moray. In accordance with the Burial and Cremation (Scotland) Act 2016 the Council is mandated to undertake scheduled inspections of headstones within its burial grounds. The inspection process is to ensure that reasonable efforts are made to identify any health and safety issues relating to headstones and that those people working and visiting a cemetery are safe. 2. Who are your main stakeholders? Council staff Funeral Directors Memorial Masons Visitors to a cemetery (for a interment service or visiting a lair) 3. What changes as a result of the proposals? Is the service reduced or removed? The policy outlines the Councils approach to undertaking headstone inspections 4. How will this affect your customers? This policy will ensure that people visiting a cemetery a safe as far as is reasonably practicable. 5. Impact on staff providing the service Additional staff will be employed to undertake headstone inspections 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Carers (for elderly, disabled or minors) Sex Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Religion, and or belief Gender reassignment Inequalities arising from socio- economic differences There could be financial impacts for lair owners if they are required to fund a repair to a headstone. Human rights Page 46
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List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home Article 10: Freedom of expression Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Article 12 – Respect of the views of the child Article 3.1 – Best interest of the child Article 6.2 – Right to survival and development 7. Evidence. What information have you used to make your assessment? Performance data Internal consultation Discussion with Burial Team Consultation with affected groups Local statistics National statistics Other 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? Page 47
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No 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain The impact to funding a repair could be mitigated a family removing a headstone, sinking the headstone into the ground or placing it flat on the ground. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? The lair owner is legally responsible for maintaining the headstone. The Council has a duty to undertake headstone inspection and is legally responsible for ensuring that a cemetery is a safe place to visit and work. Page 48
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SECTION 3 CONCLUDING THE IIA Concluding the IIA 1. No potential negative impacts on any of the protected groups were found. 2. Some potential negative impacts have been identified. The impacts relate to: socio economic X Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 Promoting equality of opportunity Fostering good relations 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated the proposals as outlined in question 9. 5. The negative impacts cannot be fully mitigated but are justified as outlined in question 10. X 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision Set out the rationale for deciding whether or not to proceed with the proposed actions: There is a regulatory requirement to undertake the inspection of headstones with cemetery. Date of Decision: XXXX Page 49
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Sign off and authorisation: Service Environmental Services Department Operations and Environment Policy/activity subject to IIA Headstone/Memorialisation Inspection Policy We have completed the integrated impact assessment for this policy/activity. Name: Paul Wolverson Position: Service Manager Environmental services Date: 18/02/26 Authorisation by head of service Name: Position: Date: Permission to publish on website - Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 50
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Kim McGowan Contact Email: Kim.mcgowan@moray.gov.uk Subject: Non Network Bridge Prioritisation 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to seek approval of the proposed Council Policy relating to prioritisation of non-network bridge maintenance works. 1.2 This report is submitted to Committee in terms of Section III (F) (15) of the Council's Scheme of Administration relating to management and implementation of the requirements of the Roads (Scotland) Act 1984. 2. SUMMARY 2.1 Moray Council is responsible for the maintenance of 120 non-network bridges. Significant maintenance works are currently prioritised based on condition and strategic importance. The proposed policy formalises this approach, which prioritises capital investment where it is needed most. 3. RECOMMENDATIONS 3.1 It is recommended that Committee agree to endorse the proposed Council Policy as set out in paragraphs 4.1-4.7 in relation to prioritisation of Non-Network Bridge maintenance works Kim McGowan Senior Engineer 4. BACKGROUND AND CONTEXT Item 7. Page 51
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4.1 Moray Council’s non-network bridge stock currently consists of 120 bridges. Non-network bridges are those which carry active travel routes and paths rather than the adopted road network. There is also a small amount of vehicle access structures that are not on adopted routes. Significant refurbishment or replacement works are funded through the Council’s capital budget, with minor maintenance works undertaken using the main revenue budget for all bridge stock. 4.2 The condition of the Council’s non-network bridges is monitored through general inspections every 3 years. This programme of inspections started in 2023 and we now have condition data on all of the non network bridges, which will be used in the prioritisation method that has been developed. Each bridge is scored on its general condition and on the condition of its critical elements. This score in combination with the strategic importance of the bridge is used to prioritise significant maintenance or refurbishment works. 4.3 A prioritisation scheme is required to help formalise the current system that is in place regarding the prioritisation of capital funded maintenance, repair, strengthening and renewal (“works”) for the non-network bridges that are under Moray Council’s ownership. This system will ensure that the available capital funding is used in the most effective manner relating to these structures. 4.4 The prioritisation procedure will apply to all Moray Council owned non-network structures and is inclusive of all different forms of construction. The prioritisation of bridges will be based on “Network Criticality” and “Bridge Condition Score”. The proposed prioritisation method for non-network bridges is very similar to that used for network bridges, which was agreed at a meeting of this committee on 2 May 2023 (paragraph 12 of the minute refers). 4.5 Network Criticality will be split into three categories, High, Medium and Low. No subcategories have been used. Bridges will be classed as High priority if they carry the Speyside Way, Moray Coast Trail, a National Cycle Network, or are popular town centre routes with long diversions. Bridges will be classed as Medium priority if they carry routes in town centres with short diversion routes, or popular rural routes with no alternatives. Bridges will be classed as Low priority if they are on low volume usage rural routes, or now redundant routes. 4.6 The Bridge Condition scores are rated 1-5 and follow the Structure Condition Index table below: Very Good scores 1, Good scores 2, Fair scores 3, Poor scores 4 and Very Poor scores 5. Similarly for network criticality, High scores a 3, Medium a 2 and Low a 1. There scores will be multiplied together to give an overall Priority Score for each bridge. 4.7 The non-network bridge prioritisation will be maintained periodically and the rankings can be expected to change over time as the above factors change. It is suggested that the Page 52
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prioritisation should be reviewed on an annual basis taking account of the latest available information. For example, Bridge Condition Score will change with time as bridge condition deteriorates with asset age (typically as detected and updated by the routine, cyclical inspection programme. The current prioritisation list is provided in Appendix A. 5. PROPOSALS 5.1 Based on the information provided in Section 4 of this report, the proposed policy for members consideration is provided below. • All non-network bridges in Moray will be prioritised based on a combination of Network Criticality and Bridge Condition Score. • The non-network bridge prioritisation will be reviewed annually to allow for changes that occur throughout the year. • Proposed expenditure will follow the order of prioritisation. 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 Risk X Staffing X Best Value and Transformation Property Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact Climate Change and Biodiversity Impact 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. Page 53
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☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal There are no policy and legal implications associated with this report. 6.4 Financial There are no direct financial implications from this policy, however it will assist with the allocation of finite financial resources. 6.5 Risk Due to reducing capital allocation, the number of non network bridges that can be refurbished or replaced is reduced. Over time this is likely to result in an increasing number of bridge closures. . 6.6 Staffing There is no change to staffing levels due to the recommendation in this report. 6.7 Best Value and Transformation Best value in terms of choosing the highest priority structures for repair. 6.8 Property 120 non-network bridges in Moray currently vest with Moray Council. 6.9 Information Communications/Technology/Digital There is no ICT/digital involved in the recommendations of this report. 6.10 Equalities, Social Inclusion and Economic Impact The non-network bridges provide walking and cycling routes throughout Moray which affects social inclusion. An IIA is presented at APPENDIX B that highlights impacts, considerations and mitigation for equalities and socio economic duties as well as human rights and rights of the child. 6.11 Climate Change and Biodiversity Impacts Where possible we would seek to recycle and/or reuse the waste material generated through demolition of existing bridges. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager, People Management, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 54
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Appendix A Appendix NON NETWORK BRIDGE PRIORITISATION Dec-25 Code Name Criticality NC weighting BCI Avg BCI Crit Alert Status Priority Score NN036 BELOW ABERLOUR HOUSE HIGH 3 76.53072 9.72 5 15 NN037 BETWEEN DOWANS BRAE AND KINERMONY HOUSE HIGH 3 71.4 22.12 5 15 NN105 GARMOUTH VIADUCT HIGH 3 65.62273 28.08 5 15 NN146 NORTH OF COLLIES GARAGE HIGH 3 64 28.08 5 15 NN078 DAILUAINE HALT BRIDGE HIGH 3 69 31 5 15 NN187 SANQUHAR LOCH UPPER APPROACH SPAN SOUTH High 3 71 31 5 15 NN066 CRAGGANMORE RAILWAY HIGH 3 83.0162 39.52 5 15 NN161 OVER BURN AT DALVENUAN HIGH 3 88.17993 39.52 5 15 NN162 OVER TRACK AT DALVENUAN HIGH 3 91.19476 39.52 5 15 NN085 DELRIACH High 3 59.38923 28.08 5 15 NN167 RIVER FIDDICH BRIDGE High 3 59.91093 39.52 5 15 NN034 BALLINDALLOCH VIADUCT HIGH 3 65.23952 41.45846 4 12 NN163 PITCHROY 1 HIGH 3 77.54683 50.32 4 12 NN106 GAULDWELL CULVERT High 3 75 55.45 4 12 NN062 CARRON HOUSE OVERBRIDGE HIGH 3 76.5191 55.48 4 12 NN053 BURN OF TYNET High 3 77.75134 55.48 4 12 NN112 GLENAVON HIGH 3 75.1 55.48 4 12 NN003 MILLHAUGH HIGH 3 86.13236 55.48 4 12 NN104 GARMOUTH TO SPEY BAY RAILWAY BRIDGE B HIGH 3 80.353 55.48 4 12 NN122 HOPEMAN TO BURGHEAD OLD RAILWAY 3 High 3 84.3088 55.48 4 12 NN070 CREEPIE HIGH 3 88.13934 58 4 12 NN181 WILSONS LAND BRIDGE High 3 71.12819 65.32 4 12 NN088 DUFFTOWN SPUR BR 3 (NEWTON) high 3 64.49725 53.76 4 12 NN055 BURNSIDE CEMETERY BRIDGE 1 Medium 2 60.85275 9.72 5 10 NN050 BUCKPOOL RAILWAY FOOTBRIDGE Medium 2 45.09409 9.720006 5 10 NN145 MOSSET BURN BRIDGE SOUTH Medium 2 57.52888 22.12 5 10 NN134 MILLBUIES COUNTRY ESTATE BR 2 Medium 2 70.88765 39.52 5 10 NN133 MILLBUIES COUNTRY ESTATE BR 1 Medium 2 75.09953 39.52 5 10 NN001 BELOW KNOCKANDO HOUSE HIGH 3 80.88 65.32 3 9 NN091 EAST OF KINERMONY OVERBRIDGE HIGH 3 76.7 65.32 3 9 NN002 MILLHAUGH BURN HIGH 3 84.7 65.32 3 9 NN177 UPSTREAM OF KNOCKANDO FISHING HUT HIGH 3 94.65498 65.32 3 9 NN061 CALLY BRIDGE HIGH 3 88.83855 71.07999 3 9 NN024 ALLACHOY High 3 76.38435 78.88 3 9 NN171 TAMDHU DISTILLERY HIGH 3 82.54079 78.88 3 9 NN164 PITCHROY SUSPENSION BRIDGE HIGH 3 89.05137 78.88 3 9 NN170 TAM AN URIE TUNNEL HIGH 3 81.58607 78.88 3 9 NN123 HOPEMAN TO BURGHEAD OLD RAILWAY 4 High 3 90.95832 78.88 3 9 NN087 DUFFTOWN SPUR BR 2 High 3 64.98289 74.52 3 9 NN044 BUCHROMB CULVERT HIGH 3 88.37215 74.52 3 9 NN045 BUCHROMB WOOD CULVERT 1 Low 3 66.61902 78.88 3 9 NN142 MORRISTON BRIDGE Medium 2 62.75477 50.32 4 8 Page 55
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NN098 FOGWATT LAYBY TO MILLBUIES BRIDGE Medium 2 69.01211 50.32 4 8 NN068 CRANNOCH PATH BRIDGE 1 Medium 2 74.0834 55.48 4 8 NN071 CRUATS FARM BRIDGE High 3 83 55.48 4 12 NN185 Lossie East Beach Medium 2 90.84834 68.3032 3 6 NN033 BAIRNS BRIDGE Medium 2 91.85939 76.72713 3 6 NN052 BURN OF RATHVEN BRIDGE Medium 2 84.38579 78.87999 3 6 NN179 VICTORIA FOOTBRIDGE Medium 2 70.16431 78.88 3 6 NN126 KINERMONY OVERBRIDGE HIGH 3 85 78.88 2 6 NN151 OLD BREWERY BRIDGE medium 2 82.5 78.88 3 6 NN169 TAM AN URIE BRIDGE HIGH 3 75.27362 81 2 6 NN174 THE STRYPE FORMER RAILWAY BRIDGE - ALICE LITTLER PARK HIGH 3 75.79401 81 2 6 NN004 ABERLOUR BURN HIGH 3 80.7653 81 2 6 NN082 DELAGYLE HIGH 3 97.8 81 2 6 NN038 BETWEEN US KNOCKANDO FISH HUT & OPP KNOCK FISH HUT HIGH 3 96.90051 81 2 6 NN096 FINDOCHTY CARAVAN BRIDGE high 3 92.75732 81 2 6 NN035 BARMUCKITY CYCLEWAY BRIDGE High 3 93.20629 81 2 6 NN047 BUCHROMB WOOD CULVERT 3 Low 3 68.39944 81 2 6 NN069 CRANNOCH PATH BRIDGE 2 Low 1 68.79797 0 5 5 NN040 BRANDY BRIDGE KEITH LOW 1 54 0 5 5 NN097 FINDOCHTY CASTLE LOW 1 75.85 0 5 5 NN154 OLD DOWNAN BRIDGE LOW 1 54.8029 9.720006 5 5 NN144 MOSSET BURN BRIDGE NORTH LOW 1 64.53452 22.12 5 5 NN152 OLD BRIDGE OF AVON LOW 1 79.22716 25.1 5 5 NN172 TELFORD BRIDGE LOW 1 60.68628 28.08 5 5 NN100 FORRES ACADEMY BRIDGE Medium 1 52.50922 39.52 5 5 NN000 CALLY OVERBRIDGE LOW 1 67.45522 39.52 5 5 NN143 MORTLACH CEMETERY BRIDGE LOW 1 79.2 44.5 4 4 NN039 BRAEHEAD BRIDGE KEITH LOW 1 47.87027 50.32 4 4 NN148 NORTH OF DELNAPOT LOW 1 71.65439 50.32 4 4 NN125 HOPEMAN TO BURGHEAD OLD RAILWAY 6 LOW 1 77.15398 50.32 4 4 NN084 DELNAPOT OVERBRIDGE LOW 1 68.25755 55.48 4 4 NN138 MILLBUIES COUNTRY PARK BR 4 LOW 1 83.37545 55.48 4 4 NN130 MARYPARK PLAY AREA BRIDGE LOW 1 83.56134 55.48 4 4 NN099 FORMER RAILWAY BRIDGE, ALICE LITTLER PARK LOW 1 80 55.48 4 4 NN173 TELFORD FLOOD SPAN LOW 1 75.14499 55.48 4 4 NN141 MILLBUIES COUNTRY PARK DB 3 medium 2 80.26492 81 2 4 NN136 MILLBUIES COUNTRY PARK BR 1B Medium 2 81.76244 81 2 4 NN139 MILLBUIES COUNTRY PARK DB 1 Medium 2 86.38957 81 2 4 NN051 BURDSHAUGH BRIDGE Medium 2 92 81 2 4 NN140 MILLBUIES COUNTRY PARK DB 2 Medium 2 90.14524 81 2 4 NN072 CULLEN BURN FOOTBRIDGE Medium 2 92.66758 81 2 4 NN049 BUCKIE BURN PICNIC SITE BRIDGE 2 LOW 1 57.79748 65.32 3 3 NN048 BUCKIE BURN PICNIC SITE BRIDGE 1 LOW 1 71.24323 74.52 3 3 NN131 MARYWELL FOOTBRIDGE LOW 1 74.79385 78.88 3 3 NN157 OLD TOM M'OR BRIDGE LOW 1 85 78.88 3 3 NN158 OLD TOM M'OR D/S EXT LOW 1 86.37154 78.88 3 3 NN042 BROOM OF MOY FLOOD SPAN HIGH 3 96.64449 90.5 1 3 NN121 HOPEMAN TO BURGHEAD OLD RAILWAY 2 HIGH 3 93.1928 99.99999 1 3 Page 56
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NN160 OPP KNOCKANDO FISHING HUT HIGH 3 98.00682 100 1 3 NN132 MIDWAY DELAGYLE AND BIO PLANT HIGH 3 97.4 100 1 3 NN028 AYEON BURN HIGH 3 100 100 1 3 NN103 GARMOUTH TO SPEYBAY RAILWAY BRIDGE A HIGH 3 92.90154 100 1 3 NN149 NORTH OF UPSTREAM OF KNOCKANDO FISHING HUT AND OPP KNOCKANDO FISH HUT HIGH 3 100 100 1 3 NN086 DUFFTOWN SPUR BR 1 HIGH 3 93.24459 100 1 3 NN124 HOPEMAN TO BURGHEAD OLD RAILWAY 5 LOW 1 92.12048 81 2 2 NN168 ROTHIEMAY PLAYING FIELD BRIDGE LOW 1 76 81 2 2 NN186 Chapleton Dam Footbridge LOW 1 92.77 83.31 2 2 NN081 DEANSHAUGH FOOTBRIDGE Medium 2 84.45345 93.66666 1 2 NN159 OLDMILLS CYCLEWAY BRIDGE Medium 2 93.68059 100 1 2 NN137 MILLBUIES COUNTRY PARK BR 3 Medium 2 95.47607 100 1 2 NN155 OLD GLENBURNIE LOW 1 93.71878 92.26438 1 1 NN165 RAILWAY TRACK CULVERT LOW 1 92.32819 99.99999 1 1 NN064 COTTAGE WOOD BRIDGE 1 LOW 1 77.93527 100 1 1 NN135 MILLBUIES COUNTRY PARK BR 1A Medium 1 78.51405 100 1 1 NN065 COTTAGE WOOD BRIDGE 2 LOW 1 82.85482 100 1 1 NN118 HIGHLAND DISTILLERY BRIDGE 1 LOW 1 93.65621 100 1 1 NN137 Linkwood Footbridge LOW 1 95.71 100 1 1 NN129 LOSSIE WYND FOOTBRIDGE LOW 1 96.89046 100 1 1 NN102 Forres Duckpond South LOW 1 99.21112 100 1 1 NN056 BURNSIDE CEMETERY BRIDGE 2 LOW 1 100 100 1 1 NN101 Forres Duckpond North LOW 1 100 100 1 1 NN115 GREEN STREET PLAY PARK BRIDGE LOW 1 100 100 1 1 NN077 CULVERT TO WEST OF MILLHAUGH BURN LOW 1 100 100 1 1 NN120 HOPEMAN TO BURGHEAD OLD RAILWAY 1 LOW 1 100 100 1 1 NN057 BY IMPERIAL COTTAGES HIGH 3 5 0 NN058 BY LOBINS POOL HIGH 3 5 0 NN083 DELMORE HIGH 3 5 0 NN054 BURNMOUTH COTTAGE BRIDGE HIGH 3 5 0 NN063 CEMETARY ROAD ACCESS BRIDGE Medium 2 5 0 NN116 GRUGGLE WOOD HIGH 3 5 0 Page 57
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Appendix B INTEGRATED IMPACT ASSESSMENT COVERING • EQUALITIES & SOCIO ECONOMIC DUTIES • HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Admin Use Only e.g. Stage 1 of IIA submitted to SFC 25/10/23, subject to consultation. Findings of consultation added to Section 7 Evidence, Section 8 Evidence Gaps and Section 10 Justification. Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) 19.02.2026 First draft of IIA completed to be submitted to ED&I Committee on 10/03/2026 for consideration. STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Moray Council – Non-Network Bridge Prioritisation Policy Is this a Mark X below New activity, programme or policy? Change to an existing activity, programme or policy? ✓ Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. ✓ Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them ✓ Does your proposal impact on the human rights of people? ✓ Does your proposal impact on the rights of children and young people ✓ Reasoning Briefly describe your reasoning for the responses given above: The policy prioritisation is based on bridge condition and network criticality. While this ensures consistency and value for money, it may unintentionally disadvantage groups who rely more heavily on active travel routes, including disabled people, older residents, children and socio-economically disadvantaged communities. A Stage 2 IIA has therefore been completed to identify and assess any potential impacts and mitigations if required. If you have answered “maybe” or “yes” to any of the Stage 1 questions above then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above then provide the details below and submit to [email] Lead Officer for developing the contract Kim McGowan – policy rather than a specific contract. Page 58
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Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Debbie Halliday – Design Consultancy Manager Date 20/02/2026 STAGE 2: INTEGRATED IMPACT ASSESSMENT 1. Brief description of the affected service Moray Council’s non-network bridge stock currently consists of 120 bridges. Non-network bridges are those which carry active travel routes and paths rather than the adopted road network. There is also a small amount of vehicle access structures that are not on adopted routes. Refurbishment or replacement works are funded through the Council’s capital budget, with minor maintenance works undertaken using the main revenue budget for all bridge stock, monitored through general inspections every 3 years. Each bridge is scored on its general condition and on the condition of its critical elements. This score in combination with the strategic importance of the bridge is used to prioritise significant maintenance or refurbishment works. 2. Who are your main stakeholders? Population / communities living near the bridges. People who use the bridges for travel, access routes. 3. What changes as a result of the proposals? Is the service reduced or removed? A proposed prioritisation scheme is required to help formalise the current system in relation to capital funded maintenance, repair, strengthening and renewal (“works”) for the Council owned non-network bridges. The aim is to ensure that the available capital funding is used effectively. The prioritisation of bridges will be based on “Network Criticality” and “Bridge Condition Score”, similar to network bridges (agreed 2 May 2023) but also includes a high, medium, low rating based on town centre vicinity, popularity and diversion lengths. More details on the prioritisation method is available in S.4 of the committee report. The prioritisation will be reviewed annually. 4. How will this affect your customers? Certain bridges will be prioritised for repair. Some may be closed during period of repair / maintenance, some may need to close permanently if not prioritised or funding is not available for repair. 5. Impact on staff providing the service No impact. 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Potential negative impact – those with physical disabilities, mobility impairments, visual impairments or sensory impairments may be disproportionately affected in terms of accessibility by bridge closures, surface deterioration, narrow access points, long diversion routes Carers (for elderly, disabled or minors) Potential negative impact – as above if carers/family support their ability to get to places. Sex Potential negative Impact – more women statistically have caring responsibilities, walking routes linked to Page 59
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school, etc. Personal safety could also be compromised if routes not available. Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Potential negative impact: Older people - may rely on safe walking routes for mobility, independence and inclusion. Children – may depend on safe walking routes for school and / or recreation Religion, and or belief Gender reassignment Inequalities arising from socio- economic differences Potential negative Impact – Some communities, particularly rural or low-income groups without access to private vehicles, could experience reduced route accessibility where structures fall lower on the prioritisation list. Bridge closures or deterioration could disproportionately affect low- income individuals / households who do not have access to private vehicles. Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 2: Right to Life Structurally safe bridges reduces risks and supports this right. Article 5: Right to liberty and security Article 6: Right to a fair trial Article 8: Right to respect for private and family life, correspondence and the home Maintaining active travel routes supports this right - family life, community cohesion and inclusion. Article 10: Freedom of expression Those affected by the changes have a right to be consulted and their views heard Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) The prioritisation framework applies objective, transparent criteria, reducing risk. Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Article 3 – Best interests of the child Supports this right - Safer active travel routes protect children’s welfare. Page 60
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Article 6 – Right to life, survival and development Supports this right - Safe infrastructure supports physical activity and development. Article 12 – Respect of the views of the child Article 15 – Freedom of Association Supports this right - Children require safe routes to access peers, schools and recreation. 7. Evidence. What information have you used to make your assessment? Performance data Engineering judgement has been used to assess criticality with all Speyside Way, WalkWheelCycle and Moray Coast Trails receiving a criticality of High automatically. Internal consultation Internal with Design Consultancy only. Consultation with affected groups None at this time. Local statistics Not available. National statistics Not available. Other 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? Don’t believe it is necessary at this time. 9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain The following mitigations would reduce any impact: • Active travel routes are prioritised • Annual review, particularly of lower-priority rural bridges, allows reprioritisation where condition worsens • Ensure accessibility considerations, are embedded in inspection and design standards to mitigate not being captured in the scoring • Publish prioritisation methodology to maintain transparency and keep communities informed 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? The policy seems to represent a proportionate, equitable, evidence-based mechanism for allocating limited capital resources while supporting individual rights, safety, accessibility and economic resilience. SECTION 3 CONCLUDING THE IIA 1. No potential negative impacts on any of the protected groups were found. 2. Some potential negative impacts have been identified. The impacts relate: Page 61
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Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 ✓ Promoting equality of opportunity ✓ Fostering good relations ✓ 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated as outlined in Q9. ✓ 5. The negative impacts cannot be fully mitigated or justified as Q10. 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision - Set out the rationale for deciding whether or not to proceed with the proposed actions: A full report and IIA will be presented to ED&I Committee on 10th March 2026 for an informed decision on how to progress with the proposal. The IIA will continue as an evolving document throughout the course of the decision-making process, and updated with any consultation data, until such point as a final decision is made by Moray Council on this proposal. Date of Decision: Sign off and authorisation: Service Operations and Environment Department Design Consultancy Policy/activity subject to IIA Non-Network Bridge Prioritisation We have completed the integrated impact assessment for this policy/activity. Name: Kim McGowan Position: Senior Engineer Date: 20/02/2026 Authorisation by head of service Name: Nicola Moss Position: Head of Operations and Environment Date: 20/02/2026 Permission to publish on website – Yes Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 62
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Mark Atherton Contact Email: mark.atherton@moray.gov.uk Subject: Roads Maintenance Revenue and Capital Budgets 2026/27 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve plans for the expenditure of funds allocated from the 2026/27 Revenue and Capital Budgets for Roads Maintenance. 1.2 This report is submitted to Committee in terms of Section III (A) (2) and (F) (16) of the Council’s Scheme of Administration relating to the consideration of Capital and Revenue Budgets and exercising the functions of the Council as Roads Authority. 2. SUMMARY 2.1 This report highlights the allocation of proposed revenue and capital allocation to the various maintenance headings and asset types for 2026/27 and reports the expected outturn position for the Revenue and Capital Budgets within Roads Maintenance for 2025/26. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) approve the allocation of funds, from the Revenue and Capital Budget 2026/27, to Roads Maintenance activities, as outlined in Appendix A of this report; ii) grant delegated authority to the Service Manager Roads and Fleet to proceed with necessary roads maintenance works whilst noting that the Service Manager will, as soon as possible, publish a list of schemes which can be funded from the budget provision recommended in this report; and Item 8. Page 63
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iii) note that the list of schemes will be drawn up in accordance with the principles and objectives detailed in this report, in the Roads Asset Management Plan and in the Capital Plan. Mark Atherton Service Manager Roads and Fleet 4. BACKGROUND AND CONTEXT 4.1 The Roads (Scotland) Act 1984 places the statutory responsibility for local roads improvement, maintenance and repair with Local Authorities. 4.2 Local Authorities are recommended to adopt the principles of the Well Managed Highway Infrastructure: A Code of Practice and to adapt these as necessary based on consideration of local circumstances and apply them consistently. 4.3 The road network represents the Council’s single largest asset (with a gross replacement cost of almost £1.7 Bn ) and therefore regular and adequate maintenance is vital to ensure it does not deteriorate materially or become dangerous, and that considerable past investment is not lost. There is also an increasing understanding of the serious consequences of failure to invest adequately and effectively in maintaining the local road network, in particular the progressive deterioration of safety, reliability, and quality, eventually requiring even greater levels of investment in the future. 4.4 As stated in the Capital Strategy 2024/25 report to Moray Council 4 December 2024, it is the Council’s aim to be at the midpoint of the table for road conditions in Scotland (para 12 of the minute refers). . This reduction in standard, from the council’s current position of 5th, will result in additional budget pressures in future years, as it will cost significantly more to maintain a steady state road condition on a deteriorated network. 4.5 The final list of schemes will be compiled utilising the agreed Roads Asset Management Planning process. Officers will consider maintenance options over a longer term to plan for the most appropriate treatment at the most appropriate time rather than automatically fixing the roads which look worst. 4.6 An idea of the extent of the road network and associated assets maintained by Roads Maintenance can be gauged from Table 1 below:- Table 1 – Roads Asset Inventory (as at 20/01/26) (a) LENGTHS A Class roads 157.3 km B Class roads 296.3 km C Class roads 365.5 km Unclassified roads 744.8 km Total road length 1,563.9 km Footways, footpaths & cycle tracks 57.7 km Page 64
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(b) INVENTORY (sample) Street lights 19,191 no Illuminated signs & bollards 1,089 no Vehicle restraint systems 31,671 linm Road Gullies 19,353 no 5. PLANNED WORKS 26/27 – REVENUE & CAPITAL FUNDED 5.1 The revenue funded activities include routine functions of a reactive or environmental nature needed to remove hazards to road users, to prevent deterioration to the fabric of the road and to keep the network clean and attractive. The main activities include smaller reactive carriageway and footpath patching repairs, cyclic gully cleaning and grass cutting of roadside verges. The Revenue budget remains similar to last year as shown in Appendix A. 5.2 The capital budgets ensure investment within the road, footpath, drainage and street lighting assets are used to preserve the long term make up of these asset types and involve adopting an asset management approach using robust data to make informed decisions. 5.3 At a meeting of Moray Council on 22 October 2024 (paragraph 9 of the Minute refers) the mechanism for applying the cap on capital, which has been applied to both core programme and named project expenditure was approved. 5.4 The Capital budget allocation to Roads Maintenance has been impacted and reduced in line with caps applied to the revised Capital Plan following the council approval referred to above. 5.5 The core Capital budget allocation, as per the capital plan that was approved at the meeting of the Moray Council on the 28 January 2026 (para 7 of the draft minute refers), where Roads Maintenance activities fall within the roads, bridges and lighting budgets. The allocated funds to roads maintenance will primarily be used to fund resurfacing works, edge strengthening works and our annual surface dressing programme. 5.6 The current Capital budget allocation is significantly outweighed by the number and value of schemes identified within the reserve list of schemes. Therefore, as a way of setting expectations, it should be noted that the council’s ability to repair roads is limited due to available funding, and while road user safety is of utmost concern and general maintenance will be carried out in accordance with policy, it is unlikely that works will be carried out at a rate that road users may expect. 5.7 The most significant scheme to note that will be undertaken during 2026/27 is the resurfacing of the A941 at the Mart and Laich Moray Roundabouts in Elgin. Other schemes for 2026/27 will be developed in the coming weeks with a detailed programme being made available to members before 30 April 2026 (as per para 4.5 and 4.6 above). Page 65
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5.8 The capital funded works for 2026/27 include a number of ‘named schemes’ that will progress as detailed within Appendix A. The design and construction of these will be led by the Design Consultancy team. 5.9 Of these named schemes, the design and repair of Buckie North Street and the design and repair of B9106 Braes of Enzie are anticipated to happen in 2026/27. 5.10 Within Street Lighting, the Capital funding will continue to be used to carry out a column replacement programme with an emphasis placed on replacing design life expired columns, and priority given to replacing the oldest columns first. 5.11 There are currently 6,296 (34%) lighting columns in Moray which are beyond their design life. 5.12 Appendix A includes a summary of the proposed budget allocation for 2026/27 and the estimated outturn expenditure for 2025/26. 6. 2025/26 REVIEW 6.1 For the general maintenance element of this budget (such as patching, lining, street lighting repairs), it is tracking to be on or slightly under budget. There will be significant overspend on winter maintenance. Moray experienced a notable snow event in January 2026 that resulted in high expenditure due to all resources, including those from other services, being deployed to winter activities. 6.2 Detailed information on the number of winter actions and salt used, including comparisons with previous years, is shown in Appendix B. The 2025/26 winter season (up to end of March) highlights a reduction in the number of route actions in comparison to the four previous winters, though the number of days with action was significantly higher. Salt usage is around 500 tonnes less than last year, but still above both the 5 and 10 year averages. Winter outturn expenditure for 2025/26 is around £350k less than in 2024/25 but, as already mentioned in 6.1 above, well in excess of the allocated budget which is based on a mild winter. 6.3 Within the capital budget allocation, a full expenditure is predicted at this time. 6.4 The named capital schemes funded from 25/26 capital allocation have been completed as planned. This included completion of C1H landslip, A939 landslip Creag Chalcaidh quarry and works at Main street, Buckie. 6.5 The operational workforce has 15 full time road worker vacancies, from an establishment of 70. These vacancies impact on the service’s ability to deliver all elements of planned works. 6.6 The service is actively looking to fill the above vacancies to allow the successful delivery of the 26/27 works programme, including looking at different advertising channels such as social media and job fairs to increase awareness of the roles available. Page 66
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6.7 A summary of progress against our roads maintenance related budgets 2025/26 are highlighted in Table 2 below. Table 2 – Summary of Schemes (Roads Maintenance) Work Type Status (at 20/02/26):- Ongoing Completed Cancelled / Not Started Total Resurfacing / Recons. 0 29 1 30 Surface Dressing 0 50 0 50 Footway Works 0 7 4 11 Drainage & Other Works 7 13 12 32 Street Lighting Works 1 22 6 29 Total 8 121 23 152 6.8 It is proposed that the majority of the schemes that have not been programmed during 2025/26 will be included within 2026/27 planned works. However these will be assessed during the programme building exercise and considered along with any other high priority schemes that have come to the attention of the service over the year. 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 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. Page 67
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b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 7.2 Policy and Legal The Council is responsible for the maintenance of 1563km of road network which have been adopted by the Local Authority in terms of the Roads (Scotland) Act 1984. The Act places a duty on the Local Authority to maintain the roads, lighting units and structures so adopted, but does not prescribe the level of maintenance to be delivered. The Well Maintained Highway Infrastructure Code of Practice which identifies good practice and consideration has been taken into consideration. 7.3 Financial A summary of the proposed budget allocation for 2026/27 is detailed within Appendix A. 7.4 Risk Pressure on general maintenance budgets will increase in terms of reactive maintenance as carriageway conditions deteriorate, as well an increasing asset as new adoptions are made. There is the risk of a budget pressure in relation to winter maintenance. The current investment in replacement of street lighting columns is not sufficient to address the increasing number past their design life. 7.5 Staffing Staffing vacancies impact on the ability to deliver planned works as set out in the report. 7.6 Best Value and Transformation None. 7.7 Property None. 7.8 Information Communications/Technology/Digital None. 7.9 Equalities, Social Inclusion and Economic Impact None. 7.10 Climate Change and Biodiversity Impacts There are no climate change implications as a result of this report. Whilst efforts are made to be mindful of the carbon implications of roads maintenance there are not yet active measures in place to reduce the carbon impact, outside sustainable and active travel which is reported via Transportation. Any trials of alternative products are being led by research bodies rather than directly by the council. 8. CONSULTATION Page 68
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8.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 9. BACKGROUND PAPERS 9.1 None. Page 69
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Appendix A 2025/26 end of year budget * 2025/26 estimated expenditure 2026/27 allocation Capital Budget Carriageway Resurfacing/Recon./Surface Dressing £ 2,330,000 £ 2,330,000 £ 2,557,000 Structural works for timber traffic £ - £ - £ - Drainage & Other Works £ 260,000 £ 260,000 £ 260,000 Footways, footpaths & steps £ 50,000 £ 50,000 £ 100,000 Kerb Edge Replacement £ - £ - £ 50,000 Column Replacement £ 522,000 £ 522,000 £ 621,000 Sub-total => £ 3,162,000 £ 3,162,000 £ 3,588,000 Capital Budget - Named Schemes B9016 Landslip Repair - Studies £ 65,000 £ 65,000 £ - B9016 Landslip Repair – Design & Repair £ - £ - £ 485,000 C1H Landslip Repair £ 375,000 £ 375,000 £ - N. High St., Buckie - Ret. Wall - Ph1 £ 150,000 £ 150,000 £ - N. High St., Buckie - Ret. Wall - Design & Repair £ - £ - £ 650,000 B9008 Glenlivet Landslip - Studies £ - £ - £ - Sub-total => £ 590,000 £ 590,000 £ 1,135,000 Revenue Budget (Roads Maintenance) General Maintenance £ 1,969,087 £ 1,969,087 £ 2,043,112 Traffic Works £ 100,105 £ 100,105 £ 100,105 Lighting Maintenance £ 146,500 £ 146,500 £ 146,500 Sub-total => £ 2,215,692 £ 2,215,692 £ 2,289,717 Revenue Budget (Winter & Emergency) Winter Maintenance & Other Emergencies £ 1,823,688 £ 2,500,000 £ 1,823,688 Sub-total => £ 1,823,688 £ 2,500,000 £ 1,823,688 Revenue Budget (Electricity) Lighting & Signs £ 535,471 £ 535,471 £ 680,471 Sub-total => £ 535,471 £ 535,471 £ 680,471 Summary Capital Budget Total £ 3,162,000 £ 3,162,000 £ 3,588,000 Capital Budget - Named Schemes Total £ 590,000 £ 590,000 £ 1,135,000 Revenue Budget Total £ 4,574,851 £ 5,251,163 £ 4,793,876 Capital and Revenue Total => £ 8,326,851 £ 9,003,163 £ 9,516,876 * slippage and carry forwards figures are included Page 70
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Appendix B Page 71
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Appendix B Page 72
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Debbie Halliday Contact Email: Debbie.halliday@moray.gov.uk Subject: Flood Risk Management and Bridges Capital and Revenue Budgets 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve the proposed 2026/27 Capital and Revenue programme of work for Flood Risk Management and Bridge Maintenance. 1.2 This report is submitted to Committee in terms of III (A) (2) of the Council’s Scheme of Administration relating to the consideration of Capital and Revenue Budgets and long term financial plans. 2. SUMMARY 2.1 Work has been ongoing throughout 2025/26 to deliver the programme of capital and revenue works for Flood Risk Management and Bridge Maintenance. These programmes of work have largely been completed in line with the proposals agreed by this committee on 29 April 2025 (para 11 of the minute refers). However, to address storm damage there have been some changes to the agreed works, details of which are provided in Section 4 of this report. 2.2 The Flood Risk Management programme of work for 2026/27 includes maintenance of the Council’s flood schemes and works at the Tyock Culvert, Millbuies Reservoir and Rothes Burn. 2.3 The Bridge Maintenance programme of work for 2026/27 includes maintenance works to Garrowood Bridge, Birkenhill Bridge, Whitehilloch Bridge, Bridgend Bridge. Work will also be undertaken to replace the failed expansion joint at Craigellachie Bridge, install the new footbridge at Sanquhar Loch and refurbish Sourden Culvert. Repair works will also be undertaken at the suspension bridge over the Aberlour Burn, subject to sufficient funds being available. Item 9. Page 73
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3. RECOMMENDATIONS – 3.1 It is recommended that Committee: i) agree the Flood Risk Management Schedule of Clearance and Repair for 2026/27; ii) agree the programme of Bridge Maintenance works for 2026/27; and iii) agree to delegate authority to the Head of Environmental and Commercial Services to bid for grant funding that is made available throughout the year. Debbie Halliday Service Manager Design Consultancy 4. BACKGROUND AND CONTEXT Flood Risk Management 4.1 The Flood Risk Management (Scotland) Act 2009 (the Act) requires the Council to deliver the Actions within the Local Flood Risk Management Plans for Findhorn, Nairn and Speyside, and North East Local Plan Districts. 4.2 The Act places upon the Council a duty to assess relevant bodies of water (other than canals) in its area, for the purpose of ascertaining whether the condition of any such body of water gives rise to a risk of flooding. Where a water body gives rise to flood risk and the Council considers clearance and repair works would substantially reduce that risk, the Council must prepare a schedule of those works and carry them out. 4.3 During 2025/26 work has been ongoing to deliver the 2025/26 Clearance and Repair Schedule. Repair work to the Tyock Culvert was postponed, as funds had to be reallocated to clear trees from the River Lossie after storm Floris and Storm Amy and to repair a collapsed manhole in Craigellachie. Work to the Tyock Culvert will be progressed at the start of the new financial year. There was no under or overspend on the Flood Risk Management Revenue budget for 2025/2026. 4.4 General maintenance of the Council's flood schemes has continued throughout the year. Officers have begun a review of the Craigellachie Burn which will continue into 2026. Officers have worked with SEPA to obtain grant funding to improve Fish Passage on Rothes Burn. This work will be undertaken in 2026 and 2027. The team also contributed to the Flood Resilience Audit, undertaken by Audit Scotland and published the interim flood risk management reports. Flood works identified in the Flood Risk Management Plans are subject to grant funding from Scottish Government. A significant funding gap due to the escalating cost of schemes included in Cycle 1 (2016 – 2022) has resulted in no funding being made available so far for schemes in Cycle 2. It is now unlikely that any of the schemes put forward by Moray Council for implementation in Cycle 2 will be progressed. These schemes will now be carried forward to Cycle 3 (2028 – 2034). Page 74
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Coastal Adaptation 4.5 Officers have continued to drive Moray Council’s collaboration with the Scottish Government on coastal adaptation. In 2025, Officers completed real-time monitoring of the coastline between Lossiemouth and Kingston; developed an online community platform focused on coastal adaptation; and completed Phase 1 of the award-winning Lossiemouth Christmas Tree Project. Officers are currently examining the impact of historical wartime defences on coastal erosion and have undertaken an initial review of the sea defence at Cullen. Bridges 4.6 Under the Roads Scotland Act 1984, Moray Council has a duty to manage and maintain the safety of the road network in Moray. Moray Council’s road network includes 378 bridges and 145 retaining walls. 4.7 In 2025/2026 the bridges revenue budget funded masonry repairs at Tombreckachie Bridge in Glenlivet and masonry/scour repairs at Newmill Bridge in Newmill. Fifteen of the 63 Principal Bridge Inspections undertaken in this year were outsourced along with fifteen CCTV inspections in confined spaces. An assessment of the structural integrity of Arthur’s Bridge on the B9103 was undertaken, to inform the future operation of the bridge. The remaining budget was spent on traffic counts for Lea Bridge in Forres, and various minor repair works. Temporary traffic lights have been installed at New Craigellachie Bridge to protect a damaged expansion joint. These lights have been subject to theft and vandalism. The cost of making good this damage was £2,500 at the time of writing this report. Any further costs associated with repairing damage to these lights will result in an overspend on the bridges revenue budget. 4.8 Capital funded bridge refurbishment schemes at Blackhills Culvert and New Bishopmill Bridge were completed in 2025/26. There was insufficient budget available to progress projects on the reserve list. These projects are Sanquhar footbridge replacement and design work for Sourden Bridge refurbishment and South Arndilly Bridge refurbishment. Moray Council was advised by UK Government that grant funding to replace Cloddach Bridge would not be made available. 5. PROPOSALS Flood Risk Management 5.1 The 2026/27 Flood Risk Management Annual Revenue Budget is £261,000. This budget does not cover asset damage or post-flood repairs; such costs will be treated as budget pressures if an event occurs. Savings identified in 2024/25 have resulted in a reduction of £50,000 in this budget with a further reduction of £5,000 to be taken this year. This saving was to be offset by undertaking Flood Risk Assessments and Drainage Impact Assessments for external clients. This service has been marketed through the Planning website but to date there has been no demand, so this saving represents a cut, which means a reduction in preventative actions such as trash screen replacements, flood modelling and minor repairs to existing assets. 5.2 The proposed Schedule for Clearance and Repair for 2026/27 is provided in Appendix 1. The Schedule contains recurrent works, minor reactive works as well as planned projects, together with routine survey and monitoring works. The Council’s Asset Management System provides a risk- based approach to identifying potential flooding issues. Reports Page 75
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from other sources continue to inform the production of the Schedule. The Schedule will be published on the Council’s website, subject to agreement by this Committee. 5.3 The Schedule includes the maintenance of the flood schemes in accordance with their Operation and Maintenance Manuals. This covers schemes in Aberlour, Rothes, Elgin, Forres, Dallas, Newmill and Lhanbryde. Key projects for the 2026/27 year are listed below. • Tyock Burn culvert repair. • Craigellachie Trash screen Replacement. • Reservoirs minor maintenance 5.4 Capital works for 2026/27 will focus on construction of a replacement drawdown facility at Millbuies Reservoir, which is a requirement under the Reservoirs (Scotland) Act 2011. The budget for this work is £150,000. Officers will also undertake grant funded works at Rothes Fish pass at an estimated cost of £310,000, including risk. Bridge Maintenance 5.5 All works for bridge maintenance are prioritised in line with the Bridge Maintenance Prioritisation Policy, agreed by members at a meeting of this Committee on 2 May 2023 (paragraph 12 of the minute refers). The prioritisation list is provided in Appendix 2. 5.6 The bridge maintenance revenue budget for 2026/27 is £197,000. Planned works will be undertaken at Garrowood Bridge, Birkenhill Bridge, Whitehilloch Bridge, Bridgend Bridge and Lecht Cattlegrid at a cost of £150,000. A structural assessment will be carried out on Carron Bridge at an estimated cost of £35,000. £12,000 will be allocated for reactive works, such as repairs to non-recoverable traffic collision damage. 5.7 The agreed capital budget for bridge maintenance, after the cap has been applied, is £403,000. The planned works to South Arndilly have been deferred, as the findings of a Principal Inspection found it had not deteriorated further since the last inspection in 2021. The funding originally planned for works to South Arndilly have been reallocated to replace the failed expansion joint on New Craigellachie Bridge. Sourden Culvert will be refurbished and the replacement Sanquhar footbridge will be installed. Repair works to the suspension bridge carrying the Speyside Way (Aberlour Burn) is on the reserve list and will be progressed, if sufficient funds are available on completion of the other planned works. 5.8 Information on the partial collapse of Garmouth Viaduct was subject of a report to Moray Council on 28 January 2026. (para 11 of the draft minute refers) 5.9 A Principal Inspection and Structural Assessment have been undertaken on Arthurs Bridge on the B9013. The assessment has concluded that current condition of Arthurs Bridge is still sufficient to withstand vehicle loading of up to 7.5 tonnes. However, any further deterioration will require the bridge to be closed in the interest of public safety. Given the observed rate of deterioration this is likely to happen within the next two years. Grant Funding 5.10 In line with the Consultancy team’s remit to promote Flood Risk Management, Coastal Protection and Bridge Maintenance, there can be mid-year opportunities to benefit from grant funding to deliver these priorities. The deadlines often preclude submission of a report to the service committee. It is requested that delegated authority is granted to the Page 76
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Head of Environmental and Commercial Services to approve grant funding applications where these fit with clear ‘business as usual’ work priorities, and do not require any other unbudgeted expenditure by the council. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory duty, under the Flood Risk Management (Scotland) Act 2009, to implement the Actions from the Local Flood Risk Management Plans. The Council can do works not included in the Plans that will manage flood risk, provided it does not affect the delivery of those actions in the Plan. Bridge maintenance work is undertaken in accordance with the Council’s duty to maintain a safe road network, under the Roads (Scotland) Act 1984 and in line with the Council’s Bridge Maintenance Prioritisation Policy. Page 77
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6.4 Financial The proposed Capital and Revenue works as estimated are contained within the Council’s budget for 2026/27. No allowance has been made in the Flood Risk Management budget for dealing with the consequence of exceptional rainfall/flood events. If these cannot be absorbed within current budgets by reducing planned works, they will need to be considered as a budget pressure, if such events arise. 6.5 Risk Due to reducing capital allocation, the number of bridges that can be refurbished or replaced is reduced. Over time this is likely to result in an increasing number of weight restrictions and bridge closures. It should also be noted that flooding and coastal issues are unpredictable and the items in the Schedule will be carried out in recognising this uncertainty. 6.6 Staffing There are no staffing implications associated with the recommendations in this report. 6.7 Best Value and Transformation Best value will be achieved by using the most appropriate procurement routes, such as framework agreements where best value has been demonstrated. 6.8 Property Property implications associated with the recommendations are set out in Section 5 of this report. 6.9 Information Communications/Technology/Digital There are no communications/technology/digital implications associated with the recommendations in this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities, social inclusion or economic implications associated with the recommendations in this report. 6.11 Climate Change and Biodiversity Impacts During the design and implementation of Flood Risk Management works we aim to increase biodiversity wherever practicable. Where a negative impact on climate change occurs as a result of the work we do we endeavour to mitigate this where possible. This includes sourcing materials from a sustainable source and re-using materials. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Equal Opportunities Page 78
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Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 79
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Appendix 1 Routine Clearance and Maintenance Budget Allocations Kingston - Monitoring Shingle bank/Lein Burn clearance £5,500.00 Tyock Burn - Inspection and Clearance £13,779.82 Elgin FAS - Operation and Maintenance £35,380.80 Burn of Mosset FAS (Chapelton) Operation and Maintenance £11,704.80 Rothes FAS Operation and Maintenance £5,236.69 Aberlour FAS Operation and Maintenance £3,000.00 Minor Reactive Works £8,000.00 Grass Cutting Minor Flood Risk £2,631.30 Annual Maintenance of Telemetry - Lhanbryde, Forres (Mosset), Rothes FAS £5,810.00 Lhanbryde FAS Operation and Maintenance £2,398.20 Newmill FAS (Phases 1 & 2) - Operation & Maintenance £5,562.90 Millbuies Reservoir Operation and Maintenance £0.00 Findhorn & Pilmuir FAS Asset Management Operation and Maintenance £45,372.65 Dallas FAS Operation and Maintenance £2,846.55 Aerial Photography £4,400.00 Community Engagement £500.00 Findhorn - Topographic Survey £10,000.00 SSEN Cabinet Findhorn Pump station £4,702.00 Flood Warning Sign Maintenance £4,200.00 Routine Clearance and Maintenance Total £171,025.71 Repair Projects Budget Allocations Craigellachie Trash screen Replacement £15,000.00 LO34-Tyock Burn Culvert Repairs £75,000.00 Repair Projects Total £90,000.00 Revenue Budget Total £261,025.71 Page 80
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Moray Council Bridges Prioritisation Year: Q1 2023 Notes: 1. Bridges are sorted in order of priority score, highest priority at the top. 2. If changes are made to the input data the priorities may change and it will be necessary to re-sort. 3. To be read in conjunction with the Prioritisation Procedure Report (Moray Council, August 2023). 4. All data on this worksheet is drawn by reference from other sheets and should not be edited in this sheet. The sheet is password protected and only data filtering is permitted. Bridge Code Bridge Name Bridge Alert Status, BAS Network Criticality, NC Priority Score Priority Rank (1 = high) Notes / Comments / Observations A941/320 ASHGROVE CULVERT Amber Vital 280 1 ... Deemed 40T in source spreadsheet but not recorded on WDM so not taken into account for prioritisation. Some indications of structural distress in 2015 PI report. ... B9011/20 KINLOSS BRIDGE - max 60t Amber Vital 280 1 ... Some indication that this bridge may be rated up to 60 tonnes. ... B9015/30 SOURDEN Red Important 250 3 ... No known assessment. Steep, sustained fall in BCIcrit score since 2016. Structural review recommended. ... B9103/20 ARTHUR'S BRIDGE Red Important 250 3 ... Monitoring recommended in 2020 Fairhurst Assessment Report ... C15E/10 CARRON BRIDGE Red Important 250 3 ... ... B9022/20/JAC BRIDGE OF ISLA Red Important 250 3 ... Joint bridge with Aberdeenshire Council. Moray is the maintainer. Concrete bridge built c.1930. Repair scheme undertaken winter 2009/10. ... B9104/20 NETHER DALLACHY SOUTH Red Important 250 3 ... No known assessment. ... A920/190 KEITHMORE Amber Important 200 8 ... ... A941/70 KING'S FORD Amber Important 200 8 ... No known assessment. Large single-span concrete arch with masonry-clad concrete spandrels, enveloping earlier masonry arch. ... B9008/60 NEVIE CULVERT Amber Important 200 8 ... ... B9016/50 ENZIE Amber Important 200 8 ... ... B9102/60 POOLFLASGAN Amber Important 200 8 ... 2012 assessment by Jacobs concluded bridge capacity of 3 tonnes GVW, limited by shear in the carriageway and footway beams. ... B9115/40 EAST OF FORKINS Amber Important 200 8 ... No known assessment. ... B9116/20 RIVER ISLA BRIDGE Amber Important 200 8 ... ... B9117/50 BRIDGE OF MILLEGIN Amber Important 200 8 ... ... C37E/10 ORCHARD ROAD BRIDGE Amber Important 200 8 ... No known assessment. ... U171E/40 ASHGROVE BRIDGE Amber Important 200 8 ... No known assessment. ... U57H/11 SOUTH ARNDILLY Amber Important 200 8 ... ... U60E/10 Asleisk Amber Important 200 8 ... ... U68E/10 EARNHILL Amber Important 200 8 ... ... Page 81
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B9115/70/JAC BLAIRMOON Amber Important 200 8 Is in joint ownership with MC and Aberdeenshire Council - AC are the lead maintenance authority and approve/disapprove abnormal load movements. Propose remove from list. ... Joint bridge with Aberdeenshire Council. Aberdeenshire is the maintainer. No recent photos. Condition score not available so amended to -999. Structural review/contract with Aberdeenshire recommended to update records. ... B9018/130 LINTMILL 1 Amber Important 200 8 Requires adding to Capital Plan with rest of structures scoring 200. KM updated based on PI results March 2024 U44H/10 BRIDGE OF DUNNYDUFF - Temporary Bridge Amber Important 200 8 This is a collapsed culvert overspanned by a Mabey Quickbridge. BCS score and capacity relate to the original structure. ... ... U57H/20 BRIDGE OF ARNDILLY Amber Important 200 8 Score dropped after access machine PI from 2022 ... ... B9016/20 TARRYCROYS Amber Important 200 8 ... Appears to be error with HIAMS Bcicrit calculation. Based on Atkins PI, BCIcrit should be 22.12 (4/D) ... U138H/10 BRIDGE OF CANTLY Red Standard - High 150 26 Structural review recommended. Assessment likely due. ... Structural assessment in progress. ... U85H/10 NEWTON Red Standard - High 150 26 ... ... C20H/15 CLASHNOIR C20H-15 Yellow Vital 140 28 ... No known assessment. ... C60H/10 DRUMIN BRIDGE Black Standard - Medium 140 28 ... ... U168E/10 KINLOSS CULVERT Yellow Vital 140 28 ... ... U170E/10 KIRKLAND HILL CULVERT Yellow Vital 140 28 ... ... U171E/50 MOYCROFT Yellow Vital 140 28 ... No known assessment. ... U173E/20 SANQUHAR BRIDGE Yellow Vital 140 28 ... Assessed in 2008 by Halcrow, self-weight capacity only. 3T weight restriction imposed. Recommend structural review and monitoring as minimum. ... A941/210 NEW CRAIGELLACHIE Yellow Vital 140 28 Updated scores after concrete repairs and phase 2 works brings BCIcrit up to 86 (100,100,58) U115H/10 TOMBAE Amber Standard - High 120 35 ... ... U128H/20 AILNACK Amber Standard - High 120 35 ... ... U26H/10 ROEHILL Amber Standard - High 120 35 ... ... U57H/30 KILLIEMORE Amber Standard - High 120 35 ... ... U93H/10 BALVENIE GARDENS RAILWAY Amber Standard - High 120 35 ... ... U129E/21 BLACKHILLS CULVERT new Yellow Important 100 40 ... ... B9102/50 UPPER KNOCKANDO Yellow Important 100 40 ... ... U142½/10 WILLOWBANK Yellow Important 100 40 ... Although the BCIcrit is currently very low it is considered, on review, that the condition of the bridge is not very poor. ... U142½/20 CULACH BURN Yellow Important 100 40 ... ... U57H/10 MacDOWALL Yellow Important 100 40 This bridge has had work since the last PI so the BCICRIT score should increase to 40 once the 2023 PI report is complete and signed off. ... BCIcrit expected to improve following completion of 2022/23 PI report, reducing BAS score and bridge priority. Although the BCIcrit is currently low it is considered, on review, that the condition of the bridge is not very poor. ... Page 82
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B9012/30 UNTHANK CULVERT Yellow Important 100 40 ... BCIcrit score given as -999, denotes erroneous input. Condition information not reliable, provisionally high alert score. Inspection recommended to improve reliability of priority score. No known assessment. ... B9102/10 PITCHROY Yellow Important 100 40 2024 PI updated BCI crit taking alert status from Amber to Yellow. C12E/10 DOUAL BRIDGE Yellow Important 100 40 Crit score increased as per 2023 PI report (still to be approved). Removed from first draft capital plan due to score change. A939/220 WESTER FODDERLETTER Yellow Important 100 40 ... No known assessment. Armco-type culvert, masonry headwalls. ... A920/180 FIDDICH (AUCHINDOUN ) Yellow Important 100 40 ... WDM records BD21 assessment by Jacobs, 2012. ... A939/170 BRIDGE OF LEACHD Yellow Important 100 40 ... ... A939/210 NEW BRIDGE OF AVON Yellow Important 100 40 ... ... A941/110 ARDLUIE Yellow Important 100 40 ... ... A941/80 BAZAAR MEMORIAL Yellow Important 100 40 ... ... A941/90 BLACK WATER BRIDGE Yellow Important 100 40 ... ... A95/70 BRIDGE OF CLERKSEAT Yellow Important 100 40 ... ... A95/90 MONTGREW 1 Yellow Important 100 40 ... ... B9008/40 BRIDGE OF LIVET ( NEW ) Yellow Important 100 40 ... ... B9008/80 TOMBRECKACHIE Yellow Important 100 40 ... ... B9009/30 CONVALLEYS Yellow Important 100 40 ... ... B9009/40 ALLAMICHIE (LYNEMORE) Yellow Important 100 40 ... ... B9009/70 AULTBEG Yellow Important 100 40 ... ... B9010/90 CRAIGMILL Yellow Important 100 40 ... ... B9014/110 BRIDGE OF TOWIEMORE Yellow Important 100 40 ... ... B9014/130 MILLTOWIE CULVERT Yellow Important 100 40 ... ... B9014/150 BRIDGE OF MAISLEY Yellow Important 100 40 ... ... B9014/70 BRIDGE OF BURNEND Yellow Important 100 40 ... ... B9014/90 BRIDGE OF TOWIEBEG Yellow Important 100 40 ... Suggestion that Aberdeenshire assessed this earlier than 1996, however no calculations could be found nor any assessment result. Modern type of reinforced concrete box culvert. ... B9015/20 CROFT FARM Yellow Important 100 40 ... No known assessment. Modern segmental concrete pipe structure. ... B9016/10 FORGIESIDE Yellow Important 100 40 ... No known assessment. Buried steel pipe culvert. ... B9017/20 NEWMILL BRIDGE Yellow Important 100 40 ... ... B9089/20 WARDS CULVERT Yellow Important 100 40 ... ... B9102/100 LYNES CULVERT Yellow Important 100 40 ... No known assessment. ... B9102/30 BRIDGE OF CALLY Yellow Important 100 40 ... ... B9118/10 WOODSIDE BRIDGE Yellow Important 100 40 ... No known assessment. Unfinished 2020 PI report records new BCIcrit of 28.08, very poor, which would make this a higher priority structure. Structural review required. KM checked, report is approved with BCI of 55.48. ... B9136/50 GLENLIVET BRIDGE Yellow Important 100 40 ... ... B9136/60 DRUMIN SMITHY Yellow Important 100 40 ... No known assessment. ... B9138/20 BLACKSBOAT FLOOD SPAN Yellow Important 100 40 ... ... C12E/30 REED Yellow Important 100 40 ... ... Page 83
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C13E/10 BRIDGE OF LOSSIE Yellow Important 100 40 ... No known assessment. ... C13E/20 AULTAHUISH Yellow Important 100 40 ... ... C13E/30 YELLOWBOG Yellow Important 100 40 ... ... C15E/30 DALUAINE Yellow Important 100 40 ... ... C21H/10 GARRALBURN Yellow Important 100 40 ... No known assessment. Multiple corrugated pipe-type structure. ... C2E/30 GLENLOSSIE DISTILLERY Yellow Important 100 40 ... No known assessment. ... C31L/10 VICTORIA BRIDGE Yellow Important 100 40 ... ... C3E/30 COWIES BRIDGE Yellow Important 100 40 ... ... C3E/90 BOGNIE JUNCTION Yellow Important 100 40 ... No known assessment. Corrugated pipe-type structure. Reconstructed/replaced 1990. ... C43L/10 FREUCHNY Yellow Important 100 40 ... No known assessment. Multiform culvert. ... C59H/11 BUSH BRIDGE Yellow Important 100 40 ... ... C73H/10 MILLTOWN OF ROTHIEMAY Yellow Important 100 40 ... WDM refers to a 2002 assessment with result 40/44 tonnes, or 24 units HB. But also refers to HA result 38te type HA. Bridges is multiform. Structural review recommended. ... C7E/10 MAINS OF MOY Yellow Important 100 40 ... ... U109H/10 DALUAINE DISTILLERY Yellow Important 100 40 ... ... U132H/5 EASTER FODDERLETTER Red Standard - Medium 100 40 ... ... U142½/30 NETHER TOMDOW Yellow Important 100 40 ... ... U8E/15 MILL OF TYNET CULVERT Red Standard - Medium 100 40 ... ... U97H/10 TOMLIATH Yellow Important 100 40 ... ... C6E/10 KINLOSS BURN BRIDGE Yellow Important 100 40 Missing from original list - added in manually. ... ... U83H/20 WHITEHILLOCH (CABRACH) Red Standard - Medium 100 40 Changed to 13T GVW due to findings of 2022 PI and subsequent assessment by Kim MacGowan. ... Monitoring recommended in 2022 PI report. ... A940/20 GLENERNIE Yellow Important 100 40 ... ... A98/310 SEATOWN BRIDGE Yellow Important 100 40 ... ... B9007/10 LOGIE Yellow Important 100 40 ... ... B9117/60 FARMTOWN Yellow Important 100 40 ... ... U68AH/20 HOWDOUP Red Standard - Medium 100 40 ... Assessment dated 1996. Structural review recommended. ... 2024 PI updated crit score to 0 U61L/10 BUCKIE BURN Red Standard - Medium 100 40 Updated PI 2024 C11E/10 ESS BRIDGE Amber Standard - Medium 80 105 ... ... C17E/30 CAIRNFIELD Amber Standard - Medium 80 105 ... ... C47H/10 GARROWOOD Amber Standard - Medium 80 105 ... ... U135H/100 U135H/100 GAMHAINN CULVERT Amber Standard - Medium 80 105 ... ... U31E/10 CAPRIESHILL Amber Standard - Medium 80 105 ... ... U173E/10 LEE BRIDGE Black Standard - Low 70 110 ... Assessment by Mott MacDonald in 2024 has bridge failing 3T vehicle loading both lanes and single lane ... U117H/10 BRIDGE OF SLATEFORD Yellow Standard - High 60 111 Refurbishment works complete ... ... U113E/10 DOWERY Yellow Standard - High 60 111 ... ... U125AH/10 BALLACHURN Yellow Standard - High 60 111 ... ... U128H/30 DELAVORA Yellow Standard - High 60 111 ... ... U129E/10 GREENSIDE Yellow Standard - High 60 111 ... ... Page 84
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U34H/10 TARNASH BRIDGE Yellow Standard - High 60 111 ... WDM notes indicate dispute over capacity. Lower capacity quoted here as per WDM structure summary. Structural review recommended. ... U35H/10 DRUM BRIDGE Yellow Standard - High 60 111 ... Assessed with COBRAS yield line method. ... U82H/10 Aldunie Yellow Standard - High 60 111 ... Replaced by U82H/11 in 2022. Details here are for U82H/11. ... Superseded by U82H/11. U88E/30 BRIDGE OF NEWTON Yellow Standard - High 60 111 ... ... U89E/40 PHORP Yellow Standard - High 60 111 ... ... U108E/10 CANTSFORD Yellow Standard - High 60 111 ... ... C2E/20 CLODDACH Red Standard - Low 50 122 Structure has been closed to vehicular traffic. ... Currently closed to all motorised traffic and way barred by concrete blocks. Pedestrian and cycle access permitted. ... C18E/10 STONEWELLS Red Standard - Low 50 122 Access bridge to rear of former RAF Milltown - listed as Privately owned in WDM. ... Noted in WDM to be a private bridge some 400m beyond the end of the adopted road. Steel beam and slab bridge providing rear access to the disused Milltown Airfield. ... C11E/40 WHITEMIRE Yellow Standard - Medium 40 124 ... No known assessment. Unfinished 2020 PI report records new BCIcrit of 55.10, poor, which would make this a higher priority structure. Structural review required. ... C14E/5 MARCASSIE CULVERT Yellow Standard - Medium 40 124 ... No known assessment. ... C19E/10 WAULKMILL CULVERT Yellow Standard - Medium 40 124 ... No known assessment. Small masonry arch culvert. Evident past intervention to prevent scour. ... C1H/60 CALTERNACH Yellow Standard - Medium 40 124 ... No known assessment. ... C1H/70 LITTLE NEWTON Yellow Standard - Medium 40 124 ... ... C29E/10 TOREHEAD Yellow Standard - Medium 40 124 ... ... C2E/40 FOTHS BURN Yellow Standard - Medium 40 124 ... No known assessment. Refurbishment and strengthening by fill replacement completed in 2021. Recommend assessment. ... C2E/50 BIRNIE CULVERT Yellow Standard - Medium 40 124 ... ... C2E/60 RASHCROOK Yellow Standard - Medium 40 124 ... ... C34H/10 KNOCKBURN Yellow Standard - Medium 40 124 ... No known assessment. ... C44L/20 GLENBURN BRIDGE Yellow Standard - Medium 40 124 ... No known assessment. ... C48H/10 BRIDGE OF BRIDGEND Yellow Standard - Medium 40 124 ... ... C4E/20 MOSSTOWIE CANAL Yellow Standard - Medium 40 124 ... No known assessment. ... C62L/20 BLEACHFIELD Amber Standard - Low 40 124 ... No known assessment. ... C72H/30 BURN OF HAUGHS BRIDGE closed to abnormal loads Yellow Standard - Medium 40 124 ... ... C72H/50 MILTON BRIDGE Yellow Standard - Medium 40 124 ... ... C8E/30 BANARACH Yellow Standard - Medium 40 124 ... ... C8E/40 ABBOTSHILL Yellow Standard - Medium 40 124 ... ... C8H/10 BRIDGE OF FORTEATH Yellow Standard - Medium 40 124 ... ... C8H/20 BRIDGE OF GUESTLOAN Yellow Standard - Medium 40 124 ... ... U124H/20 TROCHEIL Amber Standard - Low 40 124 ... ... U131E/30 AUCHINROATH Amber Standard - Low 40 124 ... ... U132H/10 INVERLOCHY Yellow Standard - Medium 40 124 ... ... U132H/20 KINARDOCHY Yellow Standard - Medium 40 124 ... ... U149E/10 CHARLOTTE STREET BRIDGE Amber Standard - Low 40 124 ... ... U14E/20 DELFUR BRIDGE Yellow Standard - Medium 40 124 ... ... Page 85
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U37H/10 ALLANBUIE CULVERT Yellow Standard - Medium 40 124 ... ... U59H/10 MULBEN Yellow Standard - Medium 40 124 ... ... U59L/10 BROXY BRIDGE Amber Standard - Low 40 124 ... ... U63H/30 ALLT TERSIE Yellow Standard - Medium 40 124 ... ... U66AL/10 PORTESSIE CULVERT Yellow Standard - Medium 40 124 ... ... U68AH/30 DRUMGRAIN Yellow Standard - Medium 40 124 ... ... U8E/10 NETHER DALLACHY RAIL Yellow Standard - Medium 40 124 ... ... U124E/10 TROCHAIL Amber Standard - Low 40 124 ... ... C10E/30 EARLSMILL Yellow Standard - Low 20 158 ... ... C11E/20/JHC DALTULICH Yellow Standard - Low 20 158 ... Joint bridge with Highland Council. Moray Council is the maintainer. ... C17H/20 LYNETIAN Yellow Standard - Low 20 158 ... ... C4L/10 BERRYHILLOCK BRIDGE Yellow Standard - Low 20 158 ... No Known assessment. ... C72H/10 OLDTOWN Yellow Standard - Low 20 158 ... ... C8H/40/JAC BRIDGE OF HAUGH Yellow Standard - Low 20 158 ... Joint bridge with Aberdeenshire Council ... Joint with Aberdeenshire (their ref. C116S/10). Moray is the maintainer (letter 18/12/2006). U13E/10 MALCOLM BRIDGE Yellow Standard - Low 20 158 ... ... U14E/30 EAST STREET, FOCHABERS Yellow Standard - Low 20 158 ... ... U171E/60 BOW BRIDGE, ELGIN Yellow Standard - Low 20 158 ... ... U33H/10 COLDHOME Yellow Standard - Low 20 158 ... ... U47E/10 LOANHEAD CULVERT Yellow Standard - Low 20 158 ... ... U57AL/10 DESKFORD BRIDGE Yellow Standard - Low 20 158 ... ... U58AL/10 BLOOMFIELD Yellow Standard - Low 20 158 ... ... U59H/20 MALCOLMBURN Yellow Standard - Low 20 158 ... ... U76E/10 BARLEYMILL Yellow Standard - Low 20 158 ... Two-span masonry arch structure with differing Mexe results for each span. WDM records are ambiguous. Structural review recommended. ... U89E/10 CLASHDHU Yellow Standard - Low 20 158 ... ... U95E/10 SCOTSBURN Yellow Standard - Low 20 158 ... ... U171E/70 BRAELOSSIE Yellow Standard - Low 20 158 Structure has been closed to vehicular traffic. ... Access to vehicular traffic currently prevented by removeable bollards. Assessment and strengthening early 2000s by Cintec/Gifford. ... U99H/20 GIANT'S CHAIR Yellow Standard - Low 20 158 ... ... A941/340 NEW BISHOPMILL Green Vital 7 177 Refurbishment completed early 2026 ... ... U170E/20 KIRKHILL DRIVE LHANBRYDE Green Vital 7 177 Refurbishment works complete ... No known assessment. ... A941/360 SPYNIE CANAL Green Vital 7 177 ... ... A98/340 INCHGOWER Green Vital 7 177 ... ... A98/350 STONIE'S CULVERT Green Vital 7 177 ... ... A98/351 STONIE'S PIPE Green Vital 7 177 ... ... A98/360 TYNET Green Vital 7 177 ... ... B9015/100 LEIN BRIDGE Green Vital 7 177 ... ... C20H/10 CULRAGGIE (REFREISH) Green Vital 7 177 ... ... U118E/10 SHOUGLE Green Vital 7 177 ... ... U169E/10 HARBOUR STREET HOPEMAN Green Vital 7 177 ... ... U172E/10 LOSSIEMOUTH CANAL Green Vital 7 177 ... ... Page 86
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B9008/10 AUCHRIACHAN Green Important 5 189 ... ... A941/190 BURNSIDE Green Important 5 189 ... ... A920/170 BOGHEAD Green Important 5 189 ... ... A939/180 BLAIRNAMARROW Green Important 5 189 ... ... A939/181 LURGH DUBH Green Important 5 189 ... ... A939/191 GLENMULLIACH CULVERT Green Important 5 189 ... ... A939/230 TOM M'OR CULVERT Green Important 5 189 ... ... A939/240/JHC BRIDGE OF BROWN Green Important 5 189 ... Joint bridge with Highland Council ... A939/32 GLENMULLIE Green Important 5 189 ... ... A939/33 BADNAFRAVIE Green Important 5 189 ... ... A940/30 WOODSIDE CULVERT Green Important 5 189 ... ... A940/40 KNOCKACH Green Important 5 189 ... ... A941/100 BRIDGEND Green Important 5 189 ... ... A941/130 BALLOCHFORD CULVERT Green Important 5 189 ... ... A941/140 BALLOCH Green Important 5 189 ... ... A941/150 BRIDGEHAUGH Green Important 5 189 ... ... A941/160 BURNEND Green Important 5 189 ... ... A941/170 BRIDGE OF CRACHIE Green Important 5 189 ... ... A941/180 MALTKILN BRIDGE Green Important 5 189 ... ... A941/200 GLENBURNIE PIPE Green Important 5 189 ... ... A941/225 SOUTH CULVERT BLACK BURN Green Important 5 189 ... ... A941/226 NORTH CULVERT BLACK BURN Green Important 5 189 ... ... A941/230 ROTHES BURN Green Important 5 189 ... ... A941/240 BACK BURN BRIDGE Green Important 5 189 ... ... A941/260 CAOCHAN STRIPE Green Important 5 189 ... ... A941/270 BIRCHFIELD Green Important 5 189 ... ... A941/280 ROTHES GLEN HOTEL Green Important 5 189 ... ... A941/290 NETHERGLEN Green Important 5 189 ... ... A941/300 LONGMORN BRIDGE Green Important 5 189 ... ... A941/310 BIRKENHILL BRIDGE Green Important 5 189 ... ... A941/50 Dykeside Green Important 5 189 ... Reconstructed with new steel deck in 2022. Find AIP/design details to confirm design loading for LM3/SV to supersede HB rating. ... N.B. This structure was replaced in A941/51 at Dykeside. Details here are for the new bridge. A941/60 AUCHMAIR Green Important 5 189 ... ... A942/20 REIDHAVEN STREET Green Important 5 189 ... ... A95/50 BRIDGE OF FOWLWOOD Green Important 5 189 ... ... A95/60 BRIDGE OF BRACO Green Important 5 189 ... ... A95/80 BRIDGE OF AUCHINHOVE Green Important 5 189 ... ... A98/320 BOGS OF RANNAS Green Important 5 189 ... ... A98/330 RANNAS BRIDGE Green Important 5 189 ... ... A990/20 PORTGORDON Green Important 5 189 ... ... A990/30 BUCKPOOL Green Important 5 189 ... ... B9008/20 CARTACH CULVERT Green Important 5 189 ... ... B9008/30 BRIDGE OF TOMNAVOULIN Green Important 5 189 ... ... B9008/70 AUCHBRECK CULVERT Green Important 5 189 ... ... Page 87
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B9008/90 TOMMORE CULVERT Green Important 5 189 ... ... B9009/100 CRAIGHEAD Green Important 5 189 ... ... B9009/11 BRIDGE OF AUCHGORUM Green Important 5 189 ... ... B9009/110 MORINSH Green Important 5 189 ... ... B9009/120 SHENVAL Green Important 5 189 ... ... B9009/20 LETTOCH Green Important 5 189 ... ... B9009/50 BRIDGE OF GLACK Green Important 5 189 ... ... B9009/60 BALMERION Green Important 5 189 ... ... B9009/80 TOMACHLAVEN Green Important 5 189 ... ... B9009/90 ALLT LOAN Green Important 5 189 ... ... B9010/100 FORD BRIDGE Green Important 5 189 ... ... B9010/20 PALMERSCROSS Green Important 5 189 ... ... B9010/35 PITTENDREICH (ALLARBURN) Green Important 5 189 ... ... B9010/50 WESTER PITTENDREICH Green Important 5 189 ... ... B9010/70 MAINS OF KELLAS Green Important 5 189 ... ... B9011/5 CASTLE BRIDGE Green Important 5 189 ... ... B9012/10 WATERTON Green Important 5 189 ... ... B9012/20 CROSSLOTS Green Important 5 189 ... ... B9014/10 BRIDGE OF POOLINCH Green Important 5 189 ... ... B9014/100 LOWER TOWIE BRIDGE Green Important 5 189 ... ... B9014/140 BRIDGE OF AUCHINDACHY Green Important 5 189 ... ... B9015/10 ROTHES GREEN Green Important 5 189 ... ... B9015/40 GARBITY Green Important 5 189 ... ... B9015/70 ORBLISTON Green Important 5 189 ... ... B9015/80 GARMOUTH RAILWAY Green Important 5 189 ... ... B9016/30 RYERIGGS Green Important 5 189 ... ... B9017/10 NEWMILL WEST Green Important 5 189 ... ... B9017/30 CROSSBURN Green Important 5 189 ... ... B9018/100 SWELLEND Green Important 5 189 ... ... B9018/110 BERRYHILLOCK CULVERT Green Important 5 189 ... ... B9018/120 NETHER BLAIROCK Green Important 5 189 ... ... B9018/140 LINTMILL 2 Green Important 5 189 ... ... B9018/20 BRIDGE OF CROFTGIBB Green Important 5 189 ... ... B9018/30 BALNAMOON Green Important 5 189 ... ... B9018/40 BURNEND BRIDGE Green Important 5 189 ... ... B9018/60 WINDYHILLS Green Important 5 189 ... ... B9018/70 LANGLAN BURN Green Important 5 189 ... ... B9018/80 UPPER CRAIBSTONE Green Important 5 189 ... ... B9018/90 CRAIBSTONE Green Important 5 189 ... ... B9022/60 KNABBY GATES Green Important 5 189 ... ... B9102/110 ARCHIESTOWN Green Important 5 189 ... ... B9102/120 SANDYHILLOCK Green Important 5 189 ... ... B9102/20 MAINS OF KIRDELLS Green Important 5 189 ... ... B9102/70 CARDOW Green Important 5 189 ... ... B9102/90 BRACKENHOWES Green Important 5 189 ... ... B9103/10 SPYNIE CANAL BRIDGE Green Important 5 189 ... ... Page 88
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B9103/100 BOAT O'BRIG Green Important 5 189 ... ... B9103/110 AUCHROISK Green Important 5 189 ... ... B9103/120 AUCHROISK DISTILLERY Green Important 5 189 ... ... B9103/21 ARTHUR'S CULVERT Green Important 5 189 ... ... B9103/30 CAYSBRIGGS Green Important 5 189 ... ... B9103/50 LOCH NA BO Green Important 5 189 ... ... B9103/60 CLATTERINGBRIG Green Important 5 189 ... ... B9103/70 ALTONSIDE Green Important 5 189 ... ... B9103/80 DEANS HILLOCK Green Important 5 189 ... ... B9136/10 RUTHVEN BRIDGE Green Important 5 189 ... ... B9136/30 BALLCORACH Green Important 5 189 ... ... B9136/40 ALLTGLANDER Green Important 5 189 ... ... B9138/10 BLACKSBOAT MAIN BRIDGE Green Important 5 189 ... ... B9138/30 BLACKSBOAT RAILWAY BRIDGE Green Important 5 189 ... ... C12E/20 BLACKBURN BRIDGE Green Important 5 189 ... ... C13E/40 STRONDOW Green Important 5 189 ... ... C16E/10 OLD RAILWAY PORTGORDON Green Important 5 189 ... ... C16E/20 BONE MILL BRIDGE Green Important 5 189 ... ... C17H/10 EDINVILLIE Green Important 5 189 ... ... C1E/10 EASTER LOCHS Green Important 5 189 ... ... C1E/20 LHANBRYDE OLD Green Important 5 189 ... ... C1E/30 EASTER COXTON Green Important 5 189 ... ... C1E/50 FOGWATT CULVERT Green Important 5 189 ... ... C20E/10 LINKWOOD Green Important 5 189 ... ... C22E/11 LANDSHUT BRIDGE Green Important 5 189 ... Built 2014. Designed to BS 5400 for full HA and 37.5 units of HB, as recorded in the AIP which can be found in the H&S file. ... C25E/20 WARDS ARMCO Green Important 5 189 ... ... C3E/10 MONAUGHTY FOREST Green Important 5 189 ... ... C40E/10 REIKET LANE RAILWAY (NEW) Green Important 5 189 ... ... C73H/20 BURN OF FOURMANHILL BRIDGE Green Important 5 189 ... ... C7E/20 DYKE Green Important 5 189 ... ... U128H/10 DELNABO Green Important 5 189 ... ... U149E/21 WEST STREET FOCHABERS Green Important 5 189 ... ... U106H/10 BIRKENBUSH BRIDGE Green Standard - High 3 310 ... ... U172E/20 LOSSIEMOUTH SEATOWN Green Standard - High 3 310 ... ... U57H/40 SANDYHILL BRIDGE Green Standard - High 3 310 ... ... U72L/10 ALLALOTH Green Standard - High 3 310 ... ... U88E/20 BANTRACH BRIDGE Green Standard - High 3 310 Changed BCIs due to 2020-21 refurbishment contract. Strengthened 2004. ... ... B9117/30 SHORTBANK BRIDGE Green Standard - Medium 2 315 ... ... C14E/10 WARDEND Green Standard - Medium 2 315 ... ... C19E/20 MEFT Green Standard - Medium 2 315 ... ... C1H/30 BROOMHEAD Green Standard - Medium 2 315 ... ... C22E/30 Calcots Bridge Green Standard - Medium 2 315 ... ... C24E/10 GILSTON CULVERT Green Standard - Medium 2 315 ... ... Page 89
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C24E/20 NORTH GILSTON Green Standard - Medium 2 315 ... ... C24E/30 SALTERHILL Green Standard - Medium 2 315 ... ... C26E/20 MOSSTOWIE Green Standard - Medium 2 315 ... ... C3E/40 STONEYFIELD Green Standard - Medium 2 315 ... ... C3E/50 HELDON WOOD Green Standard - Medium 2 315 ... ... C3E/70 BRIACH CULVERT Green Standard - Medium 2 315 ... ... C44L/10 BOGSIDE CULVERT Green Standard - Medium 2 315 ... ... C46L/10 BRIDGE OF CRANNACH Green Standard - Medium 2 315 ... ... C47H/40 BERRYHILLOCK Green Standard - Medium 2 315 ... ... C49H/10 DALMANY Green Standard - Medium 2 315 ... ... C54H/10 CROOKSMILL Green Standard - Medium 2 315 ... ... C5E/10 GRANGE HILL Green Standard - Medium 2 315 ... ... C5E/30 EAST GRANGE Green Standard - Medium 2 315 ... ... C67L/11 BIRKENBUSH RAILWAY Green Standard - Medium 2 315 ... No assessment required. Bridge demolished and replaced with pipe. ... U105E/20 CLOVES BRIDGE Green Standard - Medium 2 315 ... ... U111E/10 CROY Green Standard - Medium 2 315 ... ... U112E/10 MILTONDUFF Green Standard - Medium 2 315 ... ... U124H/10 TERVIE (MILLTOWN OF TOMBRECKACHIE) Green Standard - Medium 2 315 ... ... U131E/20 BROADBURN Green Standard - Medium 2 315 ... ... U132H/30 SILVER BRIDGE Green Standard - Medium 2 315 ... ... U139E/10 BRACKEN HOWES Green Standard - Medium 2 315 ... ... U139E/20 BRIDGE OF BALLINTOMB Green Standard - Medium 2 315 ... ... U18E/10 BOW BRIDGE, GARMOUTH Green Standard - Medium 2 315 ... ... U18E/20 CHURCH RAILWAY, GARMOUTH Green Standard - Medium 2 315 ... ... U19E/20 WESTERTON Green Standard - Medium 2 315 ... ... U27E/10 LONGHILL BURN Green Standard - Medium 2 315 ... ... U30E/10 WOODPARK Green Standard - Medium 2 315 ... ... U63H/20 BRIDGE OF LACKDHU Green Standard - Medium 2 315 ... ... U63L/30 DRYBRIDGE CULVERT Green Standard - Medium 2 315 ... ... U83H/10 MILLTOWN Green Standard - Medium 2 315 ... ... U99H/10 DULLAN BRIDGE Green Standard - Medium 2 315 ... ... C8E/10 DALVEY SMITHY RAILWAY Green Standard - Low 1 352 ... BCIcrit score given as -999, denotes erroneous input. Condition information not reliable, provisionally high alert score. Inspection recommended to improve reliability of priority score. ... C8E/20 DALVEY RAILWAY BRIDGE Green Standard - Low 1 352 ... BCIcrit score given as -999, denotes erroneous input. Condition information not reliable, provisionally high alert score. Inspection recommended to improve reliability of priority score. ... C10E/10 DALVEY Green Standard - Low 1 352 ... ... C11L/10 WESTON Green Standard - Low 1 352 ... ... C17E/10 BURNSIDE OF ENZIE Green Standard - Low 1 352 ... ... C17H/30 BLAIRNAIN Green Standard - Low 1 352 ... ... C22E/20 BAREFLAT HILLS RAILWAY Green Standard - Low 1 352 ... ... C43L/30 RATHVEN Green Standard - Low 1 352 ... ... C47H/20 BRACO CULVERT Green Standard - Low 1 352 ... ... Page 90
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C54H/20 BRIDGE OF ROSARIE Green Standard - Low 1 352 ... ... C62L/30 MILTON BURN Green Standard - Low 1 352 ... ... C72H/21 KINMINITIE BRIDGE Green Standard - Low 1 352 ... ... Now C72H/20. See school bus worksheet notes. C7L/10 CRAIBSTONE CULVERT Green Standard - Low 1 352 ... ... C7L/20 BROADRASHES Green Standard - Low 1 352 ... ... C80H/10 FITTIE Green Standard - Low 1 352 ... ... U128E/10 LONGMORN CULVERT Green Standard - Low 1 352 ... ... U138E/10 RINGORM BRIDGE Green Standard - Low 1 352 ... ... U144E/10 ALDAVONNIE Green Standard - Low 1 352 ... ... U144E/20 LYNE OF KNOCKANDO Green Standard - Low 1 352 ... ... U146H/10/JAC MARKETHILL BRIDGE Green Standard - Low 1 352 ... Joint bridge with Aberdeenshire Council ... Joint with Aberdeenshire (their ref. U146H/10). Moray is the maintainer (letter 18/12/2006). U19H/10 GRANGE JUNCTION Green Standard - Low 1 352 ... ... U23H/10 BURNEND CULVERT Green Standard - Low 1 352 ... ... U43BH/10 BACKMUIR Green Standard - Low 1 352 ... ... U62E/10 MILL OF GRANGE Green Standard - Low 1 352 ... ... U63L/20 AUCHENTAE Green Standard - Low 1 352 ... ... U8E/20 CHAPELFORD Green Standard - Low 1 352 ... ... U95H/10 MILLTOWN OF LAGGAN Green Standard - Low 1 352 ... ... U171E/80/RFB OLD BREWERY BRIDGE Green Standard - Low 1 352 Structure has been closed to vehicular traffic. Now NN151. ... Now NN151. Out of scope. Access to vehicular traffic currently prevented by removeable bollards. ... Page 91
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Timothy Mackay Contact Email: Timothy.mackay@moray.gov.uk Subject: Transportation Capital and Revenue Budgets 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve the plans to deliver the capital and revenue programme in Transportation in 2026/27. 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 provision, development and monitoring of the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 The report sets out the plans for revenue and capital expenditure for the Transportation budget for 2026/27. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) approve the plans to deliver the capital and revenue programme for 2026/27 as contained in this report; and ii) delegate authority to the Head of Environment and Operations to apply for grants for the funding areas set out in this report at para 5.21. Timothy Mackay Service Manager, Transportation Item 10. Page 93
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4. BACKGROUND AND CONTEXT 4.1 The Transportation service delivers the council services and duties in relation to public transport including m.connect, home to school transport, transport development, traffic management, road safety, sustainable and active travel, and car parks, as well as advising and preparing recommendations to members on matters of transport strategy and policy. 4.2 This report sets out plans for each team within Transportation to deliver those services and duties in line with the approved revenue and capital budgets for the financial year 2026/27. 5. PROPOSALS Public Transport Unit (PTU) 5.1 5.2 5.3 5.4 5.5 5.6 The 2026/27 revenue budget for the Public Transport Unit is £5,537k. The major element of the budget relates to the statutory provision of home to school transport. The budget is factored to 195 school days, which reflects the projected school calendar for the forthcoming year. The major areas of expenditure are set out below. The Council has a statutory duty to provide transport between home and school for eligible pupils travelling to and from their zoned schools. Following a recent procurement exercise the contract for the service has been retendered to start in April 2026. The contract length is for five years with an option for two additional one-year extensions. Home to School Transport This is provided by a mix of external supplier and the Council’s own fleet. Following changes to transport entitlement from 1 mile to 2 miles for primary school pupils, and the recent re-tender, school routes have been reviewed to maximise their efficiency whilst maintaining service. The budget for this service is £4,000k and provides home to school transport for 2,500 pupils per year. Income of £14k is budgeted in relation to discretionary transport provision, which offers pupils not eligible for free provision access to a seat on a closed contract school bus. Infrastructure, Systems and Services This area of expenditure set at £182k covers statutory maintenance for roadside passenger shelters and bus stops plus software licensing and maintenance fees for the m.connect demand responsive booking system, on bus ticket machines, tablet SIMs and other sundry items. The Council was awarded £395k in grant funding from Transport Scotland for Bus Infrastructure improvements, which will see the replacement of around 40 bus shelters and all bus stop flags in Moray. Social Care Transport Transport is provided by the Public Transport Unit to a number of projects, day care centres and respite centres for vulnerable social care clients. Costs of this transport are recharged back to the various social care teams and projects across the Council. Like home to school transport, a retendering exercise for the service is underway following an optimisation of service provision, this contract is also planned to start in April 2026. Page 94
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5.7 5.8 m.connect This budget of £180k is allocated to m.connect, the council’s bus services which includes a proportion of the overall vehicle and property costs associated with the delivery of public transport. Income levels are largely within expectations, with a focus in the next year on stabilising growth by increasing reliability and customer satisfaction. Budgeted external income is £303k, made up of cash and card paid fares, m.connect concessionary fare reimbursement, and the Scottish Government’s mileage based Network Support Grant Traffic (Revenue) 5.9 5.10 5.11 5.12 5.13 5.14 5.15 The Traffic Engineers and supporting team members cover statutory duties relating to Streetworks, Road Safety and Traffic Management. The Traffic team has a net revenue budget of £868k. The planned expenditure for the team is set out in more detail below. The revenue budget includes an anticipated income from service users of £309k. This comprises £219k for processing Temporary Transport Regulation Orders and issuing permits such as Road Opening Permits. £90k is budgeted for income relating to Road Construction Consent inspections. The budget also includes allowances for licences for Road Traffic Accident software, the Speed Compliance Tool and software for the collection and analysis of traffic count and vehicle speed data from permanent and temporary counter sites across Moray. Accident and traffic data is important information required to enable Transportation’s statutory duties in relation to road safety and the preparation of transport strategies to support the Moray Local Development Plan. The Traffic Team is responsible for a small revenue budget for traffic signals, road signs and road markings to cover their general maintenance and the refresh of road markings as part of an annual programme. The current costs associated with the maintenance and operation of traffic signals is £33k. As signals infrastructure age these costs are set to increase, and decisions to replace (on a capital basis) are based on anticipated need/failure rate. It should be noted that this £33k represents a third of the total allocated budget (£100k) and therefore this makes up a significant proportion of expenditure. The remaining revenue budget is used for the general maintenance of road signs, road markings and sundry items such as bollards, cat’s eyes and verge marker posts, which when appropriately maintained all contribute to the safety of road users on rural roads. It should be noted that our planned works programme exceeds our budget allocation which means that some works need to be carried over to future years and in any event all works are prioritised to ensure those of greatest need and benefit are undertaken first. Increasingly, those works required in compliance with our statutory duties and legislation take precedence. Traffic (Capital) The overall net capital budget for Traffic is £391k. Like last year, there continues to be the opportunity to reallocate budgets to different workstreams in-year to ensure the budget is spent. The amounts in this report relate to the allocations in the three-year Capital Plan. The Council has a statutory duty to carry out studies of road accidents and “take such Page 95
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5.16 5.17 5.18 5.19 5.20 5.21 measures as appear to the authority to be appropriate to prevent such accidents”. It is proposed to allocate £89k of the £391k to deliver minor road safety interventions in priority areas. In 2025/26 Scottish Government indicated that funding from their Road Safety Infrastructure Fund (RSIF) of £175k would be awarded which would be used for improvements to strategic routes (road markings, verge markers, cat’s eyes). However following discussions with Transport Scotland regarding recent accidents on key strategic routes, £903.5k was awarded for re-surfacing projects on the A98 between Swiss Cottage and Tullochmoss and on the A941 – between the former Neil Millars Garage to 300m North of C2e. As the RSIF is an annual fund, it is anticipated that there will an award in 26/27 of £175k. The Council also has a statutory duty to provide disabled parking spaces near the homes of eligible people when they apply, as well as accessibility improvements such as dropped kerbs to assist people with mobility disabilities and parents/carers with pushchairs at places where they need to cross the road. £38k will be utilised by the Traffic team to deliver in the region of 62 parking spaces (average number of requests per year over the past three years) and approximately 15 dropped kerbs. For New Traffic Signs and Road Markings £44k has been allocated to enable the Traffic Team to provide new road signs, markings and the like to react to changes in the road and to support new Traffic Regulation Orders. Other areas of capital expenditure include Traffic Data Collection Equipment (£23k), Traffic Signal Replacement (£66k) and Road Safety Barriers (£131k). For 2026/27 the block grant for Active Travel Infrastructure Fund (ATIF1) has been confirmed as £500k. ATIF 1 is an annual grant from Scottish Government for active travel infrastructure and resourcing. Of this, around £100,000 is spent on consultant design fees to work up schemes for the construction and future grant applications. This year will see a drafting update to the Active Travel Strategy which will inform future priorities. Applications for Scottish Government’s Active Travel Infrastructure Fund for larger construction project and design funding (ATIF2) were submitted in January with awards likely to be made in April 2026. Two applications for construction projects were re-submitted, a new pedestrian island on Linkwood Road, between Dunkinty and Linkwood Steading, and Phase 1 of the active travel improvements to Coulardbank Road, Lossiemouth. An application for an options appraisal for improving active travel provision at the Morriston Road/Brumley Brae junction and along Morriston Road up to the A941 junction has also been re-submitted. Behaviour Change funding is now mostly distributed through the HITRANs Regional Transport Partnership People and Place programme. For 26/27 the Council is expected to be awarded £356k for both capital and revenue projects. Projects will include sustainable travel events and engagement, working with schools and young people as well as the Moray Bothy through our delivery partners Living Streets and Cycling UK. The Council will also receive a direct award for active and sustainable transport from Transport Scotland of £107k to compliment the funding from the Regional Transport Partnership and support the delivery engagement activities. Additional funding opportunities present themselves Page 96
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5.22 throughout the year for the delivery of Bikeability and improvements to the National Cycle Network 1. Applications will be made when these funding streams become available. In line with the Transportation team’s remit to promote road safety, sustainable and active travel, and public transport, there can be mid-year opportunities to benefit from grant funding to deliver these priorities. The deadlines often preclude submission of a report to the service committee. It is requested that delegated authority is granted to the Head of Operations and Environment to approve grant funding applications where these are for clear ‘business as usual’ work priorities, and do not require any other unbudgeted expenditure by the council. Transport Development 5.23 5.24 5.25 5.26 5.27 The Transport Development team has a revenue budget of £250k. The Moray Local Development Plan is currently being reviewed, with the new plan due to be adopted in 2028. The Evidence Report was approved in 2024 and bid sites have been submitted and considered. The Transport Appraisal is nearing completion, following an update of the Elgin Traffic Model to a 2023 base year. The team are responsible for the Roads Authority response to planning applications and planning enforcement cases, along with preparation of the Local Development Plan. The team also covers Road Construction Consent (Section 278 Agreements) and the adoption of new roads infrastructure. A review of the charging structure and a proposed Code of Practice is planned in 2026. Car Parks The 2026/27 revenue budget for car parks is £(674)k, taking into account budgeted income of £(1,166)k. Income for car parks continues to fall short of the budgeted target, and new revenue sources are being pursued in 2026/27 such as the introduction of charges for HGVs in Elgin as well as improvements to winter maintenance and the general condition of the multistorey car parks to encourage greater use. This maintains the car parks in Moray governed by the car park order and funds the enforcement of the regulations governing the use of the pay and display in Elgin. The infrastructure and maintenance of the car parks includes drainage (gulley) clearing, patch surfacing repairs and kerb works, lighting repairs, signs and markings and winter maintenance. The balance of the expenditure in revenue includes employee costs, rent, rates and energy costs, clothing and uniform. A capital budget of £27k per annum from capital is to enable a programme of resurfacing and lighting replacement in surface car parks. The ongoing programme will be based on a prioritised approach for inclusion and approval in future years as appropriate. 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 Page 97
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Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal Delegated authority to make grant applications is requested in this report, which is a deviation from the Financial Regulations. The Chief Financial Officer has been consulted and is supportive of this request. 6.4 Financial This report sets out the plans to deliver the revenue and capital budget allocation to Transportation for 2026/27. See APPENDIX A. 6.5 Risk The budgeted incomes for public transport, traffic and car parks are based on the best available information but may be subject to variation based on external influences. 6.6 Staffing None. 6.7 Best Value and Transformation None. 6.8 Property Page 98
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None. 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact There are a number of areas within the Transportation budget that support equalities, social inclusion and rights as well having a socioeconomic benefit. This includes but is not limited to expenditure on Active and Sustainable travel schemes, Road Safety Improvements, Public Transport (including the m.connect offer) and contributions through securing developer-led roads improvements. 6.11 Climate Change and Biodiversity Impacts There is a strong link between Sustainable, Active Travel and health and wellbeing. Promotion of Public Transport and alternatives to private transport contribute to reducing carbon emissions and wider biodiversity gains. Alternative methods of construction such as Sustainable Urban Drainage schemes within new and existing roads infrastructure can reduce surface flooding risks and contribute to wider climate change targets. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 99
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Appendix A 2026/27 Allocation Traffic Capital Road safety barrier provision £131,000 Road safety provision £89,000 Disability Adaptations £38,000 New Road Signs and Markings £44,000 Traffic Data Collection Equipment £23,000 Traffic Signal Replacement £66,000 Sub-total £391,000 Traffic Revenue Traffic (Core) £868,300 Transport Development £250,000 Sub-total £1,118,300 Car Parks Capital £27,000 Revenue £(673,649) Sub-total £(646,649) Public Transport Unit Capital (Bus Stop Infrastructure Fund) £395,000 Revenue £5,537,089 Sub-total £5,932,089 Capital Budget Total £813,000 Revenue Budget Total £5,981,740 Capital and Revenue Total £6,794,740 Page 100
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Paul Wolverson Contact Email: Paul.wolverson@moray.gov.uk Subject: Environmental Protection Capital and Revenue Budgets 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve the plans to deliver the capital and revenue programme in Environmental Protection in 2026/27. 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 provision, development and monitoring of the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 The revenue budgets support the delivery of the business as usual activities of the waste, open spaces, catering and facilities services. 2.2 The capital budgets for 2026/27 with regards waste management will be used primarily to support the provision of the wheeled bins for domestic and commercial premises and the provision of skips at Household Waste and Recycling Sites. 2.3 The capital budgets for 2026/27 with regards open spaces will be used to support the completion of the construction of phase one of a new cemetery in Elgin, improvements in play areas and cemeteries, as well as commencing the initial work in pursuance of new cemetery provision at Lossiemouth and Broomhill. 2.4 The capital budgets for 2026/27 for facilities management will be used on an emerging basis to replace any broken and damaged equipment. 2.5 The report asks Members to approve the proposed revenue and capital spend within Environmental Services. Item 11. Page 101
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) approve the plans to deliver the capital programme for 2026/27 as contained in this report; ii) grant delegated authority to the Service Manager Environmental Services to proceed with necessary maintenance works and prioritise the works in accordance with any budgetary restrictions; iii) delegate authority to the Head of Operations and Environment to apply for grants in support of the areas of work identified in sections 5; and Paul Wolverson Service Manager Environmental Services 4. BACKGROUND AND CONTEXT 4.1 The Environmental Services team delivers the council services and duties in relation to waste and recycling, open spaces, school catering and facilities management. 4.2 The revenue budgets fund the business as usual activities for the different service areas. This includes: • Waste and recycling collections. • Provision of Household Waste and Recycling Centres. • Litter picking and litterbin emptying. • Street sweeping. • Maintenance of the Councils Parks and Open Spaces. • Highway verge grass cutting. • Cemetery provision and management, including a burial service. • Preparation and provision of school meals across the Councils school estate. • Building cleaning and Janitorial service across the Councils assets. 4.3 The table below shows the 2026/27 revenue budgets Service Area Revenue Budget 2026/27 Waste Management £8,911,461 Building Cleaning and Catering £8,709,065 Open Space £1,944,897 4.4 This report sets out plans how the respective teams within Environmental Services will deliver the services and duties in line with the approved capital budgets for the financial year 2026/27. 5. PROPOSALS 5.1 The proposed capital plan for waste and recycling services for 2026/27 is shown below. Page 102
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Capital Project Cost Capital Classification Domestic & Trade Waste bins £109,000 Core Project Domestic and Trade Waste Bins 5.2 Developers are recharged for the provision of bins to new build properties. In addition, where bins are provided to commercial customers, or for the garden waste collection scheme, the Council receives an income. It should therefore be noted that some of the capital expenditure cost will be indirectly offset by the income allocated to the revenue budgets. It should also be noted that with the application of a cap that the amount of spend on bins will be reduced in 2026/27. 5.3 The Council has a statutory responsibility to provide Household Waste and Recycling Centres (HWRCs). The Council currently provides 5 HWRCs. In addition, the Council provides 22 mini recycling centres located in strategic locations throughout Moray. In previous years a capital allocation has been made available to purchase new skips for HWRC sites. Due to the affordability, no capital allocation for skip replacement was recommended for 2026/27. Therefore, there is the potential that capital funds from the capital allocation for domestic and trade waste bins may be needed to purchase skips. 5.4 It should be noted that without a dedicated budget for skip replacement, the amount of spend on replacement skips will be less in 2026/27. This could mean that certain skips do not get replaced and consequently the ability to dispose of certain non-household materials, such as wood or construction waste, may need to be withdrawn from HWRC sites, even if on a temporary basis, in order to utilise skips for other materials. 5.5 The proposed capital plan for open spaces in 2026/27 is shown below: Capital Project Cost Capital Classification Cemetery Provision in Moray (Cemetery infrastructure) £43,000 Core Project Cemetery Provision in Moray (Lossiemouth) £87,000 Named Project Cemetery Provision in Moray (Keith) £87,000 Named Project Parks and Open Spaces Infrastructure £37,000 Core Project Children’s Play Areas £117,000 Core Project Total £371,000 Cemetery Provision in Moray (Cemetery infrastructure) 5.6 These funds are used to address known low level and emerging issues within the Council cemeteries. A condition assessment of all cemeteries was undertaken in 2025/26 by the Council’s Consultancy Team. Whilst emerging issues will present themselves throughout the year, these funds will be used to address the issues discovered through the condition assessment. It will not be possible to address all the issues so these will be prioritised in accordance with the level of risk and the budget available. Cemetery Provision in Moray (Lossiemouth and Keith) 5.7 The Council’s approved cemetery strategy identified that future cemeteries will be developed in Elgin, Lossiemouth and Broomhill, Keith. The current life expectancy of Lossiemouth and Broomhill cemeteries is circa 10 years. These funds will be used to start Page 103
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the initial preparatory work needed in developing an extension to these cemeteries. Based on experience of developing Elgin cemetery, it is likely that it will take 10 years to complete the development of these cemeteries. Park and Open Space Infrastructure 5.8 The Council provides parks and open spaces across Moray. These sites see a significant amount of use. A capital allocation is needed to address those infrastructure issues which present a health and safety concern. Given the relatively low value of capital allocation, the funds will be used to address emerging works which present themselves throughout the year. Children’s Play Areas 5.9 The last year of the Scottish Government Grant for play area renewal was 2025/26. For 2026/27 the capital allocation is solely Council funded. Over the last few years inflationary costs, as well market demands, have significantly increased the costs of the play park equipment. It is considered that the capital allocation for 2026/27 will not be sufficient to cover the costs of a whole park renewal, as well as addressing known and emerging issues that will inevitably occur. 5.10 It is therefore proposed that following the annual independent play area assessment that the capital allocation for 2026/27 will be used to address issues identified regarding specific pieces of equipment, as well any emerging issues. Priority will be based on such factors as health and safety. Given the limitations of the capital budget, this may result in pieces of play equipment being disabled, or removed from site and not being replaced. Facilities Management 5.11 The facilities management section covers the Janitorial, Building Cleaning, Caretaker and facilities functions at HQ/Annexe. The section has a capital allocation of £15K per year. These funds are used to purchase tools and equipment for the services, such as cleaning equipment. The funds are used on an emerging basis rather than a cyclical and planned replacement programme. 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 Page 104
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Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council in its capacity as a Burial Authority, under the Burial and Cremation (Scotland) Act 2016, has a statutory duty for the provision of burial grounds within Moray. This responsibility extends to ensuring sites are safe for people to use. Under Section 1 of the Refuse Disposal (Amenity) Act 1978, the council has a statutory duty to provide facilities at which residents of the area may deposit their household waste for disposal. This responsibility extends to ensuring sites are safe for people to use. 6.4 Financial The costs are shown within the report. 6.5 Risk There are risks associated with both not approving the proposed capital spend, as well as potential limitations and implications resulting from the amount of capital allocation for 2026/27. The risks include increased health and safety issues across Council assets, reduced service provision at HWRC sites and the potential that burial capacity in the area could be compromised within a few years. 6.6 Staffing There are no staffing implications associated with the recommendations in this report as work has been planned in line with budget provision. 6.7 Best Value and Transformation Best value will be achieved through going through the appropriate procurement channels for the works required. 6.8 Property Page 105
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Any implications regarding Property relating to this report pertain to the risk of the deterioration of buildings or infrastructure due to inadequate levels of funding being available to maintain sites. 6.9 Information Communications/Technology/Digital There are no implications associated with the recommendations. 6.10 Equalities, Social Inclusion and Economic Impact There are no implications associated with the recommendations. 6.11 Climate Change and Biodiversity Impacts There are no climate change implications as a result of this report. Efforts are made to be mindful of the carbon and biodiversity implications and where possible products are sourced as local as possible, and where practicable, are made from recycled materials. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Open Spaces Manager, Waste Manager, Service Manager, People Management, Equalities Officer and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 106
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Nicola Moss and Beverly Smith Contact Email: nicola.moss@moray.gov.uk beverly.smith@moray.gov.uk Subject: Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 December 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note the quarter three position of 2025/26 regarding Operations and Environment and Growth, Planning and Climate Revenue and Capital budgets. 1.2 This report is submitted to Committee in terms of Section III (A) (2) of the Council’s Scheme of Administration relating to the consideration of Revenue and Capital budgets and long term financial plans. 2. SUMMARY 2.1 This report provides an update on the quarter three budgetary position 2025/2026 and comments on variances for the Revenue and Capital budgets for the period to 31 December 2025 regarding Operations and Environment and Growth, Planning and Climate, Revenue and Capital budgets. 3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinise and note the quarter three budget position for 2025/2026. Nicola Moss, Head of Operations and Environment Beverly Smith, Head of Growth, Planning and Climate (Chief Planning Officer) 4. BACKGROUND AND CONTEXT Item 12. Page 107
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4.1 The Performance Management Framework 2020 (page 27) requires that progress against Capital and Revenue expenditure and the Capital Plan is reported to the relevant Service Committee. Heads of Service have been tasked with reducing overspends and generally reducing expenditure back in line with budget. 4.2 Savings and increased charges to the Revenue budget were approved when the budget was set by Moray Council on 26 February 2025 (paragraph 3 of the minute refers). Updates have been presented to the Council quarterly as part of the full budget monitoring. 5. QUARTER 3 REVENUE BUDGET PERFORMANCE 5.1 Operations and Environment Quarter 3 (Q3) results are often impacted by timing issues, the detail of Q3 is set out in the table below. 5.2 The table below shows Operations and Environment Revenue Budget position for Q3 2025 / 2026. Service Area Annual Budget Q3 Budget Q3 Actual+ Committed Variance £000s £000s £000s £000s Environmental Services 18,902 13,987 13,866 121 Roads and Fleet 3,727 2,682 2,538 144 Engineering Design 1,034 755 807 -52 Harbours and Transportation 6,577 4,771 4,825 -54 Operations and Environment - Directorate 215 166 160 6 Operations and Environment - Efficiency savings -251 0 0 0 Operations and Environment Admin / Support /H&S 518 392 390 1 Total 30,722 22,753 22,586 166 Underspend 5.3 Environmental Services The table below shows Environmental Services Revenue Budget information for Q3 2025/2026. Service Area Annual Budget Q3 Budget Q3 Actual + Committed Variance £000s £000s £000s £000s Page 108
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Waste Management 8,813 6,566 6,562 4 Open Spaces 1,855 1,407 1,380 27 Building Cleaning and Catering 8,233 6,013 5,923 90 Total 18,902 13,985 13,865 121 Underspend 5.4 Waste is underspent in quarters 1 to 3 by £4K. Tipping income (£107K overspend), Trade Waste income (£79K overspend) and Green Waste income (£29K overspend) are currently not meeting target. However, recycling net income is higher due to a favourable recycling market (£92K underspend) and the income from Dallachy gas is above budget (£10K underspend). Fuel costs are also less than budgeted (£81K underspend) with a contributing factor to this being the cessation of using the BOMAG compactor at Dallachy Landfill. 5.5 Open Spaces are currently achieving an underspend of £27K over quarters 1 to 3. Income from areas such as burials are currently below target (£61K overspend) but this could, at least in part, be due to budget profiling and the situation will be monitored over the remaining quarter. This overspend has been offset by underspends in other areas such as staffing and property costs over Open Spaces. The impact of dealing with Storm Floris and Storm Amy has impacted on the budgetary position with additional works to address tree damage still on- going. 5.6 Building Catering and Cleaning are currently underspent by £90K. The underspend over quarters 1 to 3 has been achieved mainly due to underspend in staffing (£47K), an underspend in materials and favourable income against the budget from the secondary school meals. The situation will continue to be monitored throughout the remaining quarter. 5.7 Savings position at Q3 2025/2026 Red Saving not taken and won’t be achieved this year- if slipped into future years details given Amber Saving not taken and uncertain if it will be achieved in full this year Green Saving taken, or will be taken, in full Description Amount Posted Balance Status* Reason for balance Approved when 2025/2026 budget set £000s £000s £000s Waste Management- Dallachy -630 0 -630 Capping undertaken during Q1/Q2/Q3. Review of budgets to follow in Q4 to establish saving figure to be posted. Waste Management – Reduce HWRC (Household Waste -50 -22 -28 Original template suggested a number of sites would close Page 109
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Recycling Centre) opening hours (close 1 weekday) but this proposal was reduced. Full saving will not be met. Waste Management- Close Dallachy HWRC -10 -10 0 N/A Waste Management- Dallachy Closure -30 0 -30 To be reviewed along with £630k above in Q4 Open Spaces – full cost recovery from HRA (housing revenue account) of inspection of play areas -28 -18 -10 £18k taken in Q2. £10k currently being retained. 5.8 Roads Maintenance and Fleet Services The table below shows Roads and Fleet Revenue Budget information for Q3 2025/2026. Service Area Annual Budget Q3 Budget Q3 Actual + Committed Variance £000s £000s £000s £000s Roads Management 5,230 3,747 3,832 -85 Fleet Services 1,503 1,066 1,294 228 Total 6,733 4,813 5,126 -144 Underspend 5.9 The projected £85K overspend at Q3 within the roads management budget relates to works that have been identified for repair and show as committed against the budget. Not all of these works will be completed to date and some will be work in progress. This will be closely monitored through to year end Q4 to ensure no overspend occurs. 5.10 There is currently a reported £228K over recovery within fleet services. This relates to timing of internal fleet charges against service budgets. The recharges are currently being reviewed to ensure over recovery is accounted for. 5.11 Savings position at Q3 2025/2026 Red Saving not taken and won’t be achieved this year- if slipped into future years details given Amber Saving not taken and uncertain if it will be achieved in full this year Green Saving taken, or will be taken, in full Description Amount Posted Balance Status* Reason for balance Page 110
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Approved when 2025/2026 budget set £000s £000s £000s Roads Management – Roads Maintenance hire out of machinery -50 0 -50 New machine was late arriving due to supply chain issues. Initial Interest from other LA’s has not materialised to date. Fleet – Lease Specialist Vehicles -76 0 -76 It is unlikely that this will achieve savings this financial year but a full review is in progress. Roads Management – Gully Cleaning -50 0 -20 £30k of the saving will be achieved 25/26. The remaining £20k will be taken 26/27. Roads Management – Street Lighting -50 -42 -8 Small variance, however £42k saving achieved to date. Fleet – Restructure DAR 0 -24 24 N/A 5.12 Design Consultancy The table below shows Design Consultancy Revenue Budget information for Q3 2025/2026. Annual Budget Q3 Budget Q3 Actual + Committed Variance £000s £000s £000s £000s 1,034 755 807 52 5.13 The revenue budget for Engineering Design shows a £52k overspend, this principally relates to the rate of recharging staff time to capital and early spend on infrastructure maintenance. At this stage the team is forecasting an overspend of approximately 7% at year end, which is due to staff vacancies and maternity leave reducing the staff time that can be recharged to capital works and works for other sections within the council. 5.14 Harbours and Transportation The table below shows Transportation and Harbours Revenue Budget information for Q3 2025/2026. Service Area Annual Budget Q3 Budget Q3 Actual + Committed Variance £000s £000s £000s £000s Harbours and Traffic and Transportation Management 6,577 4,771 4,825 -54 Overspend Page 111
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5.15 There is an overall overspend of £54K at the end of Q3. The spend profile for the remaining quarter will be monitored with a view to balancing this at year end, noting income in some areas such as Car Parks is not meeting expectations. More spend than anticipated was required for energy costs, recovery transport and equipment costs as a result of driver recruitment. 5.16 Growth, Planning and Climate The table below shows Growth, Planning and Climate Revenue Budget information for Q3 2025/2026. Service Area Annual Budget Q3 Budget Q3 Actual + Committed Variance £000s £000s £000s £000s Economy and Enterprise 923 1,650 1,478 172 Strategic Planning and Development 122 13 18 -5 Moray Growth Deal 151 219 219 0 Total 1,163 1,043 1,040 167 5.17 The Q3 variance in Growth, Planning and Climate consists of 25-26 allocation received by Economy & Enterprise for the Coastal Communities Fund. The award will be allocated to an ear-marked reserve for use in future years. 5.18 The £163k of savings for Growth, Planning and Climate were set out in previous quarters and 100% achieved. No further savings were taken in Q3. CAPITAL BUDGETS 5.19 Environmental Services Project Capital Budget 2025/26 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Waste Mgt Dallachy Landfill site final capping 1,368 1,025 380 65 315 Upgrade Recycling Centres (building) 40 12 0 0 0 Upgrade Recycling 25 25 0 0 0 Page 112
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Centres (equipment) Domestic and Trade Waste Bins 63 -17 52 6 46 NESS Energy from Waste 150 29 24 0 24 Open Spaces Cemetery Provision in Elgin 3,439 1,838 2,375 1,315 1,060 Cemetery Provision in Moray 30 6 0 0 0 Parks and Open Spaces Infrastructur e 25 14 0 14 -14 Children’s Play Areas (Scottish Government funded) 659 245 225 39 186 Facilities Facilities Management Equipment 9 6 2 3 -1 TOTAL 5,808 3,183 3,058 2,771 1616 5.20 The final capping works at Dallachy were concluded in Q2. However, whilst the actual works may be completed, there are still outstanding payments to the contractor which need to be finalised and paid. The overall works will be within the full year budget. 5.21 The upgrade of the recycling centre primarily relates to upgrading the access and vehicle parking at Moycroft. The land has now been purchased, and the waste service is in correspondence with Transportation on the design works for the access. It is currently estimated that construction works will take place in quarter 4 of 2025/26. 5.22 New skips have been purchased for the HWRC sites using the available budget. The remaining budget for purchasing domestic and trade bins will be spent in the remaining quarter 4 of 2025/26. 5.23 The construction work for Elgin Cemetery is on track for completion by February 2026. The delay in part has been due to adverse weather conditions. Construction of the burial areas have been completed, with infrastructure such as the road still requiring completion. This will allow for a 12 month period for settlement before the cemetery is required for burials Page 113
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(currently projected to be circa quarter 4 of 2026/2027). The underspend in quarter 3 is a combination of delays in billing and value engineering exercises. 5.24 As previously reported to this Committee on 29 April 2025, due to the incorrect application of capping at the beginning of the financial year, there was no budget allocation for the cemetery provision in Moray or parks and open spaces infrastructure. This was addressed by Finance in quarter 3 (December 2025), and there will be a reinstatement of the budget for Q4. The budget will then be used to address the small amount of spend currently showing in the cemeteries and parks and open spaces budgets. 5.25 The upgrade of the play areas is on track in accordance with the planned scheduled. Further spend will be incurred in quarter 4. Whilst orders will be committed in 2025/26, installation timelines will mean that completion of the main play areas scheduled for an upgrade in 2025/26 will be completed in 2026/27. 5.26 The budget for Facilities is used to replace equipment needed for service delivery, such as replacement hoovers, scrubbers. It is anticipated that the full budget will be spent by the end of quarter 4. 5.27 Roads Maintenance and Fleet Services Capital Project Capital Budget 2025/ 2026 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Roads Improvements Carriageway resurfacing/ reconstruction / surface dressing 2,465 2,357 195 366 -171 Drainage and other works 270 169 33 124 -91 Footways 50 36 0 7 -7 Street Lighting Street Lighting 522 453 0 112 -112 Fleet Vehicle Replacement Programme 2,362 1,505 487 266 221 MOT Spend to Save 49 49 0 0 0 TOTAL 5,718 4,569 715 875 -160 Overspend Page 114
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5.28 There is a £171k overspend variance against the carriageway resurfacing/reconstruction and surface dressing budget. This variance is attributed to accelerating the programme delivery and completing works in better weather. Programmes of work for the total budget of £2,465m have been developed and communicated and it can be reported with confidence that this budget will be fully spent at end of Q4. 5.29 Within the drainage and other works budget, there is a variance of £91K. The total expenditure to date is £169K against a budget allocation of £270K. It is projected that total budget will be spent at end of Q4. 5.30 The footway budget is reporting a £7K overspend at Q3. One of the identified schemes has been completed earlier, in conjunction with a carriageway scheme. It is projected the £50k budget will be spent at the end of Q4. 5.31 The street lighting column replacement budget is reporting an overspend variance of £112k. The programme has been accelerated to make use of the summer weather. Resources will be diverted onto revenue maintenance repairs and annual testing programme during the winter months. It is not predicted to overspend at year end. 5.32 The vehicle replacement programme is reporting an underspend at Q3 of £221K. this is attributed to delays in vehicles that have been ordered but not arrived from suppliers due to build delays. The MOT spend to save works have been completed to budget. 5.33 Design Consultancy Capital (including Harbours Infrastructure) Project Capital Budget 2025/26 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Bridges A941/340 New Bishopmill Bridge 420 203 411 193 218 B9015/30 Sourden 0 0 0 0 0 U57H/11 South Arndilly 0 0 0 0 0 Removal of Footbridges 0 0 0 0 0 Blackhills Culvert 335 365 0 1 -1 Sanquhar Loch Footbridge 0 0 0 0 0 Road Improvements B9016 Landslip Repair 65 4 62 1 61 C1H Landslip 345 95 250 86 164 Glenlivet 70 20 52 2 50 Page 115
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15 Main St Buckie retaining wall 30 17 13 0 13 Buckie North Street Wall 150 88 113 51 62 Landslip Feasibility Studies 23 15 0 5 -5 A939 Landslip Creag Chalcaidh Quarry 175 137 0 0 0 Flood Risk and Coastal Mgt Coastal Adaption Plan 20 0 19 0 19 Coastal Adaption Plan – Real Time Monitoring 102 81 45 23 22 Anti Tank Assessment 36 1 18 1 17 Project Capital Budget 2025/26 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Lossiemouth Christmas Trees- Phase 2 19 4 4 3 1 Development of Simple Assessment Guide 23 14 12 3 9 Cullen Seawall assessment 75 97 75 0 75 Millbuies drawdown 75 0 57 0 57 Findhorn Coastal Erosion 10 10 0 0 0 Harbours Navigation Light Buckie Harbour 125 109 0 0 0 West Pier Buckie Harbour 0 0 0 0 0 Buckie Weighbridge 22 21 1 0 1 Pier 1 joints 124 17 93 1 92 Page 116
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Harbour Capital life expired 357 315 166 208 -42 Pontoons 33 17 22 5 17 Portknockie Middle Pier Design 35 17 22 5 17 Cullen Viaduct repairs 2 2 0 0 0 Cullen West Pier 49 0 0 0 0 TOTAL 2,720 1,649 1,406 717 689 5.34 There is an overspend of £2,000 for the bridges capital projects. The timing of other projects is being adjusted along with managing underspends from other schemes in order to deliver a balanced outcome at year end. 5.35 Transportation Capital - The table below shows Transportation Capital Budget information for 2025 /2026. Project Capital Budget 2025/ 2026 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Car Parks Multi-storey car parks 530 456 117 43 74 Car Parks 7 0 0 0 0 Car Park Capital Improvements 22 16 0 16 -16 Traffic Road Safety Provision 70 13 50 3 47 Disability Adaptions 40 38 8 20 -12 New Road Signs and Markings 45 21 22 3 19 Traffic data Collection Equipment 20 27 15 23 -8 Traffic Signal Replacement 72 15 45 1 44 Active Travel Active Travel 500 111 237 3 234 TOTAL 1,299 697 494 112 382 Page 117
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5.36 The variance against Car Parks Improvements is due to spend occurring earlier in Q3 as opposed to in Q4. For Road Safety Provision the opposite is true, with a reprofiling of spend from Q3 to Q4. For Disability Adaptions, more works took place in Q3 with less now planned in Q4. For Signs and Markings, works took place in Q3 as planned and are complete. This is an invoicing issue which will be reconciled for Q4. For Data Collection Equipment, there was a £7K overspend in Q3 and no remaining budget in Q4. Officers will utilise underspend in Traffic Signals Replacement to mitigate this. For Active Travel, agreement has been reached with Transport Scotland to carry forward element of this grant funding. This is for Rothes Way, with match funding for Levelling Up Fund (LUF). In all cases, it is projected that total budget lines will be spent at end of Q4. Growth, Planning and Climate Capital Budget 5.37 Economy and Enterprise Capital – The table below shows Economy and Enterprise Capital Budget information for 2025/2026 Project Capital Budget 2025/ 2026 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance Funded Spend £000s £000s £000s £000s £000s Town Centre Initiative Fund (match funding FCHS) Forres Conservation & Heritage Scheme 304 0 0 0 0 PBIF Place Based Investment (match funding for FCHS) 202 0 0 0 0 TOTAL 506 0 0 0 0 5.38 Forres Conservation and Heritage Scheme (FCHS) is a 5-year delivery programme and no spend is forecast in 2025/2026. Capital spend will commence on delivery of projects. Page 118
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5.39 Moray Growth Deal – The table below shows Moray Growth Deal Capital Budget information for Q3 2025/2026. Project Capital Budget 2025/ 2026 Actual Expenditure Q3 Forecast Q3 Actual Q3 Variance £000s £000s £000s £000s £000s Moray Growth Deal 10,855 3,630 2,112 1,126 986 5.40 Underspend variance predominantly due to two main issues: - Cultural Quarter: Budget allocation was set when the construction procurement tender was live for Elgin Town Hall. The tender process elongated due to the use of the NEC contract x22 clause and the contractors cash flow plan was not available until Q4. - South Street: Legal activity between partners has taken longer than anticipated, delaying the start date for construction activity and the ability to draw down funding. All parties working to sign contracts early February with construction starting in March. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change, Biodiversity and Sustainability X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and 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. Page 119
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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 There are no policy or legal implications arising directly from this report. 6.4 Financial The financial implications are highlighted within the report. 6.5 Risk Budget managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from Committee in line with the Financial Regulations. 6.6 Staffing There are no staffing implications arising from this report. 6.7 Best Value and Transformation There are no Best Value and Transformation implications arising from this report. 6.8 Property There are no Property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no Communications/ Technology/Digital arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities implications arising from this report because the report informs the Committee on budget monitoring. Any identified savings proposals referenced in the repot will be subject to an individual integrated impact assessment (IIA) to identify any specific impacts where relevant. 6.11 Climate Change and Biodiversity Impacts There are no climate change or Biodiversity impacts arising from this report. Achieving net zero will have significant implications for future planned capital expenditure. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Head of Growth, Planning and Climate (Chief Planning Officer), Chief Financial Officer, Service Manager Legal Services, Equalities Officer, Service Manager Democratic Services, Service Manager, People Management, Operations and Environment Management Team and Budget Managers. Any comments have been taken into consideration. 8. BACKGROUND PAPERS Page 120
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8.1 None. Page 121
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Authors: Dr. Rod Lovie Tilia Maas Geesteranus Contact Email: Rod.lovie@moray.gov.uk Subject: Routemap to Net Zero and Climate Change Update 2024-2025 1. PURPOSE ☒For Decision ☐ For Information 1.1 The purpose of this report is to ask the Council to consider and approve the 2024/25 Routemap to Net Zero and Climate Change Update. This update provides insight into current performance, identifies key barriers to progress, and outlines next steps necessary to keep the Council on a viable pathway to net zero. 1.2 This report is submitted to Council in terms of Section III (F) (33) of the Council’s Scheme of Administration relating to providing, developing and monitoring the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 The Council’s Climate Change Strategy 2020-30 sets out how the Council will respond to its statutory duties to mitigate carbon emissions, improve community adaptation and resilience, and to embed sustainable principles at every level of its operations. An update on the progress of this strategy is provided annually by the Routemap to Net Zero and Climate Change Update. 2.2 A draft of the update with the latest set of carbon emission data from 2024/25 is included in Appendix 1. This report provides details on changes in the Council’s recorded carbon emissions, provides an overview of our current actions, and provides a look ahead via our current emissions pathway. A summary of this document is included in Appendix 2. Item 13. Page 123
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2.3 During financial year 2024/25, reductions in carbon emissions were achieved in several operational areas which include buildings and waste. The report highlights that emissions have reduced by 7.7% since last year. However, although these numbers look promising, some of the largest emission sources remain stagnant. The agreed policy position in the Climate Change Strategy is that external funding is required to progress climate change actions so officers are actively seeking funding opportunities. 2.4 During a busy year, energy consumption in Council buildings has decreased by 4%, additional solar panels, EV pool cars and EV charging points are saving the Council carbon and money. A final version of the update to the Council’s Climate Change Strategy is due to be presented to Council in May 2026. This will set carbon budgets rather than interim targets and align Council aspirations with Scottish Government net zero targets. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee: i) approves the annual Climate Change Plan and Routemap to Net Zero update, as detailed in Appendix 1 and 2; ii) welcomes the over 7% reduction in recorded emissions since 2023-24; and iii) notes that a final version of the Council’s Climate Change Strategy is planned to be presented to Council in May 2026, outlining a way forward with consideration to the issues raised in this report. Dr. Rod Lovie Principal Climate Change Officer Tilia Maas Geesteranus Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 Climate change is a significant and escalating threat to Moray’s natural environment, people and economic wellbeing. The impacts of climate change are already being felt. These will continue to worsen, posing major challenges for both current and future generations, ecosystems, infrastructure and key sectors including food and drink, agriculture and tourism. 4.2 The Climate Change (Scotland) Act 2009 requires the Council to respond to these challenges by reducing greenhouse gas emissions, adapting to the changing climate, and to act in a way considered most sustainable. The Council must report on compliance with these duties annually. 4.3 On 27 June 2019, the Council declared that climate change is an ecological emergency and that it needs to take action to reduce carbon emissions (para 6 of the Minute refers). Page 124
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Furthermore, on 2 February 2023 (para 9 of the Minute refers), the Council declared a nature emergency which recognised the value and role of nature in achieving climate targets, maintaining a strong economy and protecting the health and wellbeing of future generations. 4.4 The Council approved its Climate Change Strategy on 10 March 2021 (para 13 of the Minute refers). An update on the progress of this strategy is provided annually by the Routemap to Net Zero and Climate Change Update. This report provides an update for the 2024/25 financial year. 4.5 On 24 September 2025 (para 12 of the Minute refers) Council approved the draft update of the Climate Change Strategy (CCS) and agreed that the draft strategy be subject to public consultation for a period of 12 weeks. The Climate Change Strategy sets out how the Council will respond to its statutory duties to mitigate carbon emissions, improve community adaptation and resilience, and to embed sustainable principles at every level of its operations. It was also restated that implementation of the strategy shall be undertaken within the limits of existing Revenue and Capital resources, with no additional Council funding allocated beyond approved budgets, and that officers should continue to pursue opportunities for external funding. 5. OVERVIEW AND NEXT STEPS 5.1 The Routemap to Net Zero and Climate Change Update 2024-2025 is included as Appendix 1, and a summary is included as Appendix 2. Key findings include: • Operational emission reductions in several areas; • Continued slow rates of emissions reduction from buildings and fleet, the Council’s two highest emitting sectors; and for commuting. The latter is beyond the direct control of the council and difficult to change. • Continuing engagement with external funding and strategy alignment, notably via the Scottish Government’s North East Just Transition Fund. 5.2 Since reporting year 2023/24, there has been an 7.7% decrease in the Council’s emissions. These are largely the result of a reduction in fuel oil / kerosene use and gas for heating, and a change in the treatment of municipal waste which now goes to the NESS Energy from Waste facility in Aberdeen. Compared to the last reporting year there has been an increase in diesel usage of 6.5%. This could be from a number of factors including new housing develpments being serviced, additional mileage from Bus Revolution, extreme weather conditions, and decisions not to replace fleet vehicles at an optimal replacement age has led to an ageing fleet with less fuel-efficient vehicles 5.3 Energy consumption from the Council’s buildings for 2024/25 was 37,461,982 kWh, which is just over a 4% decrease compared to the previous year. The reduction in the burning of fuel oil / kerosene for heat has seen emissions fall by 206 tCO2e between reporting year 2023/24 and reporting year 2024/25. This is primarily due to less down time of biomass boilers as kerosene is used as a backup heat source. The subsequent increase in woodchip and wood pellets has led to an increase of around 1.4 tCO2e giving a substantial overall saving in emission. Page 125
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5.4 Solar PV projects on the rooftops of Ashgrove Depot, Council HQ, HQ Annexe and Elgin Library are now complete and have saved almost £12,000 in electricity costs in their first year. The Council’s solar PV projects generated 53,616 kWh of renewable electricity in 2024/25. This represents an increase of 4% in renewable energy generated compared to 2023/24. 5.5 In 2025, 9 EV charging points were installed in Rose Cottage car park and 6 diesel pool cars were replaced with 6 electric vehicles. This resulted in CO₂ emissions reduced by approximately 11.5 tons annually; fuel savings of £5,000 per year; maintenance costs reduced by 75%; while vehicles met all performance requirements. The replacement was based on a feasibility study around the demand for more EVs, availability of power at the location, and a spend to save approach - where the lifetime costs are less than similar sized diesel vehicles. 5.6 The national shift from annual emissions targets to legally binding multi-year carbon budgets represents a significant change in national policy framework. These carbon budgets provide a more stable and realistic basis for planning, replacing year-on-year targets that were vulnerable to short-term fluctuations. The Council can contribute to these targeted reductions by adopting its own carbon budgets in the updated Climate Change Strategy. The Council’s current actions align with the first carbon budget period, however, steeper reductions will be required in subsequent periods to remain within future budgets and achieve net zero by 2045. 5.7 Looking ahead, there are significant opportunities which could allow the Council to make such progress. Officers are engaged in work to develop projects for inclusion in a bid to the Scottish Government’s £500m North East Just Transition Fund, as well as future Salix funding opportunities. Realising such opportunities will require cross-service collaboration, capacity building and sustained support to unlock further funding. 5.8 The Scottish Government’s Just Transition Fund, launched in 2021, is a £500m ten-year commitment to support projects in the North East which contribute towards a just transition away from carbon-intensive industries. The fund represents a significant economic opportunity for Moray with the potential for the creation of jobs, support for innovation and enterprise, and the development and maintenance of a skilled workforce. Work has been continuing both to develop a cohesive bid for Moray to the fund and lobby for a fare share of this fund to go to Moray. On 28 January 2026 (para 9 of the Minute refers) Council approved a Just Transition Fund Project Shortlist and agreed to progress the proposed shortlist of projects. 5.9 The Council has continued to increase knowledge around climate risk by producing an adaptation benchmarking report and a local climate impact profile (LCLIP). The Council has successfully leveraged grant funding for coastal adaptation works and new community resilience plans. In addition, the proposed Moray Nature Network was completed in early 2025, providing strategic direction to restore nature connectivity on a region wide scale. Connecting people to nature is at the heart of this work, through local volunteering opportunities. Invasive species management, wildflower areas, and habitat Page 126
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restoration contribute to both mitigation and adaptation outcomes, contributing to resilience against extreme weather events. Scotlands National Adaptation Plan (SNAP 3) was published in September 2024, informing the development of the Council’s approach to adaptation. Notably, SNAP 3’s first outcome is Nature Connects, reinforcing the Council’s current approach to closely align biodiversity with wider climate action. Funding from the Nature Restoration Fund will allow new works in council land to progress including biodiversity in school grounds, and biodiversity works in parks and wildflower areas to continue. 5.10 Appendix 2 summarises the Climate Change Plan and Routemap to Net Zero report. It highlights changes in carbon emissions, adaptation, sustainability, and provides case studies of council projects. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. Page 127
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☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council is required to act on a variety of statutory duties related to climate change. Climate Change (Scotland) Act 2009 places a duty on public bodies to act in the way best calculated to contribute to the delivery of Scotland’s climate change targets; in the way best calculated to help deliver any programme for climate change adaptation laid before the Scottish Parliament; in a way it considers most sustainable. Local Government in Scotland Act 2003 places Best Value duties on the Council which include contributing to the achievement of sustainable development through continuous improvement in performance. Nature Conservation (Scotland) Act 2004 places a duty on the Council to consider biodiversity in its decision-making processes and to promote the conservation of local habitats and species. Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 requires the Council to develop plans to improve energy efficiency and reduce carbon emissions in buildings across Moray. Heat Networks (Scotland) Act 2021 requires the Council to develop plans to improve energy efficiency and reduce carbon emissions in buildings across Moray. Planning (Scotland) Act 2019, through National Planning Framework 4 (NPF4), incorporates national climate change targets into the local planning system to promote sustainable development, and consider carbon, biodiversity and climate change impacts throughout the planning process. In addition, climate change is increasingly being embedded in all government policies ranging from infrastructure delivery to energy policy, and these are likely to influence the Council’s work moving forward. 6.4 Financial There are no financial implications arising from this report, however there are significant difficulties in funding the necessary work from existing resources. The Zero Emission Fleet Replacement Strategy details the Council’s plans to decarbonise the remainder of the fleet in line with the Scottish Government’s net zero targets. However, funding these plans is a challenge and a spend to save case is being worked on. Additional external funds are required if the Council is to deliver its plans for decarbonisation and adaptation across the organisation. Although there are significant challenges to fund decarbonisation actions, there are significant opportunities to lever in funding for these, as recognised in this report. However, in house resources are needed to support bids as Page 128
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many funding streams do not provide capacity funding or resource for project management. 6.5 Risk Climate change is a serious risk to the Council’s service provision. It poses significant risks to our health, our economy, our environment and endangers the wellbeing of current and future generations. There is a risk that the Council’s target of net zero by 2045 will not be met if plans to progress the actions within the Climate Change Strategy are not progressed at pace and if external funding is not secured to progress such plans. 6.6 Staffing Insufficient internal capacity and funding may delay key projects or opportunities to leverage funding. Groundwork to strengthen the Council’s position for advancing decarbonisation projects and external funding is principally led by officers in Strategic Planning and Development, with support from officers in Housing and Property and Transportation. These services are under significant workload pressures associated with Climate Change Duties, Local Development Plan, Moray Growth Deal, Levelling Up Fund, and Elgin Neighbourhood Board. Staffing resource is needed to prepare funding bids and for project management of many external funds. Therefore, internal resources have a close bearing on success in leveraging in external funding to enable ambitions to be realised. Additional resourcing was agreed by the Council on 26 February 2025 for a Grade 11 Senior Project Officer to be employed for a 2-year period to lead and oversee the delivery of a selection of projects within the Climate Change Strategy, ensuring the effective governance, management and allocation of budget. Initially the projects will include decarbonising council assets, as well as progressing spend-to-save and Just Transition Fund opportunities. 6.7 Best Value and Transformation Contributing to the achievement of sustainable development through continuous improvement in performance is a key component of the Council’s Best Value duties set out by the Local Government in Scotland Act 2003. Achieving sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. The Council has now published an initial Sustainable Development Statement in line with its Best Value duties. This will be updated as part of the Climate Change Strategy review process. 6.8 Property The development of decarbonisation projects will impact on corporate buildings, council landholdings and the learning estate. Page 129
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As agreed by the Council in the case of natural capital projects, any landholdings identified as potentially suitable for change will be assessed on a case-by-case basis in collaboration with key stakeholders. If any proposed improvements would lead to change of use of common good land, then this would be subject to a statutory public consultation under S104 of the Community Empowerment (Scotland) Act 2015 to ensure community support for the proposals. 6.9 Information Communications/Technology/Digital No implications arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact Climate change will impact on every service area of the Council. By considering climate change across services, it is possible to deliver positive equalities and socio-economic impacts. Climate action is integral in progressing the Council’s corporate priorities of tackling poverty and inequality, building a stronger greener economy, and building thriving, resilient, empowered communities. Climate change will lead to more extreme weather events in Moray which will have a disproportionate impact on those already in poverty or with the inability to adapt to this change. 6.11 Climate Change and Biodiversity Impacts This report focuses attention on the actions required to ensure that the Council meets its statutory obligations and targets. Reducing carbon emissions, restoring nature and being ready for climate impacts are necessary steps to act on the climate and nature emergency and show local leadership. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Environment and Operations, Chief Financial Officer, Chief Governance Officer, Head of Growth, Planning and Climate, Head of Operations and Environment, Head of Housing, Property and Communities, Head of Education, Service Manager Roads and Fleet, L Rowan, Committee Services Officer, Energy Officer, and the Equal Opportunities Officer and any comments made have been incorporated into the report 8. BACKGROUND PAPERS None Page 130
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Clim ate Change Plan and Routem ap to Net Zero 2026 update M oray Council Clim ate Change Strategy 2020-2030 Appendix 1 Page 131
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Contents Executive Sum m ary 1 W hy we are taking clim ate action action 2 How we approach clim ate action 3 Reducing Council Em issions 3.1 Building Heat and Electricity 3.2 Fleet 3.3 W aste 3.4 Operational Activities 3.5 Procurem ent and Investm ent 4 Adapting to Clim ate Change and Restoring Nature 4.1 Adaptation 4.2 Biodiversity, nature and carbon sequestration 5 Sustainable Developm ent and W ider Influence 5.1 External Influence 5.2 Sustainable Developm ent 6 W here are we going 6.1 Pathway to net zero and carbon budgets 6.2 Being ready for clim ate im pacts 6.3 Restoring Nature 6.4 Sustainable Developm ent 7 Conclusion 8 Glossary Climate Change Plan and Route Map to Net Zero 2026 update 1 3 8 14 15 19 22 25 28 29 29 32 35 35 40 41 41 43 44 45 46 47 Page 132
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From coastal erosion and flooding, to wildfires and power outages, severe weather events in M oray are becom ing ever m ore frequent and disruptive to people’s lives and Council services. Building on its clim ate em ergency and nature em ergency declarations, the Council is com m itted to achieving net zero em issions, taking action to adapt to clim ate im pacts and restoring biodiversity in line with Scottish Governm ent targets. In 2024/25, the Council’s recorded carbon em issions were 17,055 tonnes of carbon dioxide (tCO2e); a decrease of 1,414 tCO2e (7.7%) com pared to reporting year 2023/24. Significant progress has been m ade in building energy effi ciency, fleet decarbonisation, and waste m anagem ent, including: Buildings: Closure and consolidation of offi ces, sm arter working practices, LED lighting upgrades, and solar PV installations now generate over 53,000 kW h of renewable electricity annually. Fuel oil use has fallen by 57% since 2017/18, while biom ass system s and im proved heating controls have contributed to further reductions. Fleet: Over 67 electric vehicles are in operation, supported by staff e-bike availability, helping cut diesel use and lower operational costs. W aste: Transition to the NESS Energy from W aste facility has dram atically reduced landfill em issions, com bined with a high recycling rate. 1 Climate Change Plan and Route Map to Net Zero 2026 update Though these num bers look prom ising, som e of the largest em ission sources, such as building heat, fleet and staff com m uting, rem ain stagnant or are heavily dependent on external funding. The Council has continued to increase knowledge around clim ate risk by producing an adaptation benchm arking report and a local clim ate im pact profile (LCLIP). The Council has successfully leveraged grant funding for coastal adaptation works and new com m unity resilience plans. M oray’s clim ate preparedness will require nature-based solutions to protect people, infrastructure and nature. The proposed M oray Nature Network was com pleted in early 2025, providing strategic direction to restore nature connectivity on a region wide scale. Connecting people to nature is at the heart of this work, through local volunteering opportunities. Invasive species m anagem ent, wildflower prom otion, and habitat restoration contribute to both m itigation and adaptation outcom es, contributing to resilience against extrem e weather events. Clim ate action delivers m ultiple positive outcom es: Econom ic: Investm ent in low-carbon infrastructure and green skills creates local jobs, supports and develops new local supply chains, and reduces long-term operational costs across various sectors. Executive Sum m ary Page 133
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Social: M easures have potential to im prove public health, tackle fuel poverty, and enhance access to nature and active travel options. Environm ental: Reduced em issions, enhanced biodiversity, and sustainable land m anagem ent support long-term resilience and wellbeing. M oray Council is com m itted to achieving net zero by 2045, guided by the Scottish Governm ent’s newly introduced five-year carbon budgets. By continuing to im plem ent energy-effi cient solutions, expand renewable energy, restore nature, and engage com m unities, M oray is on the path towards a greener, healthier, and m ore resilient future. Strategic investm ent, collaboration and innovation will drive progress, ensuring that clim ate action strengthens the local econom y, protects and enhances its natural resources, and benefits all its residents. 2 Climate Change Plan and Route Map to Net Zero 2026 update Page 134
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3 Climate Change Plan and Route Map to Net Zero 2026 update 1.1 Introduction In June 2019, the Council form ally declared a clim ate em ergency, acknowledging the significant im pact clim ate change will have on the local econom y, public health and the environm ent. The Council also adopted a Clim ate Change Strategy setting out an am bitious plan to reduce our organisational em issions and explore how to adapt to our changing clim ate, while supporting and encouraging local com m unities and organisations to do likewise. At the tim e of writing, public feedback is being sought on an update of the Clim ate Change Strategy to address new challenges and opportunities. This Routem ap to Net Zero supports the Clim ate Change Strategy, looking back on our progress to date and our path towards com plying with our goals and duties in line with the Scottish Governm ent’s statutory net zero target of 2045. The Council declared a nature em ergency in February 2023. This recognises the value of nature and its role in achieving clim ate targets, m aintaining a strong econom y and protecting the health and wellbeing of future generations. The im portance of using nature-based solutions to clim ate change are well recognised, with positive outcom es for both m itigation and adaptation. 1.2 Im pacts of a changing clim ate The clim ate is changing faster than ever previously experienced. There is scientific consensus that the significant increase in global tem perature over the last 150 years is prim arily driven by hum an activities1 , especially the burning of fossil fuels, which release greenhouse gases (GHGs) into the atm osphere (Figure 1). These gases trap heat, causing global tem peratures to rise. To lower the risk of increased extrem e weather events and sea level rise, drastic reductions in em issions are required to lim it global warm ing to 1.5°C. 1. W hy we are taking clim ate action 1 IPCC (2021) ‘Hum an Influence on the Clim ate System ’ Figure 1. Global atm ospheric carbon dioxide (CO2) concentration from 803,720 BCE to present day. Data from National Oceanic and Atm ospheric Adm inistration (2023) Levels of carbon in the atm osphere over tim e Page 135
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On a local level, the im pacts of global tem perature increases are already being experienced. Events such as heatwaves, floods, droughts, wildfires continue to increase in frequency in M oray. 4 Climate Change Plan and Route Map to Net Zero 2026 update 2 Changing clim ate | Scotland's environm ent web Heatwaves: Scotland’s 10 warm est years on record have all occurred since 1997. The warm est year on record was 2025. Heatwaves not only drive hot daytim e tem peratures but also elevate nighttim e lows and can stress health system s, agriculture and ecosystem s. Flooding: In 2024, SEPA issued a historically high num ber of flood warnings; the second highest ever on record, which reflects widespread flood risk around the country. Dry periods often increase run-off during sudden heavy rain, worsening flash flooding. M oray’s coastal com m unities are particularly under threat from rising sea levels and worsening storm surges leading to property dam age and infrastructure disruption. Droughts: Scotland historically has abundant rainfall, but sum m er drought periods are becom ing m ore noticeable, linked with heatwaves and changing rainfall patterns. M odels project increased drought risk and prolonged dry spells over the com ing decades2 2025 saw early warnings for water scarcity as dry spells and hot weather increased wildfire risk dram atically. W ildfires: Scotland overall saw an exceptionally active wildfire year in 2025, with wildfire incidents and area burned far exceeding previous years. In late June and early July 2025, wildfires in and near M oray, especially on the Dava M oor, form ed part of what has been described as the largest wildfire event in Scotland’s history, which, com bined with nearby Highland fires, burnt an area estim ated at around 29,225 acres (≈11,827 hectares), which is the equivalent of roughly 10,500 football pitches. Page 136
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5 Climate Change Plan and Route Map to Net Zero 2026 update Clim ate change and biodiversity loss are interconnected. The degradation of ecosystem s is both a consequence of and a contributor to clim ate change. As biodiversity declines, our capacity to adapt to a changing clim ate is weakened. This poses risks to key sectors in M oray such as forestry, food and drink, tourism , as well as public health. The extent of future clim ate change will depend on how quickly and significantly we reduce greenhouse gas em issions. W hile rapid m itigation can lim it the severity of im pacts, som e degree of change is now inevitable due to past and ongoing global em issions. The Council m ust plan for a likely average global tem perature rise of 2°C, while also preparing for the possibility of increases up to 4°C by 21003 , given current global em ission trends and the long- lasting effects of historical em issions. If global targets continue to be m issed, the quality of life in M oray is likely to be fundam entally degraded by the end of the century. To avoid the m ost severe outcom es, there is an onus on all to pursue deep and im m ediate em issions reductions, alongside robust adaptation m easures to m anage the unavoidable im pacts. 3 Independent-Assessm ent-of-UK-Clim ate-Risk-Advice-to-Govt-for-CCRA3-CCC.pdf Dava wildfires © Scottish Fire and Rescue Service 2025 Page 137
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1.3 Statutory obligations The Council has statutory obligations to undertake clim ate action. To achieve net zero em issions by 2045 is a collective responsibility across local authorities. Scotland aim s to reduce greenhouse gas em issions to reach net zero by 2045. The Clim ate Change (Scotland) Act 2009 places a duty on all public bodies to act to deliver on the national carbon budgets. Under the current legislation, M oray Council has three m ain duties: M itigation: to contribute to reducing greenhouse gas em issions Adaptation: to help Council services and com m unities adapt to the effects of a changing clim ate Sustainability: to act in a sustainable m anner The Council is required to report on com pliance with these duties annually in accordance with the Clim ate Change (Duties of Public Bodies: Reporting Requirem ents) (Scotland) Order 2015 and subsequent am endm ents. The Scottish Parliam ent recently passed two pieces of clim ate legislation, the Clim ate Change (Em issions Reduction Targets) (Scotland) Act 2024 and the Clim ate Change (Scotland) Act 2009 (Scottish Carbon Budgets) Am endm ents Regulations 2025. These resulted in a new system of carbon budgets to replace interim targets, bringing Scotland into line with the rest of the UK. The following policies represent statutory requirem ents that m ust be com plied with and reported on by local authorities, and contain elem ents of clim ate change action: National Planning Fram ework 4 (NPF4) incorporates the national clim ate change targets into the local planning system to prom ote sustainable developm ent. The Heat Networks (Scotland) Act 2021. Heat networks, also known as district heating, distribute heat from a central source to m ultiple buildings, reducing the need for individual heating system s and prom oting energy effi ciency. The Council is required to undertake assessm ents of the potential for heat networks in M oray and develop plans to prom ote their use. The Local Heat and Energy Effi ciency Strategies (Scotland) Order 2022 (LHEES) requires the Council to develop plans to im prove energy effi ciency and reduce carbon em issions in buildings across M oray. The Nature Conservation (Scotland) Act 2004 places a duty on the council to consider biodiversity in its decision-m aking processes and to prom ote the conservation of local habitats and species. Scottish Biodiversity Strategy and Delivery Plan com m it to halting biodiversity loss by 2030 and to restoring and regenerating nature by 2045. The plan includes strong guidance as to how the Council is expected to m eet its Biodiversity Duty. 6 Climate Change Plan and Route Map to Net Zero 2026 update Page 138
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7 Climate Change Plan and Route Map to Net Zero 2026 update The Transport (Scotland) Act 2019 aim s to prom ote sustainable transport and reduce greenhouse gas em issions from the transport sector. It has provided the Council with greater powers to im plem ent Low Em ission Zones and im prove active travel infrastructure. Scottish National Adaptation Plan 3 (SNAP 3) sets out how Scotland will adapt to the risks identified in the UK Clim ate Change Risk Assessm ent. The plan includes actions that fall under the Council’s responsibility, and those it has a supportive role in addressing. The Civil Contingencies Act (2004) requires the Council to assess the risk of em ergencies occurring and m aintain plans to ensure that services continue to be delivered in the event of an em ergency. Severe weather and clim ate change are linked to em ergencies that m ay result in wide im pacts ranging from serious environm ental dam age to loss of life. The Flood Risk M anagem ent (Scotland) Act 2009 requires the Council to im plem ent and m aintain flood protection actions and prepare local flood risk m anagem ent plans. The Council is the lead authority for the Findhorn, Nairn and Speyside Local Plan District and works with partners to deliver the plan. 1.4 Co-benefits of clim ate action The Council, working with its partners, has a key leadership role in em bedding clim ate action and a just transition across all planning, policy, and investm ent decisions. As every council service influences clim ate outcom es, aligning the Council’s £294.2 m illion budget with clim ate objectives presents a significant opportunity to deliver environm ental, econom ic, social, and environm ental benefits. Econom ic benefits arise from reduced energy and operational costs, investm ent in low-carbon infrastructure, and the growth of M oray’s green econom y. Targeted investm ent in green skills and technologies can enable a Just Transition creating high-quality local jobs, support for local supply chains, and helping to retain young people, while reducing the long-term financial risks and costs associated with clim ate change. Social benefits include tackling fuel poverty, im proving public health and wellbeing, and reducing inequalities. M easures such as im proving housing quality, expanding access to greenspace, and delivering sustainable transport options can lower household energy bills, im prove health outcom es and productivity, and reduce pressures on health and social care services. Environm ental benefits include reducing greenhouse gas em issions, im proving energy effi ciency and therm al com fort, and enhancing natural environm ents through nature-based solutions. These actions strengthen M oray’s resilience to clim ate im pacts such as extrem e weather, flooding, and biodiversity loss, while supporting long-term environm ental sustainability. Delivering these benefits depends on collective action through a just transition. By involving com m unities in decision-m aking and supporting com m unity-led initiatives, clim ate action can strengthen local em powerm ent, build resilient com m unities, and ensure that the transition to a low-carbon future is fair and inclusive for all. Page 139
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The Council recognises that a considered approach is necessary for successful clim ate action. To ensure the greatest im pact from our resources, clim ate action m easures should be designed into all services and budgets rather than considered in isolation. Four key principles will underpin the approach that the Council will take to progressing clim ate change actions from 2025-35 (Figure 2): 8 Climate Change Plan and Route Map to Net Zero 2026 update The Council’s declaration of a clim ate and nature em ergency places urgency on the pace and scope of all actions. The Clim ate Change Strategy 2025-2035 sets out how the Council will respond to the clim ate and nature em ergencies within the existing financial settlem ent and achieve its statutory duties. This requires: Strong leadership: Clim ate action is supported by Elected M em bers and the Council’s corporate leadership team . They are visibly involved in clim ate action initiatives, they routinely engage in updates on the Council’s progress to net zero and Councillor van der Horn has been appointed as Clim ate Change Cham pion. Suffi cient resources: Securing external funding is essential to progress the am bition in the Strategy. However, em bedding actions within ongoing transform ation of services is also essential to ensure that the Council reduces costs and its im pacts on the clim ate and nature. Investm ent as spent-to-save ensures effi cient use of lim ited resources. Collective responsibility: Everyone at the Council has a responsibility to act sustainably in the interests of the Council and the environm ent. An em powering change culture: The Council fosters a culture that encourages and supports innovative ideas for reducing em issions and wider im pact on the environm ent. 2. How we approach clim ate action Figure 2. Principles behind the Clim ate Change Strategy Update 2025 Effi ciency: Our initial focus is on reducing energy consum ption, m aking effi cient use of existing resources, and undertaking achievable projects where return on investm ent is highest and m ost cost- effective. If planned correctly, m ultiple benefits can be achieved from single interventions. Preparedness: W e will strategically develop projects to advance the Council’s priorities, enhancing our ability to respond to external funding opportunities. Balance: Our investm ents will adopt a practical approach which considers ongoing revenue costs and the carbon-saving opportunity costs of projects. This will ensure that public funds are used for m axim um im pact. Collaboration: W e will engage with com m unities, the public sector, and industry to be responsive, encourage innovation and ensure that our actions prom ote a just transition for M oray. Services within the Council and com m unities should be partners in delivering clim ate change solutions. Page 140
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Clear and transparent com m unication: Com m unications around clim ate and nature should use non-jargon clim ate change language to ensure understanding and prom ote behaviour change. Robust targets, m easurem ent and evaluation: W henever possible, the Council’s targets are m easurable, and reporting m echanism s are clear and transparent. 2.1 How we define net zero Net zero m eans cutting greenhouse gas em issions to as close to zero as possible, with any rem aining em issions re- absorbed from the atm osphere; for exam ple, by oceans and forests. Em issions can be categorised in three Scopes (see also Figure 3): Scope 1: em issions originating from sources directly within the Council’s control, e.g. fuel use in vehicles or buildings (heating), Scope 2: em issions originating from sources outside the Council’s direct sphere of influence, but where they are the direct user of a good or service, e.g. grid electricity use. Scope 3: em issions originating from sources where the Council can influence but has no direct control, e.g. procurem ent of food for school catering, or staff com m uting to work. 9 Climate Change Plan and Route Map to Net Zero 2026 update Figure 3. Em issions scope classification for M oray Council activities. The updated Clim ate Change Strategy 2025-2035 will include a series of carbon budgets in line with the Scottish Governm ent’s carbon budgets (this will be discussed further on in this docum ent). This will m ean a backstop date of 2045 for Council activities to be net zero. The Council has a statutory duty to report on all Scope 1 and 2 em issions, and all Scope 3 em issions from “relevant and significant areas of the organisation’s indirect em issions” greater than 1% of total organisational em issions. Page 141
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2.2 How we achieve carbon reductions The Council uses a carbon m anagem ent hierarchy approach to prioritise its necessary actions (Figure 4). This approach prioritises the avoidance of carbon em issions to deliver lasting change. W here avoidance of em issions is not possible then they should be reduced through service effi ciencies or redesign. Rem oval of em issions is required where further reductions cannot be achieved. 10 Climate Change Plan and Route Map to Net Zero 2026 update Figure 4. M oray Council carbon m anagem ent hierarchy For exam ple, actions m ight look like: AVOID: Redesign services to enable hom e working and avoid com m uting REDUCE: Reduce energy use in buildings through sm art tim ing solutions REPLACE: Decarbonisation of Council fleet by replacing diesel vehicles with electric alternatives or the use of staff e-bikes OFFSET: Plant an area of woodland on Council land to offset unavoidable em issions Page 142
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11 Climate Change Plan and Route Map to Net Zero 2026 update Offsetting ‘unavoidable’ em issions through offsetting schem es should be considered as a last resort in target setting. Carbon offsetting is the process of com pensating for carbon em issions by initiating projects that reduce or rem ove greenhouse gases elsewhere. This m ight include planting trees, supporting renewable energy, restoring peatlands, or investing in energy-effi cient com m unity initiatives. Offsetting significant levels of carbon by the Council is discouraged as large-scale offsets are not sustainable and Scottish national guidance m akes clear that public bodies are required to avoid, reduce and replace em issions as m uch as possible before considering offsets. 2.3 Baselining our em issions Calculating a baseline of em issions helps to determ ine the level of intervention needed to achieve net zero carbon em issions, and to allow progress to be m onitored. The Council’s carbon em issions from 2017/18 are used as a baseline for em issions (Table 1). This year was chosen as it was the earliest year that had a com prehensive return of em issions to the Scottish Governm ent. Staff com m uting em issions have only been recorded since the 2022/23 period, and ‘refuse to com bustion’ has been added since 2024/25 following opening of the NESS Energy from W aste facility in Aberdeen. However, to ensure consistency with the current scope of reporting, estim ated historical em issions in these categories have been added using known em ission factors. Page 143
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12 Climate Change Plan and Route Map to Net Zero 2026 update Building heat Scope 1 and 2 Building electricity Scope 2 Fleet Scope 1 and 2 Area Description Em ission Source 4,077.9 1,034.1 34.7 15.4 1,122.0 1,177.3 1,685.5 523.8 358.5 145.7 249.6 346.2 611.0 3,591.5 27.5 776.6 0.0 0.0 68.2 Natural gas Fuel oil / Kerosene Biom ass Purchased heat and steam Prim ary schools and nurseries Secondary schools Unm etered electricity Offi ces Com m unity facilities Residential hom es and day centres Sports facilities Industrial Other Diesel Petrol Gas oil Electric vehicles Hybrid vehicles M arine fuel oil Em issions from heating of council buildings, such as offi ces, schools, m edical centres. Em issions from electricity use in council buildings. Em issions from the operation of the Council’s fleet vehicles and vessels. Baseline Carbon em issions (tCO 2e) Page 144
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13 Climate Change Plan and Route Map to Net Zero 2026 update W aste Scope 3 Operational activities Scope 3 Area Description Em ission Source Total: 31,479.40.0 9,130.3 2,048.7 387.2 72.1 3,475.0 0.0 125.8 394.8 Landfill gas M unicipal refuse to landfill Com m ercial, industrial and clinical waste to landfill Recycling and com posting Outdoor spaces Com m uting em issions Hom eworking em issions W ater supply and treatm ent Corporate travel Em issions from dealing with m unicipal and industrial-level waste. Em issions generated by the council through its day-to-day work, including corporate travel. Som e are em issions that the council can influence rather than control Baseline Carbon em issions (tCO2e) Table 1 - M oray Council 2017/18 baseline carbon em issions Page 145
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Progress in 2024-2025 Since reporting year 2023/24, there has been an 7.7% decrease in the Council’s em issions. These are largely the result of a reduction in fuel oil / kerosene use and gas for heating, and a change in the treatm ent of m unicipal waste which now goes to the NESS Energy from W aste facility in Aberdeen. Com pared to the last reporting year there has been an increase in diesel usage of 7%. The Council’s em issions during reporting year 2024/25 by area is shown in Figure 5. The m ain sources of em issions during reporting year 2024-2025 were: Scope 1: natural gas to heat the council’s buildings - 23% Scope 1: diesel for its fleet vehicles - 21% Scope 3: com m ercial, industrial and clinical waste to landfill - 15% Scope 3: staff com m uting to work - 13% 14 Climate Change Plan and Route Map to Net Zero 2026 update 3. Reducing Council Em issions Figure 5. M oray Council em issions by sector during reporting year 2024-2025 Page 146
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3.1.1 Overview The Council owns and operates a diverse portfolio of buildings including offi ces, schools, libraries, sports centres, and depots. These vary widely in age, size, energy effi ciency, and condition. M ost of these buildings are heated using natural gas or fuel oil / kerosene. Biom ass system s have been installed at Speyside and M ilne’s high schools. There is a sm all but increasing num ber of buildings fitted with solar PV panels. Closure and relocation of three offi ces has been com pleted since M arch 2025.This has reduced the overall building estate footprint and associated carbon em issions. Im proved use of HQ, the HQ Annexe and Rose Cottage has enhanced effi ciency and supports sm arter working practices. The Council building portfolio rem ains slow to transition to decarbonised heating. Despite progress in carbon reduction, solar PV installations, surplus property sales, and building retrofits, due to restricted budgets. 15 Climate Change Plan and Route Map to Net Zero 2026 update 3.1.2 Current Em issions Energy consum ption from the Council’s buildings for 2024/25 was 37,461,982 kW h, which is just over a 4% decrease com pared to the previous year. Figure 6 gives an overview of recent year’s energy usage changes: Figure 6. Carbon em issions from M oray Council’s energy usage from reporting year 2027/18 to present. 3.1 Building heat and electricity Page 147
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Em issions from the Council’s buildings are split into two categories: building heat and building electricity. Building heat: The Council’s current largest em ission source is the provision of heat to our buildings, contributing to 26% of total em issions. Building heat is generated by the usage of natural gas, fuel oil / kerosene and biom ass. W hile fuel oil / kerosene em issions have fallen by 57% since the 2017/18 baseline, the Council rem ains dependent on natural gas boilers for m ost building heat. Em issions from natural gas have reduced by 3%. The reduction in the burning of fuel oil / kerosene for heat has seen em issions fall by 206 tCO2e in between reporting year 2023/24 and reporting year 2024/25. This is prim arily due to less down tim e of biom ass boilers as kerosene is used as a backup heat source. The subsequent increase in woodchip and wood pellets has led to an increase of around 1.4 tCO2e giving a substantial overall saving in em issions Heating consum ption decreased by 4.6% com pared to the previous year. This can largely be attributed to warm er weather conditions, the introduction of im proved heating controls in som e schools, im proved m onitoring and m anagem ent of heating system s, and the vacating of several offi ce buildings. 16 Climate Change Plan and Route Map to Net Zero 2026 update Two successful applications have been m ade to receive external funding: 1.A grant of £593,880 was awarded from Scotland’s Public Sector Decarbonisation Fund via Salix towards building fabric im provem ents and changing to a zero direct em issions heating system in Cullen Prim ary School. W orks have progressed on site with m ost fabric m easures com plete. 2.A feasibility study into the creation of a heat network in the centre of Elgin has been produced following grant funding from the Scottish Governm ent’s Heat Network Support Fund. Offi cers have now requested an addendum to this study. W hen this has been received and findings presented, further reports will be presented to Council with the findings and potential next steps required to progress the project. Page 148
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17 Climate Change Plan and Route Map to Net Zero 2026 update Building electricity: Em issions from electricity use have fallen by 60% since 2017/18, though a sm all increase of 1.5% has been recorded since the previous reporting year. This increase can largely be attributed to the new electricity shore supply at Buckie Harbour, which services vessels when in harbour and reduces ship exhaust em issions. However, the overall reduction is the result of the decarbonisation of the national grid, along with energy effi ciency im provem ents such as LED lighting replacem ent and the installation of solar panels. LED lighting can reduce electricity consum ption by between 40% to 60% com pared to older fluorescent bulbs. These last longer and have lower m aintenance costs. Replacem ents have taken place at Council HQ, HQ Annexe, Ashgrove Depot, and Buckie sports pitches. Solar PV projects on the rooftops of Ashgrove Depot (see Case Study 1), Council HQ, HQ Annexe and Elgin Library are now com plete. The Council’s solar PV projects generated 53,616 kW h of renewable electricity in 2024/25. This represents an increase of 4% in renewable energy generated com pared to 2023/24. Further energy and cost reductions could be achieved with the wider rollout of sim ilar spend-to-save projects, particularly through widespread adoption of solar PV panels. Procured in August 2024 and com m issioned between April and June 2025, solar photovoltaic (PV) panels have been installed on buildings at Ashgrove Depot. The project was funded internally under a “spend to save” approach. To date, the system has operated sm oothly, generated electricity supporting lighting, workshop and offi ce activities, EV charging, and other general electricity dem ands. Surplus electricity is exported to the grid. The system can be m onitored rem otely, enabling prom pt identification and resolution of any issues. The installation was led by Hub North Scotland Ltd (HNSL). Delivery by an external contractor enabled a faster project tim eline than would have been achievable through in-house delivery, reduced pressure on internal resources, and ensured the project benefited from specialist expertise and capability. Case study 1 Solar PV on council buildings Page 149
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18 Climate Change Plan and Route Map to Net Zero 2026 update Outcom es Reduced heat and electricity consum ption M ore energy produced by renewables Reduced building carbon output and increased energy effi ciency Actions include: Increase building user awareness of ways to reduce energy use and save utility costs Continue to install LEDs and energy saving devices Prom ote sm arter working Investigate feasibility of renewable energy potential across the Council’s property portfolio, and potential for connection to a heat network Install renewable energy technologies on Council-owned buildings and land Progress a ‘fabric first’ approach to building retrofit Identify opportunities for 'Heating and Power' refurbishm ent to be im plem ented in the next 10 years. Replacem ent of carbon-based heating system s when feasible Achieve Energy Effi ciency Standard for Social Housing (EESSH) for all council housing Som e figures: Perform ance Annual PV Generation: 44,916 kW h Self-Consum ption: 98.4% (44,219 kW h used on-site) Grid Export: 697 kW h Financial Investm ent: £56,432 Payback Period: 4.3 years Internal rate of return (IRR): 25.86% First-Year Savings: £11,932 Lifetim e Savings (25 yrs): approx. £514,467 Carbon Im pact: Annual Avoided Em issions: 10.5 tCO 2e/year 25-Year Avoided Em issions: 262.5 tCO 2e Page 150
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3.2 Fleet 3.2.1 Overview The Council’s fleet is used by em ployees to conduct council business and deliver services for M oray’s residents. It com prises over 500 cars, vans, buses, trucks, specialist vehicles and vessels, m ost of whom drive on fuel through internal com bustion engines (ICE). At present, the council’s existing fleet contains a total of 67 electric vehicles (EV) with a further 6 on order. This currently represents 13.4% of the fleet rising to 14.6% by the end of reporting year 2024/25. M ost of the fleet vehicles run on diesel fuel. M arine fuel oil is currently used in council vessels. Petrol is m ostly used for open spaces m achinery. However, strim m ers, lawnm owers etc are being exchanged for rechargeable battery m achines. The Zero Em ission Fleet Replacem ent Strategy (ZEFRS, April 2024) details the Council’s plans to decarbonise the rem ainder of the fleet in line with the Scottish Governm ent’s net zero targets. However, funding these plans is a challenge as the Council have cut its budget to achieve £7.5m of savings. This cut will need to be carefully assessed, and a decision m ade on future priorities. The ZEFRS is being revised to take account of the changes in capital budget and a spend to save case is currently being produced to look at the interplay between revenue m aintenance of the Council’s fleet and capital costs to replace vehicles. 19 Climate Change Plan and Route Map to Net Zero 2026 update 3.2.2 Current em issions The use of diesel of Council vehicles m akes up 97% of the Council’s Fleet em issions. Following a tem porary reduction due to the COVID-19 working restrictions, em issions have returned to near pre-pandem ic levels. Com pared to reporting year 2023/24, em issions derived from diesel usage, have gone up by 7%. Gas oil use in transportation has reduced to zero since reporting year 2023/24, as it is no longer perm itted as road fuel. EV charging consum ption increased from 544,371 kW h in 2023/24 to 606,912 kW h in 2024/25, which is an increase of 11.5%. Page 151
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20 Climate Change Plan and Route Map to Net Zero 2026 update In 2025, 9 EV charging points were installed in Rose Cottage car park to be used for pool cars. 6 diesel pool cars which each travel around 80,000 m iles on average were replaced with 6 electric vehicles. They were chosen for their 8-year warranty, low cost, long range, and good internal size. These changes resulted in: Environm ental Im pact: CO 2 em issions reduced by approxim ately 11.5 tons annually Financial Im pact: fuel savings; £5,000 per year; m aintenance costs reduced by 75% Operational Im pact: vehicles m et all perform ance requirem ents Figure 7. M oray Council’s Transport related em issions over tim e Case study 2 Page 152
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21 Climate Change Plan and Route Map to Net Zero 2024 update Outcom es Decarbonising council fleet Actions and opportunities to reduce com m uting em issions Facilitating em issions reduction from travel Actions include: Displace fossil fuel powered vehicles and plant with ULEV alternatives (as budgets allow) Trial HVO fuel in diesel fleet vehicles M onitor progress on hydrogen suitability for fleet vehicles Develop Ashgrove depot as a green hub Prom ote active travel for M oray Council em ployees M onitor uptake of ultra-low em ission vehicle (ULEV) salary sacrifice schem e for em ployees Com plete delivery of Pathfinder Project to provide m ore public EV charging facilities in M oray (delivered by EZO, see Electric Vehicle Charging - M oray Council) Parking m anagem ent around schools and supporting m odal shift from vehicles to active travel 3.2.3 Action areas The replacem ent was based on a feasibility study around the dem and for m ore EVs, availability of power at the location, and a ‘spend (capital) to save (revenue)’ approach - where the lifetim e costs are less than sim ilar sized diesel vehicles. The m ain challenge has been around load-balancing. This involves allowing the m axim um num ber of cars to be charged over a period of tim e without depriving HQ of power which it needs for offi ce functions & heating. That has been dealt with through using load balancing software and m axim um load hardware. Page 153
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3.3.1 Overview W aste is collected across M oray from households and com m ercial organisations. At the end of 2023, the Council diverted its m unicipal waste from landfill to the NESS Energy from W aste facility, shared with Aberdeen City Council and Aberdeenshire Council. The Dallachy landfill site has now been fully capped and reinstated. M oray Council are no longer actively landfilling any waste from its operations or as received from private sector operators, which is a m ilestone after decades of disposing of waste through landfill. Disposing of waste within landfill is the worst option for the environm ent and leads to significant carbon em issions. It should be the last resort for waste disposal (Figure 8). Prioritising the waste m anagem ent hierarchy is crucial for further reduction in waste em issions. This m eans encouraging and im plem enting initiatives which prom ote waste prevention, reuse and recycling wherever possible. Increasing recycling has the additional benefit of reducing the em issions required to extract and process further m aterials. In October 2025, SEPA released the offi cial Household W aste Recycling Perform ance results for all Local Authorities across Scotland. The results were based on perform ance within the 2024 calendar year. M oray was 2nd place for recycling perform ance from all 32 Local Authorities with 56.7% of all waste recycled. 1st place was Clackm annanshire with 57.2%. 22 Climate Change Plan and Route Map to Net Zero 2026 update Figure 8 - Scotland's waste m anagem ent hierarchy (Scottish Governm ent 2015) 3.3 W aste In addition, the Council secured £130k of funding through the Scottish Governm ents Recycling Im provem ent Fund, for new and im proved com m unal recycling bins for selected locations around M oray where contam ination was high through m isuse. These bins have been rolled out, and the reduced levels of contam ination m ean that the council captures slightly higher volum es of good quality m aterial, im proving recycling and reducing the volum e of m aterial rejected and ultim ately being sent away for incineration. M oray Council’s partner, M oray Clim ate Action Network (M orayCAN), released an insightful video on the journey of waste in M oray: M oray Clim ate Action Network. Prevent If you can’t prevent, then... Prepare for reuse If you can’t prepare for reuse, then... Recycle If you can’t recycle, then... Recover other value If you can’t recover value, then... Dispose Landfill if no alternative available. Page 154
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3.3.2 Current em issions Significant investm ent in the joint NESS Energy from W aste facility has resulted in a 30% reduction in em issions from the Council’s waste operations over the past reporting year, and an overall 76% reduction com pared to the NESS was operational (2023). This facility processes non-recyclable waste to produce electricity for the national grid, and heat for a district heating network (See Case Study 3). Other em issions from waste m anagem ent include those incurred from com m ercial, industrial and clinical waste to landfill, and recycling and com posting, now m aking up 89% and 6% of waste em issions respectively. This can be seen in Figure 9. 3.3.3 Action areas 23 Climate Change Plan and Route Map to Net Zero 2026 update Divert non-recyclable waste to NESS Energy from W aste facility in Aberdeen W orking with Zero W aste Scotland and third sector partners to progress projects to reduce waste through re- use and recycling Reduced em issions from non-recyclable waste Reduction in residual waste Outcom es Actions include: Figure 9 - M oray Council’s W aste related em issions over tim e Page 155
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Case study 3 NESS Energy from W aste facility 24 Climate Change Plan and Route Map to Net Zero 2026 update The NESS Facility serves three council areas, handling waste from over 226,000 hom es. Each year, up to 150,000 tonnes of non- recyclable household waste is collected by the councils and delivered to the facility, which operates 24 hours a day to ensure continuous processing. On average, around 307 vehicles tip weekly at the site. The facility not only m anages waste effi ciently but also generates energy: it exports 12M W of electricity to the national grid; enough to power approxim ately 20,000 hom es and can produce up to 10M W of heat for the local district heating network. To achieve this, it burns roughly 450 tonnes of waste per day, which is equivalent to about 19 tonnes per hour, converting everyday household waste into a valuable resource for the com m unity. NESS opening event, 25 April 2024: L-R: Councillor Gillian Owen, Leader of Aberdeenshire Council; Councillor Ian Yuill, Aberdeen City Council Co-leader; and Councillor Kathleen Robertson, Leader of M oray Council. Page 156
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3.4 Operational Activities 25 Climate Change Plan and Route Map to Net Zero 2026 update 3.4.1 Overview Operational em issions result from the day-to-day work of the Council. This includes the estim ated carbon em issions of em ployees working from hom e, staff com m uting em issions, electricity use in outdoor spaces (such as street lighting, public EV charging, car parks and public parks), the use and treatm ent of water, and corporate travel by public transport or em ployees’ own vehicle. 3.4.2 Current em issions Council staff com m uting em issions have been recorded since 2022/23 and com prise 61% of the Council’s operational em issions. Estim ated com m uting em issions prior to 2022 have been added to allow for a consistent scope. To provide better distinction between em issions sources, com m uting em issions are shown separately to hom eworking em issions. A Staff Travel Plan 4 has been developed to identify opportunities to support a behavioural shift to lower em issions m odes of transport where possible. W ater supply and treatm ent have reduced considerably. The Council’s water consum ption was 18.1% less than in the previous year. This can be attributed to the repair of leaks and water effi ciency projects. Figure 10 - M oray Council’s Operational em issions over tim e 4 Published in M arch 2021 and up for renewal by M arch 2027, subject to funding. An online clim ate change training m odule was launched and has been com pleted by 518 m em bers of staff, in between 1 M arch 2024 and 29 October 2025. Com m unications have published num erous articles including a Clim ate W eek Interchange article. Page 157
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The Staff Travel Survey, a bi-annual survey am ongst M oray Council em ployees, was com pleted in June 2025. It was com pleted by 178 council em ployees and included the following inform ation: 44% live within 5 m iles of work Cycling to work has increased from 5% to 8% and cycling for council business has increased from less than 1% to over 5% of respondents. Bus use has seen a noticeable jum p – from less than 1% to over 5% this year. W alking rem ains the m ost popular form of active travel for com m uting with 14%. 75% of staff still drive petrol or diesel vehicles with 2% using an electric vehicle. Convenience and flexibility are the m ain factors influencing travel choices, followed by distance. W hen asked what would encourage m ore active travel, the top responses were safer cycle routes and footpaths, better showers and changing facilities and secure cycle parking. For public transport, the m ost com m on requests were for m ore frequent and reliable services and cheaper fares. Car sharing divided opinion, 45% said nothing would encourage them , though som e wanted help finding suitable lift share partners. Five com pleted led rides and cycle confidence sessions have been delivered to council staff. Staff are encouraged to use the available staff pool bikes (push- and e-bikes) available at HQ, for nearby business travel or trialling com m uting. Those who participated said the sessions m ade them m ore confident to use a bike in town as well as route planning. 26 Climate Change Plan and Route Map to Net Zero 2026 update 54 Applications were m ade to the Cycle to W ork (C2W ) schem e in the last round, with an average spend of £1,457. C2W is now open twice a year. 3.4.3 Action areas Outcom es Actions include: Reduced em issions from operational actions Increased awareness of actions and opportunities to tackle clim ate change Supporting hom eworkers to reduce their em issions through relevant advice and practical assistance Develop and deliver clim ate and nature em ergency training for staff and elected m em bers Update clim ate change awareness training as part of the em ployee induction process Increase opportunities for’ learning about clim ate change and nature’ within the curriculum . Im prove the quality of outdoor learning and play spaces Support the developm ent of knowledge and skills across departm ents – newsletters and inform al engagem ent, lunch & learn sessions. Page 158
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27 Climate Change Plan and Route Map to Net Zero 2026 update Outcom es Actions include: Integrate clim ate considerations in decision m aking Applying low carbon objectives as a factor in all investm ent decisions in relation to budgets and the Capital Plan Em bed m ain CC Actions within relevant service plans and sim ilar to ensure they are developed and progressed by service area Ensuring the Clim ate Change Strategy and Action Plan are living docum ents and rem ain fresh and valid until 2035 Review clim ate change and biodiversity assessm ent of com m ittee papers Continue to develop clim ate change guidance for the m andate decision process Contribute to the work of Scottish Clim ate Intelligence Service (SCIS) and Clim ateView Incorporate clim ate risks into the corporate risk register Page 159
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3.5.1 Overview Around a third of the country’s em issions are influenced by local authority practices, policy or partnerships5 . Procurem ent of goods and services with the Council am ounts to som e £126 m illion annually. The Council therefore has a significant influence locally and regionally on clim ate change through procurem ent. The Procurem ent Reform (Scotland) Act 2014 introduced a sustainable procurem ent duty for local authorities. This requires that before the Council buys anything, it m ust think about: how it can im prove the social, environm ental and econom ic wellbeing of M oray, with a particular focus on reducing inequality how its procurem ent processes can facilitate the involvem ent of SM Es (sm all and m edium -sized enterprises), third sector bodies and supported business how public procurem ent can be used to prom ote innovation Staff procurem ent training was delivered in Septem ber 2024 and included a rem inder about the im portance of considering sustainability in tenders. 28 Climate Change Plan and Route Map to Net Zero 2026 update 5 UK Clim ate Change Com m ittee (2020) ‘Local authorities and the sixth carbon budget’. Only 4.08% of contracts com m enced during the year included a sustainability target (in com parison to 5.68% in the previous reporting year). This falls short of the target of 20%. W ork continues to explore how future procurem ents can include sustainability elem ents. The Council has an obligation to report on progress towards a m ore sustainable procurem ent process in our annual procurem ent report, as well as part of our Public Bodies Clim ate Change Duties reports. 3.5.2 Action areas Outcom es Actions include: M axim ise opportunities for clim ate action through procurem ent Continue to deliver and record non- cash benefits such as sustainability, clim ate change and com m unity wealth building through the procurem ent process Deliver sustainable procurem ent guidance to offi cers. 3.5 Procurem ent and investm ent Page 160
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29 Climate Change Plan and Route Map to Net Zero 2026 update 4.1 Adaptation 4.1.1. Overview The Council has a statutory obligation within its annual Public Bodies Clim ate Change Duties PBCCD reporting to record how it is contributing to Scotland’s Adaptation Program m e (SNAP 3). There is also a statutory duty to carry out actions to adapt to the im pacts of clim ate change. The key outcom es that the Council is required to contribute to include: Nature connects across our land, settlem ents, coasts and seas Com m unities are creating clim ate-resilient, healthy and equitable places Public services are collaborating in effective and inclusive adaptation action NPF4 identifies the Scottish adaptation program m e as a crosscutting policy link, requiring LDPs to adapt to the current and future risks of clim ate change. This should be done by prom oting nature recovery and restoration in M oray on the one hand, and by introducing policy requirem ents on the other, which ensure that developm ents consider and take steps to address a range of clim ate risks. 4. Adapting to Clim ate Change and Restoring Nature 4.1.2. Current Activity During 2024-25, engagem ent with key services on how the Council is prepared for, and adapting to, the im pacts of clim ate change continued. The council’s first adaptation benchm arking report was com pleted, inform ing the developm ent of im proved recording and m onitoring of adaptation activity and gaps. Inform ation was gathered to produce a Local Clim ate Im pacts Profile (LCLIP) 2018- 2023 in 2025, assessing historical im pacts to increase understanding of the potential future costs to the Council from clim ate change. SNAP 3 was published in Septem ber 2024, inform ing the developm ent of the Council’s approach to adaptation. Notably, SNAP 3’s first outcom e is Nature Connects, reinforcing the Council’s current approach to closely align biodiversity with wider clim ate action. For exam ple, work has been in progress to m ap clim ate risk and nature-based opportunities to support adaptation in Elgin, and there are plans to replicate this for other large towns. This spatial exploration of how factors such as tree cover interact with risk of surface heat and flooding and deprivation, will be used in conjunction with Nature Networks and the Local Developm ent Plan to inform priority areas for urban greening and com m unity connection to nature activities. An exam ple can be seen on Figure 11: Page 161
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30 Climate Change Plan and Route Map to Net Zero 2026 update Figure 11: Draft exam ple of com bined clim ate risk in Lossiem outh The Scottish Governm ent’s guidance outlines the need for flexible m easures to be taken to adapt to clim ate change risks to critical infrastructure. The Council is a national leader on coastal change, applying an innovative pathway approach through a Regional Coastal Change Adaptation Plan and ten local plans. These enable the Council to plan for, and react to, different scenarios as they are triggered. M oray is covered by Regional and Local Flood Risk M anagem ent Plans that identify vulnerabilities and actions in place to address risks. Coastal and flooding plans are reported on every 3 years, and there are no updates at present. However, grant funding was secured for several case studies, such as along various M oray coastlines. Targeted works along the Kingston coastline and within Findhorn Bay aim to significantly im prove local resilience to flooding. M oray is the first area in Scotland to com plete all Coastal Adaptation Plans, giving a clear roadm ap for m anaging future coastal risk. The Council continues to support the establishm ent of Com m unity Resilience Groups, with eight plans now in place. These plans help com m unities to be prepared for, respond to, and recover from em ergencies, including those m ade m ore likely by clim ate change, such as severe storm events. Page 162
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31 Climate Change Plan and Route Map to Net Zero 2026 update Case study 4 Coastal m onitoring stations M oray Council has established a network of m onitoring stations along its coastline. These m onitoring points allow visitors to take photographs of the sam e locations over tim e, creating a photographic database that supports the assessm ent of coastal change. This evidence helps to identify whether coastal change is occurring and to determ ine the m ost appropriate m anagem ent m easures to be undertaken. M ore inform ation and uploading im ages can be done through the Coastsnap website or by installing the app. The stations are located at the following places: Findhorn - 2 Lossiem outh - 4 Buckpool (Buckie) - 2 Kingston - 4 Cullen - 2 Signage at the location will be im proved by installing new signs. Outcom es Actions include: Increase understanding of clim ate risk Align adaptation activities with Council’s priorities Deliver and m onitor adaptation action W ork collaboratively with partners to progress adaptation action Create and m aintain a clim ate im pacts log Produce clim ate risk and nature-based solution m aps for larger towns Em bed adaptation within clim ate training and m ainstream ing M ove towards the production of a Clim ate Change Risk Assessm ent (CCRA) Integrate or m ainstream adaptation action into relevant service plans, strategies and reports Undertake annual benchm arking exercise Im plem ent flooding and coastal risk action plans Incorporate adaptation into the LDP Im plem ent a M oray Nature Network Em bed adaptation in the delivery of other council activities, where appropriate Encourage com m unities to consider clim ate risk and adaptation 4.1.3. Action Areas Page 163
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32 Climate Change Plan and Route Map to Net Zero 2026 update 4.2 Biodiversity, nature and carbon sequestration 4.2.1. Overview The Council has a duty to further the conservation of biodiversity when carrying out its work and m any of the Council’s activities have the potential to drive biodiversity loss or nature recovery. These include discharging responsibility as Planning Authority through application of policy, as a landowner by how the estate is m anaged, and as Education Authority through how young people are connected with nature. The Council’s Biodiversity Duty should be exercised through all these responsibilities to support the national target to restore and reverse biodiversity loss by 2045. Enhancing biodiversity can also sequester carbon through well m anaged soil and vegetation, thereby reducing net em issions. The Scottish Biodiversity Strategy recognises the key role that local authorities m ust play in delivering nature recovery. This includes through the m anagem ent of public greenspaces, developing Nature Networks, securing positive effects for nature through planning decisions, and integrating biodiversity into transportation infrastructure and sustainable urban drainage solutions. NPF4 places the clim ate and nature crises at the centre of planning policy, in addition to rebalancing planning policy to ensure that positive effects for biodiversity are secured. Significant weight is to be given to the clim ate and nature crises in all developm ent decisions, so that biodiversity is enhanced, and nature networks strengthened. The policies also prom ote the use of nature-based solutions. 4.2.2. Current Activity The Council continued to collaborate with W ild Things! environm ental education charity to deliver actions across council sites. This partnership created opportunities for forestry and nature-based skills developm ent and supporting wellbeing through nature connection for people of all ages from across M oray. W ild Things! continued to progress aspects of this work and nature connection in council woodlands through their other program s. The wildflower and living lawn project progressed with 5 new sites added and existing sites m aintained. Ecological training was provided to Open Space operations team s to support professional knowledge around planting and m anagem ent practices. M any spaces, including woodlands, are working hard for biodiversity and clim ate sequestration with no active or planned m anagem ent. However, m ost of the Council’s land is not being m anaged with biodiversity as a prim ary objective. This currently includes m ost park land, roadside verges, school playgrounds, and land around housing and other buildings. In term s of the Council’s wider influence, planning continues to be a focus. New local guidance for biodiversity was approved, providing greater clarity on how NPF4 policy 3 is to be applied in planning decisions. Developm ents of every size are required to enhance biodiversity and should also use nature-based-solutions where possible. W ith planning perm ission granted for over 12,000 units each year in M oray, this presents a significant opportunity to secure positive effects for nature. Page 164
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33 Climate Change Plan and Route Map to Net Zero 2026 update Case Study 5 Connecting people with nature through conservation activity Over 2024-2025, the Council partnered with W ild Things! environm ental education charity to progress action plans at three sites the Council m anages for nature; M illbuies, Elgin Oakwood and the W ards. This collaboration recognised the wider benefits of spending tim e in nature for people’s wellbeing and physical health, and is an approach the Council continues to pursue. 59 residents, including school groups and adult volunteers, helped to: Plant approxim ately 200 native trees Rem ove 1,000 old tree protector tubes Rem ove large areas of invasive non-native trees and plants Record wildlife sightings and subm it them to the North East Scotland Biological Recording Centre Care for wildflower and wetland areas They also explored the nature they were in, and had fun! The charity reported that “in addition to actioning the specific tasks required of the contract, W ild Things is particularly proud of the strong com m unity engagem ent with the work, which dem onstrates a deep sense of com m unity care and concern for the natural habitats around us.” M oray Nature Network m apping was com pleted in early 2025. The proposed Nature Network is an aspirational plan to strengthen connections between protected sites and to create urban-rural wildlife corridors. Preparation of the Local Developm ent Plan 2027 and Biodiversity Strategy 2026 - 2036 continue to em bed the Nature Network. As well as joining up nature rich sites, Nature Networks also aim to connect people to nature. The council has continued to collaborate closely with partners, the North East Biodiversity Partnership and M oray CAN, to support com m unities to learn about and engage with nature through ways such as providing advice, distributing sm all grants, and holding workshops. Page 165
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34 Climate Change Plan and Route Map to Net Zero 2026 update Outcom es Actions include: M axim ise opportunities to sequester carbon within existing Council assets Prom ote nature recovery on Council land Nature recovery through policy and partnerships W ork with com m unities and partners to progress biodiversity actions at the local level Progress and m onitor carbon sequestration opportunities on Council land holdings, beginning with the developm ent of a suitable delivery m odel Produce and deliver nature positive m anagem ent plans for Council greenspace M aintain the biodiversity benefits of living lawns and wildflower program , and seek to expand it Increase urban canopy cover and other nature- based solutions to clim ate risk, providing m ultiple benefits to com m unities and developing nature networks Ensure that planning policy, guidance and decisions deliver positive effects for biodiversity Identify and deliver a M oray Nature Network Facilitate the developm ent of skills and knowledge to protect and restore biodiversity in M oray Help facilitate com m unity connections with nature Page 166
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35 Climate Change Plan and Route Map to Net Zero 2026 update 5.1. External influence 5.1.1. Overview M any of the Council’s statutory duties focus on reducing greenhouse gas em issions across the wider M oray area. This includes actions such as supporting energy effi ciency im provem ents in hom es, encouraging active travel and prom oting green skills training as part of a just transition away from fossil fuels. W hile this will not reduce the Council’s direct carbon footprint, the Clim ate Change Strategy also seeks to reduce carbon em issions across M oray by dem onstrating leadership and facilitating good practice. The leadership role of local authorities is reflected in the Scottish Public Engagem ent Strategy for Clim ate Change, to support the wider area to understand, participate and act on clim ate change. This includes being prepared for the im pacts of clim ate change, and several of the Council’s responsibilities to the wider area cross over with the duty to support delivery of the Scottish National Adaptation Program m e. In delivering the Biodiversity Duty, the Council m ust also aim to engage the wider com m unity with nature alongside em bedding nature conservation in service delivery. Engaging with the com m unity is essential to understand local concerns and bring about necessary change. A collaborative approach can lead to m ore effective policies, behavioural changes, enhanced com m unity resilience and a reduction in clim ate change im pacts. 5.1.2. Current activity Local Heat and Energy Effi ciency Strategy (LHEES) The Council has produced its first Local Heat and Energy Effi ciency Strategy 2023-2028 and an accom panying Delivery Plan. This Strategy aim s to support the provision of affordable and sustainable heating solutions, reduce energy consum ption and alleviate fuel poverty. This can help to create jobs, im prove health and wellbeing, and contribute to achieving net zero – thus ultim ately benefitting the local econom y and wider environm ent. Housing Support Two housing im provem ent projects (non-council owned) have taken place during 2024/25: 1)Energy Effi ciency Scotland: Area Based Schem es (EES: ABS) M obilisation of the ABS projects was hindered due to delays receiving grant confirm ation. However, 49 properties have benefitted from energy effi ciency m easures from the 2024/25 allocation, bolstered by over com m itm ent from previous year with an investm ent value of £1.02 m illion. W orks included insulation, ASHP, PV, and battery installation. 5.Sustainable Developm ent and W ider Influence Page 167
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Learnings from this year regarding m arketing is that the M oray area seem s to respond best to in-person efforts such as telephoning. Uptake from social m edia ads, postcards, and letter drops has been low. The aim would be to engage in m ore in-person canvassing, events, and continuing telephone calls for future projects. W ith the announcem ent that solar PV will no longer need to be a special project, we are also confident that we will get higher uptake with this m easure back on offer. 2)ECO4 Flex Since M ay 2024 until present, the Energy Com pany Obligation project (ECOECO4 Flex) has: Provided £2M in ECO funded upgrades to M oray Private Housing; 120 installations com plete. Displaced 595 tCO2 em issions annually Saved householders roughly £209k annually in bill costs The ECO4 Flex program m e is due to end M arch 2026. However, up to 2025 the following m easures have been installed: 36 Climate Change Plan and Route Map to Net Zero 2026 update Heat network The Council is investigating the feasibility of a heat network for the centre of Elgin. The Scottish Governm ent Heat Network Support Unit (HNSU) funded a feasibility study where Buro Happold was appointed to carry out engagem ent and produce a high-level feasibility study. The feasibility study is being com plim ented by an addendum looking at opportunities to include com m unity energy and waste heat from nearby business. National Planning Fram ework 4 (NPF4) NPF4 m ust address the global clim ate em ergency and nature crisis by ensuring the spatial strategy will reduce em issions and adapt to current and future risks of clim ate change. It will help to guide the location of new housing, transport links and infrastructure, ensuring that com m unities have access to the services they need whilst enhancing the environm ent and m eeting net zero targets. NPF4 introduces the concept of Local Place Plans (LPPs) which are com m unity-led plans that provide a fram ework for shaping the future of local places. LPPs are an essential tool for engaging with com m unities and fostering local dem ocracy, ensuring that M oray’s towns and villages are designed with the people who live there in m ind. Figure 12: ECO4 Flex program m e - energy saving installations in reporting year 2024/25. Page 168
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37 Climate Change Plan and Route Map to Net Zero 2026 update Hydrogen Strategy The Council’s Hydrogen Strategy seeks to encourage a local supply chain for hydrogen production and use, providing job opportunities and econom ic benefits for the region. Using green hydrogen as a fuel for transport, heating and industrial processes, is likely to be essential for cutting M oray’s regional carbon em issions. W hen it is financially viable, the Council will consider piloting a sm all num ber of hydrogen vehicles within its fleet using hydrogen produced elsewhere, in a m ove to provide dem and for hydrogen. SCIS The Council is also engaged in work with the Scottish Clim ate Intelligence Service (SCIS) to better understand M oray’s area- wide em issions and develop an area-wide Clim ate Change Strategy in partnership with the M oray Clim ate Action Network (M oray CAN). EV charging EZO has been awarded the contract to deliver charging infrastructure across the north of Scotland, covering the Highlands, Aberdeen City, Aberdeenshire, and M oray Council areas. These chargers will be m igrated from ChargePlace Scotland as part of the transition process. M ore inform ation can be found on the M oray Council website. Just Transition The Scottish Governm ent’s Just Transition Fund, launched in 2021, is a £500m ten-year com m itm ent to support projects in the M oray and the North East which contribute towards a just transition away from carbon-intensive industries. The fund represents a significant econom ic opportunity for M oray with the potential for the creation of jobs, support for innovation and enterprise, and the developm ent and m aintenance of a skilled workforce. Funding for a 2-year fixed-term senior project offi cer was approved by the Council in February 2025. This offi cer joined the Strategic Planning and Developm ent section in August 2025 and has responsibility for leading on project developm ent for the Just Transition Fund. It is anticipated that future projects will build upon earlier work com m issioned through the Council’s 2022 Just Transition funding bid. Page 169
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5.1.3. Action areas 38 Climate Change Plan and Route Map to Net Zero 2026 update Outcom es Actions include: Develop skills and the econom y Enabling the com m unity to understand and act on clim ate change Increasing provision of relevant skills and knowledge for a greener econom y to support delivery of the M oray Apprenticeship Strategy Support the planning and delivery of awareness raising events for businesses to transition to a green econom y Joining support networks to assist the progress of clim ate change action Consulting com m unity groups and residents about clim ate action and delivering the Clim ate Change Strategy Support the work of M oray CAN Engaging with com m unities to facilitate renewable energy projects Support the developm ent of a M oray- wide clim ate strategy Support the reporting of area wide em issions and actions Prom oting the Active Travel Strategy Continuing the Energy Effi ciency Scotland: Area Based Schem e (EES: ABS) Im plem ent ECO4 schem e for energy effi cient hom e im provem ents targeted at tackling fuel poverty Outcom es Actions include: Delivering the LHEES Delivery Plan Delivering the M oray Hydrogen Strategy Strategic planning which reflects the clim ate and nature em ergency Im proving the energy effi ciency of buildings while supporting a wellbeing econom y, and a Just Transition Decarbonising building heat sources including supporting heat networks while tackling fuel poverty and im proving health Continue to support a hydrogen steering group and develop relationships with key partners and adjacent Councils Develop a hydrogen fleet pilot when availability of hydrogen and suitable vehicles allow Im plem enting NPF4 policies relating to the clim ate and nature crises Developing a Regional Spatial Strategy Em bedding clim ate change into new place based, people centred, delivery focussed LDP Developing 20-m inute neighbourhood concepts for M oray’s m ain towns and em bedding within the next Local Developm ent Plan Page 170
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39 Climate Change Plan and Route Map to Net Zero 2026 update Case study 6 M .Connect M .Connect is an on-dem and bus service which aim s to reduce transport-related em issions by 30 tonnes of CO₂e per year by 2030 and is m aking strong progress toward its carbon reduction targets. The service has encouraged a clear shift from car to bus travel, with 9,763 additional passenger journeys in 2023/24 and a further 19,712 in 2024/25. This m odal shift resulted in indirect em issions savings of 11.6 tCO₂e in 2023/24 and 23.18 tCO₂e in 2024/25, com pared with the sam e journeys being m ade by car. Across 2023/24 and 2024/25, the service covered 126,363 m iles, generating 15.36 tCO₂e from electricity use. By com parison, operating a diesel fleet over the sam e distance would have produced an estim ated 52.32 tCO₂e. Electric operation also delivered cost savings, with electricity costs of £22,246 com pared to an estim ated £29,148 in diesel fuel. Both the M .Connect project and PTU’s routine fleet replacem ent program m e rem ain aligned in their com m itm ent to investing in electric vehicles (EVs). In 2027, two 33-seat EVs with im proved range are expected to be introduced, allowing them to operate fully on tim etabled service routes. The project also plans to install 200 kW h charging units across the network, significantly reducing charging tim es and increasing vehicle availability. Further EV procurem ent is planned for 2029, 2030 and 2031, supporting a sustained transition to a low-em ission public transport fleet. Outcom es Actions include: Strategic planning which reflects the clim ate and nature em ergency Prom oting and supporting brownfield over greenfield developm ent Deliver M oray Growth Deal Housing M ix Delivery project Update clim ate change guidance for planning applications in line with national guidance Page 171
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5.2. Sustainable Developm ent 5.2.1. Overview Sustainable developm ent m eans m eeting the needs of the present without com prom ising the ability of future generations to m eet their own needs. This requires balancing social, econom ic and environm ental considerations to ensure changes are equitable, and these values closely align with our corporate vision and key priorities, as can be found in the Corporate Plan 2024-2029: 1)Tackle poverty and inequality 2)Build thriving, resilient, em powered com m unities 3)Build a stronger, greener, vibrant econom y 5.2.2. Current activity All Public Sector Bodies m ust dem onstrate how they are progressing sustainable developm ent as part of their Best Value duties, ensuring that sustainable developm ent is: Reflected in their vision and strategic priorities Em bedded in their governance arrangem ents Contributed to in the way resources are planned and used Effectively prom oted through partnership working The Council approved a Sustainable Developm ent Statem ent in Novem ber 2024, including actions identified to progress over the short to m edium term . Further guidance has been produced on how offi cers can include sustainable developm ent in the im plications section of com m ittee reports. 40 Climate Change Plan and Route Map to Net Zero 2026 update The Council’s approach to sustainable developm ent reporting and activities will go out for public consultation as part of the process of updating the Clim ate Change Strategy 2025-2035. 5.2.3. Action Areas Outcom es Actions include: Em bed sustainable developm ent into daily service delivery Ensure sustainable developm ent is included within Council decision m aking Identify any further sustainable developm ent gaps Consider and em bed com m unity views on sustainable developm ent Page 172
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6.1 Pathway to net zero and carbon budgets The Council currently faces a significant challenge in m eeting its carbon reduction targets. Existing efforts have shown prom ising results, but haven't yet achieved the desired structural decline, and a m ore robust approach and firm er com m itm ent is needed. The current pathway of recorded em issions (Figure 13) is a projection created using the data from the annual em issions contained in our Public Bodies Clim ate Change Duties reports, in addition to other known data relating to the Council’s pre-planned and approved actions. The current pathway aim s to show a realistic projection for the years ahead, based on current plans and trends, and constraints on im plem entation, technological availability and funding scarcity. Avoiding late adoption of technology and m easures to reduce carbon em issions are critical because dem and could increase costs as the 2045 deadline approaches, and public and private sectors are potentially legislated to take action. 41 Climate Change Plan and Route Map to Net Zero 2026 update The Clim ate Change (Scotland) Act 2009 (Scottish Carbon Budgets) Am endm ent Regulations 2025 aim s to establish legally binding carbon budgets for Scotland, setting lim its on greenhouse gas em issions for the periods 2026-2030, 2031-2035, 2036-2040, and 2041-2045. This replaces the annual target approach as they are highly vulnerable to year-to-year fluctuations, whereas m ulti-year carbon budgets provide a m ore reliable fram ework for sustained em issions reduction progress. The proposed national budgets are in line with the advice from the independent Clim ate Change Com m ittee (CCC) and the Scottish Governm ent’s own assessm ents. The average level of em issions for Scotland over each five-year period are: 57% lower than 1990 levels for 2026 - 2030 69% lower than 1990 levels for 2031- 2035 80% lower than 1990 levels for 2036 - 2040 94% lower than 1990 levels for 2041 - 2045 The assum ptions for our current plans are included in carbon budget 1 (2025-30) as can be seen in Figure 14. The necessary reductions to m eet carbon budgets 2 (2030-35) and 3 (2035-40) are greater because of the expected tim ing for decarbonising areas such as transport or heating. This anticipates accelerated decarbonisation at a later stage when low and zero em issions technologies becom e m ore established and cost effective. 6. W here are we going Page 173
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42 Climate Change Plan and Route Map to Net Zero 2026 update Figure 13 - Current pathway of recorded carbon em issions from baseline date to 2030. Figures from 2025-26 and onwards are forecast estim ates and denoted by a lighter colour. Page 174
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43 Climate Change Plan and Route Map to Net Zero 2026 update The current pathway shows only approved current plans and external savings. To reach net zero by 2045 the Council needs to be on the target pathway. The areas of building heat and fleet are the largest areas of em issions for the Council and am ong the m ost diffi cult to reduce. Therefore, the Council should progress additional plans at pace to reduce its em issions from building heat and fleet vehicles from 2030 to ensure the Council is within its carbon budget. The CCS already recognises the need for external funding to accelerate the pace of decarbonisation. The recent capital budget cuts (totalling £34.2M over the next 3 years) significantly lim its financial flexibility in the short term . As a result, capital-intensive actions m ust either be ‘spend-to-save', linked to existing approved expenditure, or externally funded. W hile the Council has successfully secured external funding for clim ate change projects, m any available funding sources are challenging to access. Som e are lim ited by annualised funding cycles, while other funding is offered in the form of loans. To ensure that carbon reductions can continue it is im portant to prepare by strategically developing projects to advance the Council’s priorities, enhancing our ability to respond to external funding opportunities when they arise. 6.2 Being ready for clim ate im pacts There rem ains a critical gap in the Council’s readiness for the im pacts of clim ate change. A recent assessm ent revealed a lack of understanding about the Council's vulnerability to clim ate im pacts and the potential financial im plications. Figure 14. Proposed carbon budgets and current em issions pathway Page 175
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Lack of data m eans it is diffi cult to estim ate the cost to the Council of clim ate im pacts, however as the Scottish Fiscal Com m ission have outlined, ‘the im plications of not investing in adaptation would be harm ful in the long term and could lead to even m ore pressure on future Scottish Budgets’. Im proved recording and plans for detailed clim ate change risk assessm ent will lead to a better understanding of likely future costs. An adaptation plan will be em bedded within the upcom ing Clim ate Change Strategy Update. The plan will set out how adaptation can be better incorporated into the Council’s organisational processes, and its responsibility and influence on the wider area. This includes m echanism s to facilitate adaptation in M oray through partnership working, planning policy, coastal change adaptation plans, com m unity resilience plans and Nature Networks. The SNAP 3 places greater em phasis on the interconnection between clim ate and nature, drawing close links to the delivery of the Scottish Biodiversity Strategy and NPF4. W ith the publication of SNAP 3, the Council’s Clim ate Change Strategy update will be able to integrate the planned national outcom es with local needs, as well as develop m easures that align with the national m onitoring fram ework. 44 Climate Change Plan and Route Map to Net Zero 2026 update 6.3 Restoring nature The Council's com m itm ent to nature conservation has grown, but future success hinges on securing new funding sources and integrating biodiversity efforts with other initiatives. W hile statutory targets and the uncertain future of Scottish Governm ent funding pose challenges, the Council plans to address these through a new M oray Council Biodiversity Strategy, im proved staff training, and a focus on com m unity engagem ent and evidence- based actions. The level of nature positive activity taken by the Council has been steadily increasing since the 2018-20 Biodiversity Duty report. The publication of the Scottish Biodiversity Strategy Delivery Plan has inform ed the actions being developed within the Council’s Biodiversity Strategy, including one for Council owned and m anaged greenspace, to have m anagem ent and m aintenance plans that reflect biodiversity and open space priorities. As further guidance is produced by the Scottish Governm ent on this action, it will support the Council to m anage m ore areas of land with biodiversity as a priority. The Scottish Governm ent’s Natural Environm ent Bill m ay lead to statutory targets for nature restoration. This is likely to bring further responsibilities for local authorities. In term s of land m anagem ent, im provem ents largely relied on dedicated funding through the Scottish Governm ent’s Nature Restoration Fund, which runs until 2025/26. There is a risk that progress will slow if this funding stream is not renewed. Alternative sources, including private finance and em bedding biodiversity within other projects such as the M oray Growth Deal and town centre im provem ents, will be essential. As the Council’s Natural Page 176
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Capital Study recom m ends, carbon sequestration should also be delivered in conjunction with biodiversity enhancem ent. As the Draft Biodiversity Strategy m akes clear, engaging com m unities and increasing opportunities for young people to engage with nature to bring additional benefits should be a priority and support the sourcing of funding. A new pilot project, M oray Clim ate Ready Schools, started working with targeted schools in 2025. The project is a partnership between the council and environm ental education charities W ild Things and Nature 4 Health, and aim s to deliver biodiversity enhancem ents in school grounds alongside providing clim ate and nature learning opportunities for pupils and staff. This project is ongoing with five schools currently taking part. W ider work to support all M oray schools to deliver quality outdoor learning and Learning for Sustainability, includes the M oray Growth Deal’s STEM project and planned outdoor learning centre. Statutory responsibilities for biodiversity have significantly increased through the introduction of NPF4, introducing additional work. Training will be offered to support the planning service to deliver positive effects for biodiversity in M oray while ecological expertise will be drawn upon for larger and m ore com plex developm ents. W ider engagem ent with councillors, staff and developers is also needed to m ainstream these recent changes and forthcom ing new Local Plan policies. 45 Climate Change Plan and Route Map to Net Zero 2026 update A significant challenge over the com ing years will be the delivery of the M oray Nature Network, which is a requirem ent of the LDP. W hile the Scottish Governm ent has funded m apping and engagem ent, delivery and m onitoring will require additional resources. This should be delivered through an integrated approach, bringing wider com m unity benefits while also supporting clim ate adaptation and m itigation. 6.4 Sustainable developm ent Actions which prom ote sustainable change are included throughout this report. These and other activities will be considered for inclusion in the corporate annual Best Value Self- Evaluation. Any possible alterations will be incorporated into the next iteration of the Sustainability Statem ent. There will also be opportunities to scope out Partnership interest in shared Sustainable Developm ent priorities and actions in the Local Outcom es Im provem ent Plan (LOIP) Review. Page 177
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This report shows that M oray Council continues to m ake tangible progress in reducing its carbon em issions while delivering essential services. Since the 2023/24 reporting year, the Council’s em issions have decreased by 7.7%. The Council’s largest sources of em issions rem ain building heat, fleet operations, and staff com m uting. Reductions in fleet and buildings are com plex capital-intensive and constrained by the Council’s budget pressures. Nevertheless, progress has been achieved through estate rationalisation, energy effi ciency m easures, renewable energy installations, and targeted fleet electrification, often delivered through “spend-to-save” or externally funded approach. W aste em issions have reduced substantially following the m ove away from landfill, however, waste prevention and increased recycling m ust rem ain priorities to ensure long-term sustainability. Encouraging m ore sustainable staff travel continues to be challenging, often influenced by factors such as high public transport costs and lim ited tim etables, the need for flexibility, and a perceived lack of a consistent active travel network. Looking ahead, the national shift from annual em issions targets to legally binding m ulti-year carbon budgets represents a significant change in policy fram ework. These carbon budgets provide a m ore stable and realistic basis for planning, replacing year-on-year targets that were vulnerable to short-term fluctuations. 46 Climate Change Plan and Route Map to Net Zero 2026 update The Council can contribute to these targeted reductions by adopting carbon budgets in the updated Clim ate Change Strategy. The Council’s current actions align with the first carbon budget period, however, steeper reductions will be required in subsequent periods to rem ain within future budgets and achieve net zero by 2045. M eeting this challenge will require accelerating the decarbonisation of building heat and fleet vehicles, strengthening project readiness to secure external funding, and em bedding clim ate m itigation, adaptation and biodiversity considerations across all services and investm ent decisions. It is im portant to recognise that clim ate change action is not an additional burden, but an integral part of how the Council services operate. Investing now will help to avoid higher costs in the future. Continued leadership, partnership working and a strategic, budget-led approach will be essential to ensure progress is m aintained and scaled in line with the new carbon budget fram ework. The Just Transition Fund has considerable potential to build on existing activity and stim ulate new, innovative and structural initiatives that can deliver lasting, carbon-neutral benefits for people, place and the environm ent. Alongside efforts to reduce the Council’s own em issions, it is essential to continue preparing for a future in which clim ate im pacts are expected to increase. Taking action to adapt now will help to protect com m unities and reduce costs in the long term . 7.Conclusion Page 178
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47 Climate Change Plan and Route Map to Net Zero 2026 update 8. Glossary Active travel (AT) Adaptation Baseline Biodiversity Carbon Journeys m ade by m odes of transport that are fully or partially people-powered, irrespective of the purpose of the journey. It includes walking, people using wheelchairs, cycling (including e-bikes) to nam e a few. Adjustm ents in natural or hum an system s in response to actual or expected clim atic stim uli or their effects, which m oderates harm or exploits beneficial opportunities. Historical period specified for the purpose of com paring greenhouse gas em issions. The variability am ong living organism s from all sources, including, inter alia, terrestrial, m arine and other aquatic ecosystem s and the ecological com plexes of which they are part; this includes diversity within species, between species and of ecosystem s (UN 1992). Um brella term used to describe all of the greenhouse gases. Carbon dioxide (CO 2) Carbon neutrality Carbon sequestration Circular econom y Clim ate action Clim ate change A naturally occurring gas, CO 2 is also a by- product of burning fossil fuels (such as oil, gas and coal), of burning biom ass, of land-use changes and of industrial processes (e.g., cem ent production). It is the principal anthropogenic greenhouse gas that affects the Earth’s radiative balance. See net zero. A process by which carbon dioxide is rem oved from the atm osphere and held in solid or liquid form . A circular econom y is one in which resources are kept in use for as long as possible. Efforts taken to reduce greenhouse gas em issions (m itigation) and respond to the im pacts of clim ate change (adaptation) The state of the clim ate that can be identified (e.g., by using statistical tests) by changes in the m ean and/or the variability of its properties and that persists for an extended period, typically decades or longer. Page 179
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48 Climate Change Plan and Route Map to Net Zero 2026 update Clim ate em ergency Co-benefits Direct em issions Drought EV Energy Com pany Obligation (ECO) A situation in which urgent action is required to reduce or halt clim ate change and avoid potentially irreversible environm ental dam age resulting from it. The positive effects that a policy or m easure aim ed at one objective m ight have on other objectives, thereby increasing the total benefits for society or the environm ent. Co- benefits are often subject to uncertainty and depend on local circum stances and im plem entation practices, am ong other factors. Co-benefits are also referred to as ancillary benefits. Em issions directly under the organisation's control. Also referred to as Scope 1 em issions. A prolonged period of abnorm ally low rainfall, leading to a shortage of water. Electric vehicle; vehicle that runs on electricity, provided by an internal battery. The ECO4 Flex is a UK governm ent schem e that requires large energy suppliers to help households im prove their energy effi ciency and reduce fuel poverty. EES: ABS Flood Greenhouse gas (GHG) em issions Green jobs ‘Energy Effi cient Scotland: Area Based Schem es’ is a Scottish Governm ent program m e delivered by local authorities to im prove the energy effi ciency of hom es and reduce fuel poverty. It provides direct and free or heavily subsidised energy-saving m easures in targeted neighbourhoods, helping households to lower their energy bills, im prove com fort, and cut carbon em issions. The overflowing of the norm al confines of a stream or other body of water, or the accum ulation of water over areas that are not norm ally subm erged. Floods include river (fluvial) floods, flash floods, urban floods, pluvial floods, sewer floods and coastal floods. Any gas that contributes to the greenhouse effect by absorbing infrared radiation in the atm osphere. Em ploym ent opportunities that contribute to environm ental sustainability. Page 180
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49 Climate Change Plan and Route Map to Net Zero 2026 update HNSU Heatwave ICE Indirect em issions IPCC The Heat Network Support Unit (HNSU) supports the growth of large-scale heat network projects in Scotland. It does this by addressing key challenges in the pre-capital stages of project developm ent and building capacity across the public sector to deliver successful heat network projects through grant funding and expert advice. A heatwave is an extended period of hot weather relative to the expected conditions of the area at that tim e of year. In M oray, a heatwave event is defined as at least three consecutive days with daily m axim um tem peratures m eeting or exceeding 25°C. Internal Com bustion Engines; vehicles that drive on fuel such as diesel and petrol. Em issions outside the organisation's control but over which it has an influence. Also referred to as Scope 2 and Scope 3 em issions. Intergovernm ental Panel on Clim ate Change. A scientific body established by the United Nations to provide policym akers with regular assessm ents of the state of clim ate science and the potential im pacts of clim ate change, as well as strategies for m itigation and adaptation. Just transition LCLIP LDP LHEES LPP M itigation Nature em ergency Ensuring that no one is left behind in the transition to low-carbon and environm entally sustainable econom ies and societies. The Local Clim ate Im pact Profile for M oray highlights the significant local clim ate im pacts, including rising tem peratures, increased rainfall, and rising sea levels. The profile also discusses the potential for sea level rises and the im pact on the environm ent, food and water supply, infrastructure, and the health of the population. So far, one LCLIP has been produced (in 2025) and covers 2018- 2023. Local Developm ent Plan Local Heat and Energy Effi ciency Strategy Local Place Plans: Com m unity-led plans that provide a fram ework for shaping the future of local places. Local Place Plans - M oray Council A hum an intervention to reduce em issions or enhance the sinks of greenhouse gases. The rapidly worsening state of the natural world, including the loss of biodiversity, ecosystem degradation, and the threat of ecological collapse, caused by hum an activities such as habitat destruction, pollution and clim ate change. Page 181
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50 Climate Change Plan and Route Map to Net Zero 2026 update A network which connects nature-rich sites, including restoration areas and other environm ental projects, through a series of areas of suitable habitat, habitat corridors, and stepping-stones. M oray Nature Network - M oray Council Net zero em issions are achieved when anthropogenic em issions of greenhouse gases to the atm osphere are balanced by anthropogenic rem ovals over a specified period. The practice of com pensating for carbon em issions by funding projects that reduce greenhouse gas em issions outside of the organisation's own landholdings. Public Bodies Clim ate Change Duties Energy derived from natural sources that are replenished at a higher rate than they are consum ed. Scottish Clim ate Intelligence Service Sets out how Scotland will adapt to the risks identified in the UK Clim ate Change Risk Assessm ent. The plan includes actions that fall under the Council’s responsibility, and those it has a supportive role in addressing. Nature network Net zero Offsetting PBCCD Renewable energy SCIS Scottish National Adaptation Plan 3 (SNAP 3) Scottish Environm ent Protection Agency Photovoltaic (PV) solar technology converts sunlight directly into electricity using solar cells. M eeting the needs of the present without com prom ising the ability of future generations to m eet their own needs. Tonnes of carbon dioxide equivalent. A m etric m easure used to com pare the em issions from various greenhouse gases on the basis of their global-warm ing potential (GW P), by converting am ounts of other gases to the equivalent am ount of carbon dioxide with the sam e global warm ing potential. Any uncontrolled vegetation fire which requires a decision, or action, regarding suppression. Zero Em ission Fleet Replacem ent Strategy SEPA Solar Photovoltaics (PV) Sustainable developm ent tCO 2e W ildfire ZEFRS Page 182
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Moray Council Annual Climate Change Summary Reporting period 2024-25 Key Takeaways Total Council emissions for 2024-25 17055.6 tCO2e Decrease in emissions since 2023-24 7.7% Largest area of emissions: Building heat 3963.4 tCO2e (23.2% of total) Decrease in emissions since baseline (2017-18) 45.8% Emissions reduced by diverting landfill to NESS EFW facility 8759.2 tCO2e Electricity generated from solar photovoltaic panels 53,616 kWh (up by 4%) Emissions reduction progress to date • The Council’s emissions have fallen by 45.8% since the 2017-18 baseline. • Some emissions categories, such as staff commuting emissions, have only been recorded in recent reporting periods. To ensure a consistent scope for the purpose of this report, estimated historical emissions for these categories have been added. • The most significant emissions reductions have come from improvements in the disposal of non-recyclable waste, which was previously sent to landfill but is now cleanly combusted to produce energy. • The areas of building heat and operational emissions have slightly reduced, however building electricity and fleet have gone up slightly. Building Heat and Electricity Sectoral Analysis • The Council’s current largest emission source is providing heat to our buildings, contributing to 23% of total emissions. While fuel oil / kerosene emissions have fallen by 60% since the 2017/18 baseline, the Council remains dependent on natural gas boilers for most building heat. Emissions from natural gas heating has shown little decrease with gas boilers continuing to be installed and replaced on cost grounds. • Emissions from our electricity usage have fallen by 60% since baseline. This is the combined result of the decarbonisation of the national grid, along with energy savings from efficiency improvements and through solar PV installations (see Case Study 1). However, electricity use in some areas are growing as new uses such as more EV bus and cars and new electricity points at Buckie harbour to replace generators. Fleet • The use of diesel in Council vehicles makes up 97% of our transport emissions, and 21% of our total emissions. • There has been no significant decrease in diesel consumption compared to the baseline, with a small increase in the last reporting year, possibly due to vehicles servicing new housing developments and M.Connect. Budget cuts meant that around 20 vehicles were not replaced during 2024/25 at their optimal replacement age. This has led to an ageing fleet with less fuel- efficient vehicles, which naturally increases consumption. • 6 EVs replaced 6 diesel cars, with financial benefits of £5,000 per year in fuel savings and maintenance costs reduced by 75%. EV charging consumption increased to 606,912 kWh in 2024/25, which is an increase of 11.5%. • Small quantities of petrol are used in Open Spaces machinery, and marine fuel in Council vessels. 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Carbon emissions (tCO 2e) Diese l Petrol Gas oil (fleet) Appendix 2 Page 185
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Waste • The joint NESS Energy from Waste facility has resulted in a further reduction in emissions from the Council’s waste operations over the past reporting year. • Nether Dallachy landfill site was still accepting commercial and industrial waste during 2024/25 so these figures are still reported on. With the closure of the landfill site these emissions will reduce further next year. • Other emissions from waste management include those incurred from recycling and composting, now making up 6% of waste emissions. Operational Activities • Operational emissions have fallen by about 15% since the baseline in 2017/18. This is mainly due to less staff commuting and less emissions from water supply and treatment. • Emissions from staff working at home have also been recorded since the pandemic, accounting for the resulting additional heating and electricity usage outside Council facilities. • Emissions from corporate travel, which includes flights, rail journeys and grey fleet milage (personal cars used for business purposes), have continued to increase following a return to “business as usual” practices since the COVID pandemic. Procurement and Investment • The Council continues to deliver and record non-cash benefits such as sustainability, climate change and community wealth building through its procurement process. • Only 4.08% of contractscommence2during the year included a sustainabilitytarget(in comparison to 5.68% in the previous reporting year). This falls short of the target of 20%. • Of the contracts with identified environmental non-cash benefits, 8 related to greenhouse gas reduction, 4 for waste, 2 around energy and 5 specifically support sustainable construction. Case Study 2 – Connecting people with nature through conservation activity Case Study 1 – Solar PV on councilbuildings Sustainability • Sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. • All Public Sector Bodies must demonstrate how they are progressing sustainable development as part of their Best Value duties. • The Council has approved a Sustainable Development Statement in November 2024 which identified short-to-medium term actions to ensure sustainability is embedded within the Council’s plans and decision-making processes. This includes guidance on how officers can include sustainable development in the Implications Section of Committee Reports. 0 2,000 4,000 6,000 8,000 10,000 12,000 Carbon emissions (tCO 2e) Landfill gas Municipal refuse to combustion Commercial and industrial waste to combustion Municipal refuse to landfill Commercial, industrial and clinical waste to landfill Recycling and composting • The Council completed its first adaptation benchmarking report, strengthening the monitoring of adaptation activities and gaps. • A Local Climate Impacts Profile (LCLIP) for 2018–2023 was produced in 2025, improving understanding of historical impacts and potential future climate-related costs. • SNAP 3, published in September 2024, now informs the Council’s approach to adaptation, with its Nature Connects outcome reinforcing the alignment of biodiversity and wider climate action. • TheCouncil is a national leader on coastal change, applying an innovative pathway approach through a Regional Coastal Change Adaptation Plan and ten local plans. • The Draft Biodiversity Strategy went out for public consultation in 2025. • Ecological training wasprovided to Open Space operations teams to supportprofessional knowledge around planting and management practices. • Moray Nature Networkmapping was completed in early 2025. • New local guidance for biodiversity was approved,providing greater clarity on how NPF4 policy 3 is to be applied in planning decisions. • Preparation of the Local Development Plan 2027 and Biodiversity Strategy2026- 2036continue to embed the Nature Network. Climate Adaptation Biodiversity Procuredin August 2024 andcommissionedbetween April and June 2025, solar photovoltaic (PV) panels have been installed on buildings at Ashgrove Depot. The project was funded under a “spend to save” approach. To date, the system hasoperatedsmoothly, generated electricity supporting lighting, workshop and office activities, EV charging, and other general electricity demands. Surplus electricity is exported to the grid. The system can bemonitoredremotely, enabling prompt identification and resolution of any issues. Investment: £56,432 Payback Period: 4.3 years Internal rate of return (IRR): 25.86% First-Year Savings: £11,932 Lifetime Savings (25 yrs): approx. £514,467 • Over 2024-2025, the Council partnered with Wild Things! environmental education charity to progress action plans at three sites the Council manages for nature;Millbuies, Elgin Oakwood and the Wards. • 59residents, including school groups and adult volunteers, helped to: • Plant approximately 200 native trees • Remove 1,000 old tree protector tubes • Remove large areas of invasive trees and plants • Record wildlife sightings andsubmitthem • Care for wildflower andwetlandareas • Strong community engagement demonstrated a deep sense of community care and concern for natural habitats. Page 186
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Authors: Rod Lovie Tilia Maas Geesteranus Contact Email: Rod.lovie@moray.gov.uk Subject: Local Heat and Energy Efficiency Strategy (LHEES) Update 2026 1. PURPOSE ☒For Decision ☐ For Information 1.1 The purpose of this report is to ask the Council to consider and approve the Local Heat and Energy Efficiency Strategy (LHEES) Update 2026. This update provides insight into current performance, identifies changes in the delivery plan, and outlines next steps necessary for decarbonising heat in buildings and improving energy efficiency across Moray within current budgets. The intention had been to provide an update in 2025, but staff resources and other priorities has led to a delay in completing this report. 1.2 This report is submitted to Council in terms of Section III (F) (33) of the Council’s Scheme of Administration relating to providing, developing and monitoring the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 Local Heat and Energy Efficiency Strategies (LHEES) are at the heart of a place based, locally led and tailored approach to the heat transition. These local strategies underpin an area-based approach to decarbonising heat in buildings and improving energy efficiency across entire local authority areas. 2.2 An update of the delivery of the actions within the LHEES is included in Appendix 1. A number of these actions need to be altered or aligned with subsequent strategies since the LHEES was agreed in 2024. A summary of this is included in Appendix 2. Item 14. Page 187
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3. RECOMMENDATIONS 3.1 It is recommended that the Council: i) approves the LHEES Update 2026, as detailed in Appendix 1, and the changes to the delivery plan as proposed in Appendix 2; ii) notes that while work will progress on the LHEES, many aspects of the Delivery Plan cannot be met without external resources. Rod Lovie Principal Climate Change Officer Tilia Maas Geesteranus Climate Change Strategy Officer 4. BACKGROUND AND CONTEXT 4.1 The Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 places a duty on Moray Council to prepare, publish and update a Local Heat and Energy Efficiency Strategy and Delivery Plan. LHEES delivers area-based planning for the heat transition, supporting achievement of statutory emissions reduction targets. It provides the basis for decarbonising heat in buildings and improving energy efficiency across entire local authority areas. 4.2 The Moray LHEES Strategy and Delivery Plan was approved by the Council on 14 August 2024 (para 13 of the Minute refers). As noted within the Delivery Plan, several aspects of work are undeliverable within existing resources. Work will focus on co-ordinating actions, existing work and reporting to meet statutory requirements. A limited budget remains available for further consultancy support over the next 4 years to support the LHEES strategy and officers are continually seeking external funding to progress actions within the strategy. 5. ACTIONS WITHIN THE DELIVERY PLAN 5.1 The actions in the LHEES Delivery Plan are divided into seven priorities which are: Page 188
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LHEES covers the entire local authority area, and the actions were identified through engagement internally within Moray Council and externally with key stakeholders. The Delivery Plan represents the actions which key stakeholders believed were most integral to progressing decarbonisation of heating and energy efficiency in Moray. 5.2 An update of the delivery of the actions within the LHEES is included in Appendix 1. In summary, the progress on actions by stakeholders include: TMC - Strategic Planning and Development (SPD): SPD and Climate Change officers are embedding LHEES priorities within the new Local Development Plan and aligning work with national adaptation and resilience guidance. They have led significant engagement with energy networks (notably SSEN), continue to progress feasibility work for heat networks in Elgin, and supported exemplar low-carbon development through the Dallas Dhu project. SPD has also contributed to research, innovation, and cross-council coordination. Knowledge-sharing has been supported through targeted learning sessions, including a “lunch and learn” on solar thermal solutions delivered in collaboration with industry and academia. TMC - Housing & Property: Housing & Property has made tangible progress in progressing housing investment, particularly through programmes to bring all council housing up to EPC C or better. Retrofit works are underway, including insulation and heating upgrades, and all void properties are now upgraded to meet energy standards. They have also Page 189
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delivered emissions reductions through LED lighting and solar PV installations across council buildings. TMC – Member Body: The Council Leader and Members have advocated at national level, engaging with Ministers, MPs, and MSPs around Just Transition funding. This engagement helps ensure Moray’s priorities are represented in wider policy and funding discussions. Business Gateway Moray (BGM): Business Gateway Moray has supported green economic development by building a comprehensive business database as part of Community Wealth Building work and signposting businesses to Business Energy Scotland for audits and green finance. They have contributed to workforce development through their contribution to the Energy Workforce and Skills Summit and ongoing collaboration with partners. Moray Local Employability Partnership: DYW Moray has improved awareness of green jobs and learning opportunities among young people through a wide-ranging programme of activities delivered in 2024–2025. These included careers fairs, mock interviews, workplace visits, and employer-led engagement across numerous sectors. The publication of the Green Report (August 2025) provides clear evidence of strong engagement in sustainability-related pathways. Moray CAN: Moray CAN has played a central role in community engagement and capacity-building, commissioning delivery partners such as REAP and Community Energy Moray and organising a well-attended climate change conference in October 2025. They have consistently raised awareness through events, rural outreach, carbon literacy training, and targeted engagement, helping communities feel more empowered to take climate and energy action. They have led on the work to progress a regional climate change strategy NHS Grampian: NHS Grampian has begun embedding LHEES considerations by establishing contacts across senior sustainability, facilities, and health intelligence roles. While delivery activity is still developing, their engagement has helped identify opportunities to better integrate fuel poverty and energy efficiency into health pathways. UHI Moray: UHI Moray has actively supported a just transition by working with regional partners to identify skills and training needs linked to the energy transition. They are collaborating with Moray Council on Just Transition bids such as’ Buildings for the Future’, and Growth Deal projects which if successful would deliver infrastructure, education, and training opportunities. This work positions Moray to better capture economic and employment benefits from the transition to net zero. SSEN: SSEN has engaged constructively with Strategic Planning and Development through Local Development Plan preparation, infrastructure delivery meetings, and regular information sharing including a presentation to members. This involvement has helped identify potential capacity constraints early in the process. Wider consultations on future local energy infrastructure are ongoing. Page 190
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6. NEXT STEPS 6.1 Feedback on what jeopardises further progress at pace is: • Lack of clarity around future funding • Late confirmation (with short spending window) of external funding allocation • Amount of external funding (ECO4 ending and not being replaced) • Clarity on some of the action points • Ensure ongoing alignment as other Council Strategies and their actions change (eg Moray Housing Strategy and Climate Change Strategy). 6.2 In general, the delivery of the actions in the delivery plan is constrained by funding pressures and the need to balance competing investment priorities. Progress of many of these actions is dependent on support from the Scottish Government. However, the current funding arrangements, including short spending timescales and uncertainty over future availability, make effective forward planning difficult. The Council’s largest area of capital investment is the learning estate, where it must meet condition ratings set by the Scottish Government that do not specifically relate to energy efficiency or decarbonisation. Investment is being prioritised to address these given the Council’s current position against these building condition ratings. 6.3 Notwithstanding these funding concerns, there are opportunities ahead including funding for heat networks, engaging with the Just transition Fund, opportunities for additional solar projects and engagement with community energy groups. 6.4 It is made clear in the LHEES that actions within the delivery plan will need to be updated over time. This includes amending actions as projects are identified and feasibility studies are concluded. Details of the changes needed to the delivery plan are included in Appendix 2. The suggested changes can be categorised as follows: • Merging actions together if there is a reporting overlap • Altering actions so they align with other strategies which have been updated including the Climate Change Strategy and Housing Strategy. • Change of wording to better describe the action • Additional clarity and efficiency • To get input from additional external organisations • Include NHS as an action holder for the action ‘Building sustainable and climate resilient communities’ to capture the link between health and housing issues. 6.5 Officers will continue to meet with action owners, and potential new action owners, to discuss and agree the proposed changes. The delivery plan will be amended to reflect the changes and to align with other strategies. An overview of the necessary changes is included in Appendix 2. If agreed, the exact wording of the revised delivery plan will be approved by the Climate Change Board Page 191
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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. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 7.3 Policy and Legal The Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 places a duty on Moray Council to prepare, publish and update a Local Heat and Energy Efficiency Strategy and Delivery Plan at intervals not exceeding 5 years 7.4 Financial There are no financial implications arising from this report. However, delivery of LHEES will have significant financial implications for the Council and the Moray area. External Page 192
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funding is being sought to progress actions within the strategy in line with policy guidance on resourcing climate change actions through external funding. 7.5 Risk Failure to plan for the decarbonisation of heating is a serious risk to the Council’s service provision. It poses significant risks to our health, our economy, our environment and endangers the wellbeing of current and future generations. 7.6 Staffing There are no changes to staffing implications arising from this report. However, the actions of the LHEES are progressed by officers across the Council including property, housing, planning, climate change, Business Gateway, and external partners 7.7 Best Value and Transformation The LHEES aligns with sustainable development aspirations as per Best Value. 7.8 Property The development of decarbonisation projects will impact on corporate buildings, council landholdings and the learning estate. 7.9 Information Communications/Technology/Digital No implications arising from this report. 7.10 Equalities, Social Inclusion and Economic Impact While the LHEES focuses on alleviating fuel poverty (which positively impacts socio- economic disadvantaged groups)and promoting local economic opportunities, there is no negative implications directly arising from this report. 7.11 Climate Change and Biodiversity Impacts The LHEES strategy can help to address the climate emergency by developing plans to reduce carbon emissions from buildings in Moray. This report focuses attention on the actions required to ensure that the Council meets its statutory obligations. 8 CONSULTATION 8.1 This report has been prepared in consultation with the Executive Director - Economy, Environment and Operations, Head of Growth, Planning and Climate, Head of Housing, Property and Communities, Service Manager Property, Estates & Assets, Service Manager Housing Strategy, Energy Officer, and the Equal Opportunities Officer and any comments made have been incorporated into the report Page 193
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Appendix 1: Update of Actions in the LHEES Delivery Plan Action no. Action Action owner Description Target / outcome Update 2026 Building sustainable and climate resilient communities 1.1 Support community-led energy efficiency and adaptation projects. Moray CAN Continue to connect to grant providers, technical assistance, and training opportunities for community groups looking to lead on energy efficiency and adaptation projects in their local areas. 1. Increased number of community- led projects supported, and carbon emissions saved through these projects. 2. Increased community skills and capacity for climate action, measured by workshops attendance or volunteer hours. Commissioning, signposting, capacity-building and connecting groups with delivery partners. Moray CAN have commissioned REAP (2024/25) to carry out energy efficiency work in community buildings across Moray. An area-wide Climate Change Strategy is being developed, together with the Council’s Climate Change Team, which could function as a base for ongoing initiatives. For that purpose, workshops with stakeholders have taken place end of 2025, and finalising the Strategy is now taking place. 1.2 Encourage formation of community energy cooperatives. Moray CAN Encourage the formation of community energy cooperatives, where residents collectively invest in renewable energy projects. Doing so will enhance community resilience, generate 1. Number of new community energy cooperatives established, and MWh of renewable energy generated. 2. Investment attracted by cooperatives from local residents and organisations. Moray CAN supports this through awareness-raising and connections. Though technical development and delivery would sit better with specialist community organisations. They have commissioned Community Energy Moray to raise awareness at community events, sharing information directly with Page 194
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clean energy and empower communities economically and socially. the public and engaging communities on local energy issues. 1.3 Enhance community resilience within local strategic planning. Strategic Planning and Development (SPD) Integrate climate resilience considerations into Moray’s new Local Development Plan. Incorporate green infrastructure, flood resilience measures, and passive cooling strategies to future- proof buildings and communities against the impacts of climate change. 1. Integration of climate resilience measures in new developments. 2. Increased awareness and understanding of climate risks and adaptation measures amongst local planners and developers. LHEES will be cited within the new LDP. New national planning guidance around adaptation and resilience places more emphasis on building design incorporating resilience measures to climate risks such as overheating and flooding. Maximising knowledge and awareness and ensuring certainty of success 2.1 Improve knowledge amongst staff and stakeholders. Moray Council Heads of Service Continue to participate in and facilitate access to relevant training sessions, conferences, workshops and other knowledge sharing events between industry, experts, and council officers to improve knowledge on energy efficiency 1. Increased participation of staff in training sessions and other knowledge sharing events. 2. Improved knowledge and understanding of energy efficiency and heat decarbonisation measures amongst all staff which is kept up to date. 3. Development of internal capacity to support LHEES implementation effectively. Board meetings are taking place regularly, which are attended by Service Managers. Action points related to energy efficiency are discussed. A Leadership Forum in December 2025 focused on Climate Change. A lunch and learn was carried out on solar thermal as a solution to damp problems. This was a collaboration between industry and academics. Page 195
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and heat decarbonisation. 2.2 Undertake education and awareness campaigns Moray CAN Launch public education campaigns to raise awareness about the importance of energy efficiency and sustainable heating practices. Engage schools, community groups, and local media to promote behaviour change and empower individuals to take action in their homes and workplaces. Raise awareness of climate change and build capacity for adaptation and mitigation actions. 1. Increased public awareness of climate change, energy efficiency, sustainable heating practices and the need for behavioural change and action. 2. Demonstrable changes in attitudes and behaviours towards energy conservation and sustainable heating solutions, identified through case studies and surveys. 3. Increased engagement in LHEES initiatives and community-led projects. 4. Members of the public indicate that they feel empowered to take action in their homes and workplaces. This aligns well with Moray CAN’s ongoing engagement, events, communications and community outreach. The website contains information when there are funding opportunities. Moray CAN organised a climate change conference on the 3rd of October 2025, which was attended by nearly a hundred attendees, attracted various high-profile speakers, local organisations and institutes that presented their ongoing work. Moray CAN organised various events in rural areas and invited speakers from Home Energy Scotland (HES) and Cycling UK. 2.3 Ensure retrofitting plans are aligned between Council and Registered Social Landlords Housing & Property Host and participate in joint meeting with Registered Social Landlords (RSLs) to align social housing retrofit plans in the future. 1. Consistency and coherence in retrofitting approaches across Council and RSL building stock. 2. Alignment of decarbonisation engagement approaches to simple communication and encourage tenant buy-in to sustainable solutions. The Local Housing Strategy has been at consultative draft stage since September 2025, and the draft is currently available on the website at: Housing Strategies, Policies and Performance - Moray Council Significant stakeholder engagement was carried out prior Page 196
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to publication of the consultative draft. “LHS Priority 4: Improving property condition and achieving affordable warmth is enabled in all homes” is relevant to LHEES. 2.4 Support research on public attitudes towards renewable technologies in Moray Strategic Planning and Development Support ongoing research at UHI on local public attitudes towards renewable technologies through facilitating interviews, data sharing and provision of expertise. 1. Publication of research findings on public attitudes towards renewable technologies. 2. Development of recommendations based on research findings to inform ongoing Moray LHEES strategy. 3. Increased understanding of public concerns and preferences to guide effective communication and engagement strategies. The Council is supporting a Master of Research project at UHI. This is a longer-term research project which is ongoing. Council officers have been interviewed and are contributing to the research. 2.5 Raise awareness of LHEES in Moray Strategic Planning and Development Undertake engagement sessions with the public and businesses as part of the Local Development Plan development process. 1. Number of engagement sessions conducted with different groups. 2. Increased understanding of LHEES priorities and actions, and enhanced sense of strategy ownership amongst stakeholders, measured by annual pulse survey. 3. Identification of stakeholder concerns and suggestions to inform LHEES development. It is cited within the new LDP and SPD which will be looking to support opportunities for heat networks going forward. Moray CAN Conduct deeper engagement with community representatives, environmental groups, and industry experts can provide Ongoing community engagement, events and communications focused on energy, behaviour change and climate awareness. Page 197
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valuable insights and foster ownership of the strategy among diverse stakeholders. Hosting public forums and workshops to facilitate meaningful dialogue and increase community buy-in. A just transition for the energy system 3.1 Identify communities and workers most impacted by the energy transition UHI Moray Conduct mapping and assessments to understand the specific needs and challenges of communities and workers reliant on industries affected by the transition. 1. Identify communities and workers most impacted by the transition, with detailed profiles and needs assessments. UHI Moray continue to work with stakeholders across the region to identify training and curriculum opportunities related to the energy transition. They are working with Moray Council on a joint Just Transition bid as well as a Growth Deal bid which if it is successful, will deliver new infrastructure to ensure that Moray is best placed to take advantage of the opportunities the energy transition will bring and to support accessible education and training for a sustainable, inclusive economy. UHI Moray proposes to reword this action. 3.2 Establish a Just Transition Fund to support affected Scottish Government Provide a dedicated funding programme in Moray to support infrastructure 1. Increased investment in impacted communities, job creation, reduced reliance on fossil fuels for energy needs, and Progress is being made to submit a moray wide comprehensive bid to the Just Transition Fund. This will include community energy, Page 198
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communities and businesses upgrades, economic diversification initiatives, and community-led projects. diversification of local economies buildings retrofit, and elements of training. 3.3 Promote fair work practices and working standards in the renewable energy sector Scottish Government Facilitate the development of industry-wide agreements on fair wages, trade union recognition, worker safety, and training opportunities in the renewable energy sector. 1. Improved labour standards and working conditions in the renewable energy sector. 2. Workers are incentivised to make the transition. No specific update, works ongoing. Supporting a wellbeing economy, jobs and skills 4.1 Encourage green startups and diversification of existing businesses Business Gateway Moray (BGM) Provide business support to new start- ups and existing businesses in Moray. 1. Increased number of green startups launched and established businesses expanding. 2. Creation of new green jobs in Moray. Business Gateway Moray is demand-responsive to what local businesses request in terms of support and knowledge sharing. There have been minimal enquiries regarding green or sustainable jobs in the past year and a half, however, financial viability of businesses is always relevant, which could be linked to carbon reductions and saving expenditures. 4.2 Provide dedicated support to encourage green business Business Gateway Moray Provide a programme of support to green start-ups and existing businesses, delivering opportunities for 1. Attraction of investment in green businesses and innovations. Business Gateway Moray has been developing a database containing information on local businesses and their characteristics as part of the Community Wealth Building role. Page 199
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development in Moray collaboration and upskilling. Administer green start-up and equipment grants for areas specified as required in Moray. Business Gateway Moray are part of the Moray Workforce Planning Group who recently organised and held an Energy Workforce and Skills Summit. This work is progressing to include developing a routemap for delivery of the outcomes of the summit. BGM regularly refer clients to Business Energy Scotland’ service as they have a loan fund available for ‘green’ purposes. They also have resources and access to an adviser to conduct an audit of the business to provide guidance on energy saving options. Business Energy Scotland · Make your business greener HIE has introduced new criteria that for any business looking for support from HIE they will need to have started their journey to net zero. Businesses are referred to Business Energy Scotland by HIE as the audit can be used for this purpose. 4.3 Improve awareness of job and learning opportunities associated with LHEES Moray Local Employability Partnership / Developing the Young Work with employers and industry associations to connect individuals with green job and 1. Growth in participation in LHEES- related job and learning opportunities. Monitored using enrolment figures in relevant courses, apprenticeships, jobs and training initiatives. A Green Report (Aug 2025) has been distributed, showing a variety of ‘green / sustainability activities’ which took place in 2024 and 2025, organised for youth only. They involved mock interviews, careers Page 200
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Workforce Moray (DYW) learning opportunities. 2. Improved employer engagement. Employers are actively involved in promoting and offering LHEES- related jobs and learning opportunities. 3. Increased awareness of opportunities as surveys demonstrate improved understanding and interest in LHEES career paths. fairs, workplace visits, and similar activities, delivered with employers, through DYW. They covered the following sectors: • Manufacturing • Education • Construction, • Public administration and defence; compulsory social security, • Financial and insurance activities, • Arts, entertainment and recreation, • Electricity, gas, steam and air conditioning supply, Agriculture, forestry and fishing • Professional, scientific and technical activities • Mining and Quarrying • Water supply, sewerage, waste management and remediation activities • Human health and social work activities Business Gateway Moray are part of the Moray Workforce Planning Group who recently organised and held an Energy Workforce and Skills Summit. This work is progressing to include developing a routemap for Page 201
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delivery of the outcomes of the summit. DYW Moray are part of the Local employability partnership (LEP) - Moray Pathways. Therefore, probably makes more sense for future to provide one joined up response from the LEP, as potentially there are other partners that could input on this. Tackling fuel poverty and improving health 5.1 Identify non- domestic buildings with largest potential energy savings Strategic Planning and Development Analyse building data to identify those with the largest heat demands, engage with the building’s owner and propose/support a high-level energy efficiency analysis. These buildings may offer the largest impact from energy efficiency improvements. 1. Top 10% of non-domestic buildings by heat demand identified and initial engagement completed. Due to capacity, this has not yet started and will be done together with GIS manager who will be available from April 2026 onwards. 5.2 Improve building management systems Housing & Property Accelerate ongoing works to improve building management systems in all public buildings where appropriate, to more 1. Improvement in building energy performance in public buildings. The Council has seen an overall reduction in emissions from electricity use, which mainly is the result of the decarbonisation of the national grid, along with energy efficiency improvements such as Page 202
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accurately monitor and improve building performance. LED lighting replacement and the installation of solar panels. LED lighting can reduce electricity consumption by between 40% to 60% compared to older fluorescent bulbs. These last longer and have lower maintenance costs. Replacements have taken place at Council HQ, HQ Annexe, Ashgrove Depot, and Buckie sports pitches. Solar PV projects on the rooftops of Ashgrove Depot, Council HQ, HQ Annexe and Elgin Library are now complete. Further energy and cost reductions could be achieved with the wider rollout of similar spend-to- save projects, particularly through widespread adoption of solar PV panels. 5.3 Conduct ongoing stakeholder engagement with gas and energy networks Strategic Planning and Development Continually engage with SGN and SSEN to ensure effective strategic planning. 1. Energy network infrastructure plans are aligned with LHEES plans and priorities. The engagement SPD has had with SSEN has primarily been through the preparatory work for the Proposed Plan. SPD had an information sharing event in May which SSEN attended and held an Infrastructure Delivery Group (IDG) meeting prior to this which SSEN also attended – the purpose of these was to inform SSEN of the spatial strategy scenarios and potential sites (RAG) so that they Page 203
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could inform SPD if there were any capacity issues, and that interventions / mitigation can be put in place by SSEN (i.e. the infrastructure-first approach advocated by NPF4). The IDG is held every 6 months and SSEN are always invited to these (both Transmission and Distribution). Planning Officer has had meetings with the Climate Change Team over the course of the year with SSEN and also sends the HLA to SSEN to inform them of anticipated build outs. Officers have also been engaging with NESO over their developing plans to future proof the national grid. 5.4 Align existing investment and asset management plans with LHEES Housing & Property Review existing investment and asset management plans to target energy efficiency improvements of buildings within the Council’s portfolio. 1. All existing investment and asset management plans aligned with LHEES objectives. In relation to the Council’s houses, the Council is required to meet standards set by the Scottish Housing Regulator which include energy efficiency requirements and will likely include decarbonisation requirements in the future. In line with Housing Investment Improvement Plan, approved at Committee in May, programmes of work have been developed to bring all properties up to EPC C or better. Page 204
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On site work has commenced with works being undertaken by Council in house delivery (DLO) and external contractors. Works include insulation, heating replacements and kitchen upgrades. All properties which become void will have works undertaken to bring up to EPC C and be in line with Scottish Housing Regulator requirements. 5.5 Create energy efficiency improvement plans for council owned buildings Housing & Property Conduct energy efficiency audits of all relevant council owned buildings and produce improvement plans which demonstrate potential carbon and financial savings. 1. 100% of council owned buildings with energy efficiency improvement plans The aim is to reach EPC rating C or better (B and A). This action is picked up in action 5.4 above. 5.6 Conduct ongoing internal engagement within the Council Strategic Planning and Development Continue to engage with council sections to streamline the approach to delivery of LHEES information and energy reduction strategies. 1. Increased awareness and understanding of LHEES objectives across all relevant council services, measured by pulse surveys. This action is picked up in action 2.1 above 5.7 Understand the decarbonisation Moray CAN Build upon engagement work by identifying and 1. Engagement evidence report produced which will inform future LHEES iterations. No specific update on this. This action point should be passed on to a new action owner as it does Page 205
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plans of large organisations engaging with large organisations which are known to have several properties or a high energy demand, to understand their decarbonisation plans and any support they may require. not reflect the work covered by Moray CAN 5.8 Develop a fund for initial homeowner/ private landlord retrofit surveys Scottish Government Develop a fund for initial retrofit surveys which is accessible to all homeowners and private landlords to remove this initial barrier to action. 1. Funding secured and initial homeowner / private landlord retrofit survey programme launched. No specific update, works ongoing. 5.9 Create retrofit and new build living exemplars and showcase to the public and developers Strategic Planning and Development Develop retrofit and new build exemplar buildings as part of the Moray Growth Deal to demonstrate the potential for fabric retrofit, battery storage, solar PV, insulation, heat pumps, and other innovative measures to work effectively. Host showcase events at the buildings as a 1. Two exemplar buildings completed and showcased to the public and developers. Lessons learned shared to inform future LHEES iterations and national building and planning policy. Dallas Dhu project is an innovative collaboration between Moray Council and Altyre Estate, with Grampian Housing Association and the Glasgow School of Art. Fraser/Livingstone Architects was awarded the contract in early 2023 to design phase one of the Dallas Dhu housing development. Phase 1 of Dallas Dhu consists of 24 affordable homes, 40-bed student accommodation, Custom Build Housing Opportunities (4 serviced plots) and a Housing Innovation Area. Page 206
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learning opportunity for the public and developers. An energy and heating strategy was developed for the 24 affordable houses. Key features of the energy strategy include: -High thermal efficiency across building envelope. -High efficiency heating systems served by exhaust air source head pump technology. -Mechanical ventilation with heat recovery. -High efficiency lighting. -Provision of rooftop solar PVs to meet a portion of the houses’ electricity demand. Design work is underway to develop a ‘mini-masterplan’ and to design 2 housing units within the housing innovation area which will work upon the existing energy strategy and aims to use locally sourced timber and more broadly, try to build the homes without using any concrete or cement or plastics/polythene layers. Opportunities to include retrofit exemplars to be explored in the Just transition retrofit project which is seeking funding. Page 207
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5.10 Review and develop heritage buildings and unconventional construction guidance Strategic Planning and Development Develop user friendly guidance for heritage and unconventional building owners. Consolidate existing resources, explain acceptable improvements, and outline available financial support to empower them to navigate energy efficiency and heat decarbonisation while respecting unique building and site characteristics. 1. Guidance made available for owners of heritage and unconventional building owners. 2. Increase in funding applications (and planning applications where applicable), demonstrating progress in decarbonisation efforts. The topic of wooden windows was raised as appeals were being overturned at Local Review Body (LRB). Since then, there has been a change to permitted development rights so householders can put in more upvc windows in conservation areas than previously Improving the energy efficiency of building 6.1 Promote energy literacy and behavioural change Moray CAN Continue to provide education and resources to empower people to use energy more efficiently and make informed choices about their energy consumption. 1. Increased awareness of energy- saving methods. Moray CAN are tailoring Carbon Literacy training to be more locally relevant, including delivering a sports-focused Carbon Literacy course with Buckie Thistle FC. 6.2 Strengthen healthcare interventions NHS Grampian Ensure healthcare professionals routinely identify and address fuel poverty as a social determinant of 1. Reduced incidence of health problems associated with cold homes. Contacts have been made with a variety of NHS Grampian professionals, such as Head of Health Intelligence & Learning Health Systems (in that capacity also chairing the sustainable city Page 208
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health. Integrate fuel poverty support into medical care and social prescribing programmes. group in Aberdeen), Director of Facilities and Sustainability in NHS Grampian, and Environmental Manager for NHS Grampian. In terms of updates on their work in relation to LHEES, they mainly added that the action point could be made more specific or SMART in order to report to more effectively. 6.3 Increase support for low-income households Scottish Government Implement targeted grants, benefits, and top-ups to energy bills for those most in need. 1. Reduce the number of households in fuel poverty in line with national targets. No specific update, works ongoing. 6.4 Advocate for policy and regulatory change Moray Council Leader Lobby for stronger UK and Scottish government policies to regulate energy prices, reform the energy market, protect vulnerable consumers, and invest in renewable energy solutions. 1. Secure specific policy changes and government funding commitments. No specific update, works ongoing. Engagement with Minister, MPs and MSPs over the just transition funding. 6.5 Invest in research and innovation Strategic Planning and Development Develop and test new technologies and solutions as part of the Moray Growth Deal to make energy more affordable and accessible, particularly for 1. Case studies produced highlighting lessons learned from Moray Growth Deal projects. As part of the Dallas Dhu project, Moray Council has engaged BE-ST (Scotland’s National Innovation Centre for Construction and the Built Environment) to provide expertise and advice throughout the project which will then support future housing developments. Page 209
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vulnerable groups. Compile case studies and present findings to Scottish Government. Decarbonising building heat source 7.1 Designate Moray heat network zones Strategic Planning and Development Designate within local planning policy the heat network zones identified by the Moray LHEES Strategy. Publish statement in accordance with Heat Networks (Scotland) Act 2021 and review in no more than 5 years from date of publication. 1. Heat network zones are designated for Moray, encouraging increased use of this method of heat decarbonisation. 2. Statutory obligations within the Heat Networks (Scotland) Act 2021 are met. The proposed heat network in Elgin is not far enough advanced to designate the area of central Elgin as a heat network zone. The request for formal designation will take place at the appropriate time if the project progresses. Have engaged with officers from LAs who are at a more advanced stage. Heat Network Zones do not have to be designated as part of the LDP setting process but can happen later. 7.2 Identify existing electricity grid capacity to meet heat decarbonisation requirements SSEN Conduct comprehensive assessments of grid capacity and potential upgrades needed to support widespread electrification of heating. 1. Identified areas with sufficient capacity for heat decarbonisation requirements. 2. Need assessment and projected costs of infrastructure upgrades. SSEN and NESO are carrying out consultations on shaping the future of local energy infrastructure. Work ongoing. 7.3 Develop and implement financial incentives for on- Scottish Government Introduce grants, rebates, or tax breaks to encourage homeowners and 1. Increased number of non- domestic properties with heat pumps installed. No specific update, works ongoing. SHG Heat and Energy bill delayed. Page 210
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grid heat pump installations businesses to switch to electric heat pumps. 7.4 Targeted support for low-income households and vulnerable communities Scottish Government Provide additional financial assistance and access to information and resources for low- income households and vulnerable communities transitioning to low- carbon heating solutions. 1. Reduction in fuel poverty. No specific update, works ongoing. 7.5 Facilitate the development and expansion of heat network Scottish Government Provide regulatory support, funding, and technical assistance for communities to establish or expand district heating networks fuelled by renewable sources. 1. Increased number and capacity of heat networks in Moray. No specific update, work through HNSU ongoing. Legislation on heat network licencing, permits and consents being progressed by Scottish Government. 7.6 Facilitate opportunities to advance heat network opportunities in Moray Strategic Planning and Development Collaborate on project development and implementation of heat networks in Moray identified within the LHEES, and as designated as heat network zones. 1. Opportunities to develop heat networks in Moray are realised. Work is progressing on the feasibility studies for heat network in central Elgin. Funded through HNSU, a feasibility study has been carried out and is being complimented by an addendum looking into utilising waste heat, community energy and calculating the costs to buildings of decarbonising their heat without a heat network. This addendum Page 211
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should be completed April 2026 and reported to Council in summer. Page 212
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Appendix 2: Changes to the Delivery Plan Based on the feedback received of various action owners, some of the action points need clarification or alteration. Changes will be agreed with action owners. Suggested changes to the action points at this time are: Number Priority / Action Suggested amendment 1.1 Priority: Building sustainable and climate resilient communities Embed prevention in healthcare pathways (including nature-based solutions) to reduce the need for healthcare where it is avoidable. Reason: Include NHS as an action holder for this priority to include these additional aspects. 1.2 Action: Encourage formation of community energy cooperatives Moray CAN facilitate support such as awareness raising and community engagement, but specialist organisations would take care of implementation. Moray CAN remains an action holder, but explore adding local energy community groups, such as Community Energy Moray and Zero Carbon Moray to this action. Reason: to get input from organisations who are delivering this work. 2.1 and 5.6 Action: 2.1 Improve knowledge amongst staff and stakeholders 5.6: Conduct ongoing internal engagement within the Council Investigate merging or rephrasing the actions. Reason: duplication. 2.3 Action: Ensure retrofitting plans are aligned between Council and Registered Social Landlords Rephrase the action as well as the targets, and align with the Local Housing Strategy, priority 4 (Improving property condition and achieving affordable warmth is enabled in all homes) and its 4 sub-actions. Reason: alignment with other updated strategies. 3.1 Action: Identify communities and workers most impacted by the energy transition Wording of the action could be rephrased to better represent UHI Moray's role in supporting Moray's workforce related to the energy transition. Reason: change of wording. 3.2 Action: Establish a Just Transition Fund to support affected communities and businesses Wording of the action should be rephrased to better reflect its current position (change Establish to Progress). Reason: change of wording. Page 213
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4.3 Action: Improve awareness of job and learning opportunities associated with LHEES Change Action owner to LEP Moray Pathways. Reason: additional clarity and efficiency. 5 Priority: Tackling fuel poverty and improving health Within each individual action point as part of this priority, it should be made clear, if not already, what type of property is meant. Reason: additional clarity and efficiency. 5.2, 5.4 and 5.5 Action: 5.2: Improve building management systems 5.4: Align existing investment and asset management plans with LHEES 5.5: Create energy efficiency improvement plans for council owned buildings Investigate merging or rephrasing the actions. Reason: duplication. 5.3 and 7.2 Action: 5.3: Conduct ongoing stakeholder engagement with gas and energy networks 7.2: Identify existing electricity grid capacity to meet heat decarbonisation requirements Investigate merging or rephrasing the actions. Reason: duplication. 5.4 Action: Align existing investment and asset management plans with LHEES Reference should be made to Scottish Housing Regulator requirements which would link directly to the CC Board Action 1.4 (Achieve Energy Efficiency Standard for Social Housing (EESSH) for all council owned houses) Reason: additional clarity and efficiency. 5.7 Action: Understand the decarbonisation plans of large organisations Moray CAN mainly work with communities and social enterprises. The Climate Change team will investigate if HIE or REAP can take on this role. Reason: to get input from organisations who are delivering this action. 6.2 Action: Strengthen healthcare interventions Various suggestions from NHS to improve the current action point have been made. They will be investigated in due course. Page 214
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Reason: change of wording. 3.2 3.3 5.8 6.3 7.3 7.4 7.5 Action: 3.2: Establish a Just Transition Fund to support affected communities and businesses 3.3: Promote fair work practices and working standards in the renewable energy sector 5.8: Develop a fund for initial homeowner/ private landlord retrofit surveys 6.3: Increase support for low- income households 7.3: Develop and implement financial incentives for on-grid heat pump installations 7.4: Targeted support for low- income households and vulnerable communities 7.5: Facilitate the development and expansion of heat network Action owner is Scottish Government. Work in all cases is ongoing, but will check with Climate Change Board if it is helpful for LHEES to include national information. Reason: additional clarity and efficiency. Page 215
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: June Burnett Contact Email: June.burnett@moray.gov.uk Subject: Tourism Strategy for Moray 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present the draft “Moray Tourism 2036 – Our Ten-Year Strategy” and to seek approval to undertake a 6-week public consultation, alongside partner feedback from the Moray Economic Partnership (MEP). The report also sets out how the Committee will be updated following the conclusion of the consultation. 1.2 This report is submitted to Committee in terms of Section III (F) (28) of the Council’s Scheme of Administration relating to promoting Tourism development in Moray. 2. SUMMARY 2.1 Moray Tourism 2036 – Our Ten-Year Strategy sets out a new place-based and community- powered approach to tourism development over the next decade. 2.2 The Strategy moves beyond destination marketing to focus on stewardship, co-ordination and wellbeing, recognising tourism as a contributor to community prosperity, placemaking, skills, cultural vitality and environmental responsibility rather than a standalone sector. 2.3 The Strategy reflects extensive engagement with businesses, communities and stakeholders across Moray and informed by national policy, evidence and global tourism trends, the strategy responds directly to the strengths, challenges and aspirations of Moray’s businesses and communities. 2.4 The Strategy, Moray Tourism 2036 – Our Ten-Year Strategy, is presented in Appendix 1. 2.5 Alongside the Strategy, three standalone but interlinked documents have been produced to provide supporting context and guidance. These documents – How We Got Here, The 10-Year Strategy Explained and Guidance for Delivery – are included as background papers. Item 15. Page 217
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3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) considers the draft Moray Tourism 2036 – Our Ten-Year Strategy; ii) agrees that the draft Strategy proceed to a 6-week public consultation via Moray Engage; iii) notes that the draft Strategy will also be considered by the Moray Economic Partnership (MEP) both before the consultation period and in nearly final format subsequent to the consultation period; and iv) agrees that a final Strategy, reflecting all consultation and partner feedback, will be reported back to this Committee for approval in June. June Burnett Development Officer 4. BACKGROUND AND CONTEXT 4.1 Tourism is a significant contributor to Moray’s economy, supporting approximately 2,900 jobs and generating an estimated £189 million annually. Moray benefits from strong global brands, including Speyside whisky, golf and heritage assets, alongside a highly loyal domestic visitor market with one of the highest repeat-visit rates in Scotland. 4.2 The previous Tourism in Moray Strategy covered the period to 2025 and has now concluded. In parallel, the Tourism Business Improvement District (TBID), Visit Moray Speyside, was unsuccessful with their renewal ballot in March 2025, resulting in the closure of the BID. Without a destination management organisation (DMO) in place, there is a recognised gap in coordination and promotion of the area. The unsuccessful renewal ballot occurred at the same time as Visit Moray Speyside was in the process of preparing to commission a new tourism strategy, and this work did not progress. 4.3 In response to the conclusion of the previous strategy and the closure of the TBID, Moray Council assumed responsibility for procuring a new long-term tourism strategy. Funding for its development was secured from the UK Shared Prosperity Fund, Highlands & Islands Enterprise (HIE) and Visit Moray & Speyside Ltd to support its development and the tender process completed during August 2025. The Information Report to Council on 3 December 2025 set out the tourism strategy as a key element within the Stage 1 process for considering the potential introduction of a Visitor Levy in Scotland. 4.4 The Strategy has been developed by SCOTO CIC using their industry knowledge, Press Pause® methodology and informed by a three-month engagement programme comprising: • an online survey; • seven area-based workshops; • six themed online forums; and • a strategic business session along with Moray Chamber of Commerce and business members 4.5 More than 300 individuals and organisations contributed over 480 hours of engagement, ensuring the Strategy reflects local capacity, challenges and ambition. Page 218
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4.6 The Strategy aligns strongly with national and local policy, including Scotland Outlook 2030, the Place Principle, community empowerment legislation, responsible tourism priorities, the Moray Economic Strategy, Moray Growth Deal, Moray Climate Strategy, Moray’s Routes, the Local Development Plan and Local Place Plans. 5. PROPOSALS 5.1 Moray Tourism 2036 – Our Ten-Year Strategy provides a clear long-term framework for a place-based, community-powered approach to tourism development across Moray. 5.2 Key elements of the Strategy include: • A Clear Vision • Guiding Principles • Strategic Pillars • Guidance for delivery, including a phased delivery plan 5.3 The Guidance for Delivery is not a defined or fixed pathway. It is guidance providing a practical starting point and a solid foundation that can adapt and evolve over time to reflect emerging priorities, available resources, funding and collaborative approaches. 5.4 Subject to Committee’s agreement, the Strategy will be issued for public consultation to ensure that communities, stakeholders and the wider visitor economy have the opportunity to comment. 5.5 If agreed, a 6-week consultation period will be undertaken using the Council’s established engagement platform, Moray Engage. 5.6 The draft Strategy will also be submitted to the Moray Economic Partnership (MEP) to gather strategic partner feedback both before and after the 6-week consultation period. 5.7 The Strategy will also be used to support the Stage 1 pre-consultation on the potential introduction of a Visitor Levy in Moray. A Tourism Strategy is required at this stage to set out priorities and provide context on the types of activity and investment that could be supported should a levy be taken forward. This ensures the pre-consultation is informed, transparent and aligned. 5.8 At the end of the consultation period, all feedback will be reviewed and incorporated where appropriate. 5.9 A final version of the Strategy will be brought back to this Committee for consideration and approval. 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 Page 219
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Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council assesses support for economic development initiatives on their individual merits, guided by the objectives of facilitating sustainable economic growth and achieving the outcomes set out in the Ten-Year Plan and Corporate Plan. The development of a new Tourism Strategy represents an important step forward for Moray, following the conclusion of the previous strategy in 2025, by providing an up-to-date strategic framework to guide tourism development, partnership working and future decision-making 6.4 Financial Funding will be required to deliver the Strategy. There is no ask of funds from Moray Council, and no funds are currently budgeted within the Council for delivery. A phased delivery model and emphasis on collaboration and partnership working means that funding may potentially be secured through a combination of approaches: • External Funding - applications to appropriate national and regional programmes will be pursued to support implementation. External sources currently administered by the Council which could contribute to aspects of delivery include the Crown Estate Coastal Communities Fund. Some potential sources of bid- based funding include the Regeneration Tourism Infrastructure Fund (RTIF) for suitable projects identified in the Moray’s Routes strategic investment plan, and the National Lottery Heritage Fund. • Blended Model - delivery will rely on a mix of public sector contributions through Page 220
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external grants, partnership funding and contributions, and if ultimately approved by Members, potentially through a visitor levy scheme. • Council Role - the Council may act as lead applicant for certain funding streams where appropriate. • Officer Support - Council officers could potentially play a key role in supporting partners to develop and submit funding applications. In addition, funds may be available from Visit Moray & Speyside Ltd (VMS), where surplus BID funds remain subject to their governance arrangements. Any decision on the use of these funds’ rests entirely with VMS, and it is hoped that a clearer position will be available by the time the final Strategy is reported back to this Committee. It is important to note that the funding landscape evolves quickly. As projects are prioritised, suitable funding opportunities can be sought to support delivery. 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 Identified risks include: • Lack or Loss of Momentum – with limited coordination in place, there is a risk that momentum cannot be built or may be further eroded without early action, leading to a potential decline in stakeholder confidence. • Insufficient Coordination - fragmented efforts could limit impact. • Funding Uncertainty - delivery depends on a blended funding model. Delays or shortfalls in securing funding could stall progress. • Volunteer Fatigue- heavy reliance on community effort without support may reduce capacity. • Digital Visibility Gaps - delay in relaunching Moray’s digital presence risks competitiveness and market visibility. While these risks cannot be removed entirely, they can be mitigated through the guidance for delivery set out in the Strategy which includes interim governance arrangements, phased delivery, early digital relaunch, and clear funding roadmap. 6.6 Staffing Staffing implications at this stage relate to the delivery of the public consultation and the subsequent analysis of feedback. This will require input from both the Economy and Enterprise Team and the Corporate Communications Team. Support from the Economy and Enterprise Team can be accommodated within existing resources, provided current staffing levels are maintained and workload is prioritised Page 221
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accordingly. At the time of writing the Corporate Communications Team does not have capacity within existing resources to support the promotions and communications activity, including press releases, social media content and website updates, however a recruitment process is underway, which may help address some of this capacity gap. Future staffing implications associated with the delivery of the Strategy will be reviewed and reported as required. 6.7 Best Value and Transformation The Strategy promotes collaboration, and supports efficient, place-based delivery. It aligns with Best Value principles by embedding continuous improvement, partnership working, and community empowerment. 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 The Strategy embeds inclusive growth, accessibility, fair work, and community benefit among its core principles. It aims to improve access for all abilities, strengthen local supply chains, and create fair employment opportunities across Moray. An Integrated Impact Assessment will be undertaken prior to the final Strategy being brought back for Committee for approval. 6.11 Climate Change and Biodiversity Impacts Tourism can cause carbon emissions through transport, accommodation etc. The impacts of climate change as well as the impacts of higher tourist numbers can place stress on vulnerable areas of nature and the environment. The environment of Moray is a main factor behind the decision of many to visit the area and to experience the beauty of our coasts, forests and mountains. Stewardship, climate action and nature recovery are integral to the Strategy, supporting Moray’s climate and biodiversity commitments. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations; Chief Financial Officer; Head of Growth, Planning and Climate (Chief Planning Officer); Head of Operations and Environment; Service Manager Legal Services; Service Manager Economy and Enterprise; Service Manager Strategic Planning; Senior Communications Officer and Development and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Moray Tourism 2036 - How we Got Here Moray Tourism 2036 - The 10-Year Strategy Explained Moray Tourism 2036 - Guidance for Delivery Information Report - Development of Visitor Levy Scheme Timeline Page 222
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MORAY TOURISM 2036 Our Ten Year Strategy Connected. Supported. Promoted January 2026 Appendix 1 Page 223
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This document forms the primary and first in the portfolio of four strategic documents: 1.Moray Tourism 2036 - The 10 Year Strategy 2.Moray Tourism 2036 - How We Got Here 3.Moray Tourism 2036 - The 10 Year Strategy Explained 4.Moray Tourism 2036 - Guidance for Delivery 2 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 3 WELCOME TO OUR STRATEGY Contents Moray Tourism 2036 This strategy marks a fundamental rewrite of how tourism is planned, led and experienced across Moray. It is built from community insight, local knowledge and lived experience, ensuring a high- quality visitor experience and that every action begins with and benefits the businesses and people who call Moray home. By appraising local capacity and capability, then centring on inclusion, collaboration and place- based decision making, the strategy champions a model where tourism strengthens local services, supports local enterprise and enhances everyday life and prospects. Success is defined by delivering clear, realistic and lasting benefits for all. Moray Tourism 2036 has been developed through an extensive engagement programme including an online survey, seven area-based Press Pause® workshops, six on-line themed forums, interviews with partner organisations and a strategic meeting with Moray Chamber of Commerce and business members. More than 300 people contributed their time, experience and insight, committing over 480 hours to informing the strategy and articulating a shared ambition for tourism in Moray. Drawing on this lived experience, SCOTO CIC has synthesised these insights into a coherent, place-led tourism strategy that builds on Moray’s distinctive strengths while addressing key gaps and pressures. At its heart is a quiet yet confident narrative that reflects Moray’s people and places, and positions tourism as purposeful, connected and grounded in local reality. Developed in the absence of a formal destination organisation, Moray Tourism 2036 addresses both the what and the how. Early emphasis is placed on re-establishing effective leadership and coordination, strengthening collaboration and enabling a shared narrative for Moray that can be confidently and collectively owned and amplified. This Strategy is aligned with national, regional and local priorities for sustainable economic growth, climate responsibility and community wellbeing. It supports wider ambitions to strengthen Moray’s economy, protect and enhance its natural and cultural assets, and ensure that growth delivers lasting benefit for people and place. Tourism is positioned not as a standalone sector, but as a contributor to wider outcomes across enterprise, skills, culture, land, nature and communities. Fundamentally, the strategy calls for a shift in mindset away from tourism as something that simply happens in Moray, towards an approach that is shaped with Moray. Collaboration is central, bringing communities, businesses and partners together around shared priorities and a clear understanding of what success looks like. 3 WELCOME TO OUR STRATEGY 4 OUR TOURISM STRATEGY ROOTED IN MORAY’S IDENTITY 6 A STRATEGY FOCUSED ON PEOPLE, PLACES & PURPOSE 9 THE OPPORTUNITY 10 WHAT IS HOLDING MORAY BACK? 14 THE CASE FOR CHANGE 16 OUR SIX STRATEGIC PILLARS 18 OUR PRIORITY MARKETS 20 MORAY’S EXPERIENCE CLUSTERS 22 COLLABORATIVE MARKETING & PRODUCT DEVELOPMENT 23 GUIDANCE FOR DELIVERY 24 OUR STRATEGIC FRAMEWORK 26 OUR EIGHT DELIVERY FRAMEWORKS 27 OUR PHASED DELIVERY PLAN 28 MEASURING OUR SUCCESS 30 MORAY SPEAKING FOR ITSELF Page 224
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MORAY SPEAKING FOR ITSELF “MORAY ISN’T LOUD – IT WHISPERS. BUT IF YOU LISTEN CLOSELY, IT TELLS THE KIND OF STORY THAT STAYS WITH YOU...” Moray stands at an important moment. Following the closure of Visit Moray Speyside in 2025, stakeholders across the region; communities, volunteers, businesses, land managers, cultural organisations and national partners, voiced a unified message: Moray has enormous potential, but its strengths are not yet connected, coordinated or confidently communicated. “Moray isn’t loud – it whispers. But if you listen closely, it tells the kind of story that stays with you...” Moray is not Scotland’s loudest destination and that is part of its charm, and its strength. It is a place to slow down, delve deeper and return often. A place where people, nature and culture flourish together and where visiting feels like a privilege. Moray does not demand attention. It earns it. Slowly, warmly, deeply. This shared narrative becomes the anchor for how Moray speaks to Scotland, the UK and the world - just as importantly, how the people of Moray speak about themselves with confidence and pride. This tourism strategy is grounded in a narrative that reflects Moray as it truly is: Welcoming towns and villages Creative communities and deep heritage Calm, restorative landscapes Exceptional craftsmanship in whisky and food Quiet excellence and authenticity 4 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Moray Tourism 2036 | The 10 Year Strategy | 5 Page 225
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A STRATEGY FOCUSED ON PEOPLE, PLACES & PURPOSE Moray Tourism 2036 focuses on strengthening connection between visitors, communities, businesses and places; providing practical support for those shaping the visitor experience; and promoting Moray through a clear, shared narrative that can be confidently communicated by all. This vision is rooted in: • Community empowerment • The wellbeing economy • Stewardship, responsibility and sustainability • Collaboration and partnership • Pride of place OUR MISSION The mission for the next decade is: To build a joined-up, inclusive and resilient visitor economy rooted in local identity, community involvement, meaningful local benefit and environmental stewardship, enabling every enterprise and place in Moray to contribute confidently to a shared story and shared prosperity. OUR VALUES This vision and mission reflect Moray’s desire to be: • Balanced — growing shoulder seasons, not summer pressure, encouraging dispersal across the destination, respecting local capacity and capability • Connected — linking coast and mountains, whisky and culture, nature and towns into one living story • Fair — offering fair work and ensuring communities, volunteers and small enterprises feel real benefit • Creative — celebrating Moray’s makers, languages, heritage and festivals • Caring — protecting the landscapes, wildlife, coastlines and communities that define the region • Confident — presenting a clearer, bolder narrative of who Moray is and connecting with our neighbouring destinations where visitors originate from OUR VISION By 2036, Moray will be recognised as a leading example of place-based, community-powered, responsible tourism. A place where outstanding global brands and local enterprise thrive together and tourism enriches local life, strengthens communities, enhances and celebrates nature and culture, and offers visitors meaningful experiences across all seasons. 6 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Moray Tourism 2036 | The 10 Year Strategy | 7 Page 226
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OUR GUIDING PRINCIPLES MORAY’S GUIDING PRINCIPLES: SHAPING DECISIONS AND ACTION A Joined-Up Place Led Proposition - Connecting Moray’s hidden assets with its global brands; linking place and people as one coherent destination. - A collegiate, agile and transparent destination management model that represents businesses, communities, global brands and volunteer groups. A Renewed Place Narrative - Rooted in Moray’s landscapes, people, culture, creativity, and contrasts. - A strong, place-rooted, cohesive story guides how Moray presents itself and how businesses and communities collaborate translating into authentic memorable. experiences. A Confident Foundation For Enterprise And Prosperity - Creating an environment for enterprise to invest and grow with clarity and confidence. - Tourism empowers businesses and communities to invest with confidence, supporting fair work, skills and a resilient workforce. A W ellbeing Economy Lens - Tourism as a driver of local pride, resilience, and fair work balancing people, places and profit. - Tourism growth should be supported by the essential infrastructure that serves both residents and visitors. Communities As Partners Not Spectators - Recognising local organisations, charities, social enterprises and volunteers as essential contributors. - Visitors feel connected through authentic, placebased experiences developed collaboratively and delivered by proud local people. Stewardship First - Tourism that strengthens everyday life, protects Moray’s landscapes and delivers long- term value for communities, businesses and visitors. - Growth is paced to local capacity, with investment in infrastructure, environment and visitor management coming before promotion. THE OPPORTUNITY Available STEAM data which is modelled year on year highlights that Tourism in Moray already contributes: The latest VisitScotland visitor survey suggests Moray enjoys Scotland’s highest repeat-visit rate (91%). This loyalty is a remarkable asset. Tourism is clearly an established and important part of the local economy although what remains unknown is how much of that spend stays in the local economy, how many jobs are living wage and permanent jobs, and what motivates the repeat visits. Moray Tourism 2036 provides the platform for ensuring tourism doesn’t just happen in Moray, but brings tangible benefits to the people, businesses and communities of Moray and is a net contributor and not a net extractor. 2,900 jobs stable across several years £189m in annual economic value 8 | Moray Tourism 2036 | The 10 Year Strategy Based on the extensive engagement from businesses, communities and key stakeholders the strategy focuses on six guiding principles. These build on current capacity, capability and lived experience and set a renewed place-based framework for growth and prosperity. Moray Tourism 2036 | The 10 Year Strategy | 9 Page 227
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WHAT IS HOLDING MORAY BACK? MORAY’S EVOLVING PLACE W ITHIN SCOTLAND’S TOURISM LANDSCAPE Moray has for many years been largely subsumed by wider tourism geographies and consequently has been on the fringe – on the edge of the Highlands, of Aberdeen and Aberdeenshire and of the Cairngorms National Park. Some domestic visitors are deeply aware of Moray’s appeal and return regularly, often through family connections or long-standing relationships with the area. High-end international visitors, particularly those exploring Scotland’s whisky, golf and country sports offer, do arrive in Moray, but frequently as part of a wider itinerary, with relatively limited dwell time. For most others Moray is easily bypassed whether heading north to Inverness, the NC500 and the west highlands or stopping short at Cairngorms or Aberdeenshire and not venturing that bit further. For many. Moray remains less visible, less understood and less clearly defined as a destination in its own right. A STRUCTURAL GAP IN DESTINATION LEADERSHIP AND COORDINATION These challenges have been amplified by the closure of Visit Moray Speyside following the unsuccessful renewal ballot for the Tourism BID in March 2025. While cohesive destination management was emerging, the loss of the Destination Marketing Organisation has created a significant gap in leadership, coordination and collaboration. Destination marketing activity has largely ceased, established digital platforms are no longer proactively managed, and there is no focal point for collective action, engagement with the travel trade or joined-up promotion. Events and initiatives continue to take place, but without a shared framework to connect effort, resources or impact DESTINATION COMPETENCE A locally led, place based SCOTO Press Pause® appraisal of Moray’s destination competence highlighted these issues clearly. Exploring 20 criteria across 13 communities and their hinterland and drawing on lived experience and local perception, the appraisal explored how Moray’s many places currently “do tourism”, identifying strengths and catalysts for growth alongside gaps and weaknesses that limit destination readiness. Each criterion is scored through facilitated conversation as a red, amber or green. Red indicates a major weakness - the criteria doesn’t exist or is not functioning. Amber indicates where improvement is needed and green suggests all is well and this is a local strength. The findings consistently pointed to issues of capacity, capability, coordination and collaboration, rather than shortcomings in the quality of Moray’s offer. Refer to Moray Tourism 2036 - How We Got Here 10 | Moray Tourism 2036 | The 10 Year Strategy “THE FINDINGS CONSISTENTLY POINTED TO ISSUES OF CAPACITY, CAPABILITY, COORDINATION AND COLLABORATION, RATHER THAN SHORTCOMINGS IN THE QUALITY OF MORAY’S OFFER.” Moray Tourism 2036 | The 10 Year Strategy | 11 Page 228
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TOURISM TRADITION Deep-rooted hospitality and heritage tradition with a contrasting mix of coastal holiday parks fishing villages and traditional hunting, shooting, fishing, golf and whisky – however, not cohesive and underpromoted ARTS, CULTURE & HERITAGE High-quality and notable historic connections and experiences; active arts scene; current notable investment programme; under-promoted W ILDLIFE & NATURE High-quality coastal, river and woodland habitats with excellent trails and wildlife spotting opportunities; dark skies exceptional; under- promoted FEATURES & ATTRACTIONS A decent range of significant natural and built features of interest and attractions – under- promoted and not joined up VISITOR ACCOMMODATION Quality has been improving; notably holiday parks on coast; lost some self-catering units; limited luxury/group options for travel trade; major impact on availability from demand for workers FOOD & DRINK High-quality local produce; extensive distillery- related experiences; good day time café culture; limited fine dining and evening options EVENTS & FESTIVALS Vibrant local community-based events: some long- standing region-wide activity which helps stimulate collaboration; lack of a joined-up calendar of events and programming MAKERS & PRODUCERS Good base across the region with art and food producers; NEOS annual event and a range of galleries and craft shops in town and villages but overall lack of consistency TRAVEL & CONNECTIVITY Patchy public transport for visitors to move around especially in rural areas; M-Connect has improved; good rail access in Elgin and Keith linking to Inverness and Aberdeen; very limited taxi options RETAIL Strong luxury shopping offer in a few locations; strong independent retail offer in smaller towns; Elgin lagging with several empty units in the centre AMENITIES & INFRASTRUCTURE Good availability of basic services and amenities across the region. Visitor infrastructure is ageing and uneven across the towns; car park charging in some but not all locations; toilets are a key concern COMMUNITY ASSETS Impressive volunteer led portfolio in key locations – eg Forres, Cullen, Findhorn and the Cabrach; less evident in other locations; significant potential PEOPLE & PLAYERS Key locations enjoy dedicated, creative, resilient volunteer activity but fatigue issues evident in many communities; demise of VMS has left a vital leadership gap and opportunity SENSE OF PLACE Strong locally in general but fragmented regionally; several places and place names not well known or understood outwith the region; Moray is a relatively new entity and does not yet have a cohesive identity ACTIVITIES & EXPERIENCES Strong potential for varied water and land-based activities and emerging focus on agritourism experiences; weak coordination, packaging and visibility VISITOR INFO & SIGNAGE Universal frustration with inconsistency; several examples of community led visitor information provision filling gaps and offering potential; signage is generally poor and inconsistent DIGITAL PRESENCE & MARKETING Some strong local platforms and individual business activity; major concern that VMS digital presence is still live but no longer proactively managed and its future is unknown CLIMATE ACTION Mixed EV roll out, reliability and awareness – needs coordination; only some towns and communities have climate action plans; no entries on the Tourism Cares map, 20 Green Tourism accredited accommodation providers and attractions in Moray INCLUSION & ACCESSIBILITY Minimal all-access and inclusion provision/ welcome; scope for region wide approach and collaborations/itineraries DESTINATION COLLABORATION Major structural gap especially since VMS closure; concern VMS model wasn’t inclusive for community interests; collaboration within individual towns/ communities is inconsistent and is weak across Moray SCOTO PRESS PAUSE® DESTINATION COMPETENCE APPRAISAL Local strength Improvement needed Major weakness COMPETENCY RATING 12 | Moray Tourism 2036 | The 10 Year Strategy Moray Place by Place Press Pause® Destination Competency Appraisal 2025 Moray Tourism 2036 | The 10 Year Strategy | 13 Page 229
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THE CASE FOR CHANGE OUR CORE INSIGHT When time is taken to understand Moray, it becomes clear that the region already has the core ingredients of a compelling destination. Moray has a long-standing tradition of tourism and hospitality, a strong sense of place at a local level, and a rich mix of natural, cultural and heritage assets that are intrinsic to the area and deeply valued by those who live and work here. Across Moray’s towns, villages and landscapes there are notable strengths in tourism tradition, arts, culture and heritage, wildlife and nature. The area offers a diverse and contrasting mix of coastal holiday parks, beaches and fishing harbours, rural towns and villages, rivers and forests, hills and mountains, traditional country sports, golf and a globally recognised whisky sector. Moray benefits from exceptional building blocks that do not need to be created or imported. Its landscapes are calm and restorative, its food and drink offer is of high quality, its cultural and creative endeavour is active and evolving, and its communities demonstrate strong volunteer effort, pride of place and commitment to welcoming visitors. Moray is therefore a destination which has exceptional assets across its geography, but it is currently on the fringe, is under-connected, under- promoted and under-supported. A destination which lacks its own cohesive and coherent narrative and identity of its own. Inspiration and information are inconsistent across the visitor journey, and there is no clear, shared narrative to help visitors understand how Moray fits together as a place to explore, stay and return to. Moray’s key weaknesses therefore lie not in what if offers but in how it operates and how it presents itself to the outside world. While collaboration within some towns and communities is strong, collaboration between communities, and between local interests and external partners, is uneven and often limited. Addressing these gaps requires a new, place-led approach to leadership and collaboration, enabling Moray to connect its assets, build confidence and function as a coherent destination in its own right offering an authentic and high-quality visitor experience. MORAY’S REGIONAL IDENTITY Engagement revealed practical tension rather than deep division around how Moray is presented. Businesses often favour Moray Speyside for its whisky equity, international recognition and digital search value, while residents and community groups tend to prefer Moray for its inclusivity, simplicity and alignment with the council area. This strategy moves beyond the debate by positioning Moray as the unifying regional identity, recognising Speyside as one globally recognised strand within a broader, more diverse destination story. Positioning Speyside alongside Moray’s Coast, Heritage, Culture, Nature and Warm Community Spirit within a single, cohesive brand allows the strategy to honour world-renowned strengths without any single theme dominating, offering visitors multiple ways to discover and engage while reflecting the region’s genuine diversity. EVIDENCING THE VALUE OF TOURISM IN MORAY While available data provides a strong picture of Moray’s domestic and repeat visitor markets, there is currently limited and inconsistent data relating specifically to premium and international visitors. Much of what is understood about these markets is drawn from proxy indicators such as whisky tourism, golf, country sports and high-end retail, alongside anecdotal evidence from businesses and lived experience rather than robust, destination- level intelligence. This data gap limits Moray’s ability to clearly evidence the scale, behaviour and value of premium and international travel, reinforcing the need for improved data capture, shared insight and stronger connections with the travel trade as part of the Strategy’s early actions. Moreover, the data that does exist is modelled and is limited to the ‘size’ of tourism in terms of footfall, overnight stays and spend whereas data that demonstrates how tourism is benefitting Moray’s communities, businesses and environment will ensure it is perceived as a force for good. LOCAL AMBITION AND READINESS FOR CHANGE Realistic optimism was evidenced across all stakeholder engagement. There is confidence in Moray and stakeholders are seeking destination leadership, a joined-up game plan, an enabling framework for enterprise, investment and growth, a clear, consistent and compelling narrative, and investment in destination coordination and collaboration. W HY CHANGE IS NEEDED NOW Moray is entering a period of renewed opportunity. Strategic public and private investment are underway and increasingly focused on place, infrastructure, culture, food and drink and visitor experience. In addition, Moray is home to several globally recognised brands whose reach and reputation contribute to the area’s international profile and appeal. This Strategy seeks to better integrate these global assets with Moray’s wider visitor economy, strengthening connections with local businesses, food and drink producers, cultural organisations and communities. Better connecting these assets and enterprises offers the potential to translate global appeal into more locally rooted benefit. Together, these factors make clear that Moray does not need to reinvent itself as a destination. What is required is a new, place-led approach to leadership, collaboration and storytelling— one that connects Moray’s existing assets, people and ambition into a coherent and confident whole, and ensures tourism works for Moray rather than simply happening to it. The key to unlocking Moray’s future and realising its potential as a distinct destination in Scotland lies with the people and the businesses of Moray coming together with one voice and one game plan. 14 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - How We Got Here Moray Tourism 2036 | The 10 Year Strategy | 15 Page 230
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OUR SIX STRATEGIC PILLARS THE HEART OF THE STRATEGY – W HAT W E FOCUS ON Six principles translate Moray’s shared values into practical behaviours that will guide decision- making, investment, product development and leadership over the next decade. They reflect local lived experience while aligning with the national shift toward value-led, place- based and wellbeing-focused tourism set out in Scotland Outlook 2030 and related strategies. MORAY’S PILLARS FOR ACTION Leadership & Coordination - A light-touch, inclusive, enabling model that reconnects and drives Moray. - Purpose Rebuild inclusive, trusted destination leadership. - Early Priorities Establish Tourism Leadership Group; interim coordination team; strategic partnerships. - Outcome by 2036 A sustainable, community- rooted destination body with clear accountability. Identity, Brand & Promotion - A compelling narrative that ties Moray’s places and assets together to inspire responsible visits that resonate and connect. - Purpose Create a clear, shared narrative for Moray. - Early Priorities Agree core story; stabilise digital presence; unified events calendar. - Outcome by 2036 A confident, coherent identity consistently communicated by all. Enterprise & Investment - An inspirational framework to support Moray’s enterprises, people and places to grow with confidence and purpose. - Purpose Enable local enterprise to grow with confidence and purpose. - Early Priorities Support bookable experiences; strengthen local supply chains; skills and fair work focus. - Outcome by 2036 A resilient, diverse visitor economy rooted in local benefit. Community Benefit & Resilience - Meaningful connection between visitors, communities and enterprise empowering Moray’s people and places to flourish. - Purpose Ensure tourism strengthens everyday life in Moray. - Early Priorities Community- led priorities; smallscale enabling investments; volunteer support. - Outcome by 2036 Visible social, cultural and economic benefit for communities. Visitor Experience & Dispersal - Shaping Moray’s visitor offer to support responsible growth, dispersal and year-round value. - Purpose Shape responsible, year round visitor experiences. - Early Priorities Develop themed clusters; improve information and wayfinding; encourage longer stays. - Outcome by 2036 Longer stays, wider dispersal and deeper visitor engagement. Environment & Infrastructure - Strategic investment that enables connectivity and protects place and the planet. - Purpose Protect place while enabling responsible access. - Early Priorities Improve core infrastructure; visitor management; climate-aware investment. - Outcome by 2036 Healthy environments, reduced pressure points and long-term resilience. The Moray Pillars for Action reflect local lived experience while aligning with the national shift toward value-led, place-based and wellbeing- focused tourism set out in Scotland Outlook 2030 and related strategies. 16 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Refer to Moray Tourism 2036 - The Ten Year Strategy Explained Moray Tourism 2036 | The 10 Year Strategy | 17 Page 231
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OUR PRIORITY MARKETS OUR PRIORITY MARKETS PRIORITY SEGMENTS Four priority segments reflect the duality of Moray’s current visitor profile, local aspirations and national opportunity. PRIORITY SEGMENTS SEGMENTS W HO THEY ARE Slow Adventurers & Nature Seekers Domestic and short-haul visitors who choose low-impact, slower-paced travel drawn by wildlife, coast, rivers, dark skies and outdoors Encourages shoulder-season travel, dispersed exploration and stewardship-led experiences Families & Multi-Generational Families, often visiting friends and relatives (VFR) and repeat trips seeking safe, accessible places and shared experiences in towns, villages and along the coast Supports year-round value in local services and facilities, especially in towns and smaller communities Premium International & Specialist Interests High-value, low volume travellers (notably North America/Europe) seeking bespoke whisky, golf, fishing and country sport experiences Focuses on premium curated itineraries featuring local produce and experiences with local small-scale operators Culture & Heritage Explorers Visitors motivated by history, archaeology, arts & festivals Drives longer dwell time and deeper engagement with Moray’s heritage, culture and creative economy W HY IT MATTERS FOR MORAY/ OPPORTUNITIES FOR MORAY 18 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - The Ten Year Strategy Explained Moray Tourism 2036 | The 10 Year Strategy | 19 Available data suggests Moray’s visitor economy is shaped by: • Strong domestic demand • High repeat visitation • Deep emotional attachment to place However, lived experience confirms that Moray also enjoys a significant premium international market linked to whisky, golf, country sports and specialist retail. These combine as a dual market profile creating valuable opportunities to focus less on volume and more on value, quality and year-round local benefit. MORAY’S DUAL MARKET Domestic, repeat, experience-seeking visitors Families, couples and individuals plus people visiting friends and relatives who value the great outdoors, heritage, authenticity and calm. Opportunity: longer stays and deeper engagement. High-spend, low-volume visitors linked to whisky, golf, heritage and curated experiences. Opportunity: premium itineraries and stronger local supply chains. Premium, international and specialist interests Core Market Core Market OTHER IMPORTANT SEGMENTS Touring Visitors Often pass through on wider Scottish itineraries. Opportunity: convert pass-through to overnight stays. Business & Extended Stays Temporary workers and events & training visitors extending their stays. Opportunity: enhanced mid-week stays, leisure and town-based spend. Page 232
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MORAY’S EXPERIENCE CLUSTERS HOW OUR VISITORS EXPERIENCE MORAY Moray’s diverse offer can be organised into five interconnected “experience clusters”. These are not campaigns but structural foundations that reflect the region’s identity pillars and relevance to the priority segments. These provide the basis for product development and infrastructure investment. Each cluster is designed to: Drive shoulder season growth Connect communities, businesses and assets Strengthen and join up what Moray already does well Fill gaps evident from engagement Spark entrepreneurial ideas Support micro-businesses and community groups Align with the new narrative for Moray 20 | Moray Tourism 2036 | The 10 Year Strategy EXPERIENCE CLUSTER W HY IT MATTERS PRIORITIES COASTS, HARBOURS AND MARINE LIFE The coast is Moray’s most distinctive asset but remains underpromoted and underinterpreted 1. Moray Coastal Trail Enhancement 2. Coastal Wellbeing and Watersports 3. Harbours as Story Hubs 4. Marine Wildlife Experiences 5. Coastal Accessibility Whisky is the global anchor but its connection to place, people, food and heritage in Moray is underdeveloped 1. Whisky Villages Experience 2. Taste of Moray Trail 3. Maker & Craft Routes 4 Premium Story-Rich Offer 5. Community Connections Moray’s historical and cultural depth is exceptional but poorly connected across the destination and modestly promoted 1. Moray Stories Network 2. Heritage Trail Network 3. Creative Moray Programme 4. Cultural Events Calendar 5. Interpretation Upgrades NATURE, OUTDOORS & W ELLBEING Moray’s resources for outdoor activities on land and water are significant but underdeveloped, underpromoted and underconnected. Golf and Country Sports are at a premium level but offered in isolation to the wider Moray offer 1. Dark Skies & Northern Lights 2. Trail Experiences 3. Wellbeing Moray 4. Moray ‘More Than’ Golf & Country Sport Days 5. Wildlife & Conservation 6. Accessible Infrastructure TOW NS, VILLAGES & COMMUNITIES Strong identities and considerable volunteer effort, but towns and villages feel ‘invisible’. Communities want visibility, pride and revitalisation 1. Town Story Maps 2. Community Experience Programme 3. Town Centre Regeneration Alignment 4. Local Walks and Trails 5. Visitor Services Support OUR EXPERIENCE CLUSTERS EXPLAINED W HISKY, FOOD, DRINK AND CRAFTMANSHIP HERITAGE CULTURE & CREATIVITY Moray Tourism 2036 | The 10 Year Strategy | 21 Page 233
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COLLABORATIVE MARKETING AND PRODUCT DEVELOPMENT GUIDANCE FOR DELIVERY How We Promote and Package Moray PRIORITY THEMES Moray already demonstrates strong collaboration through its signature events, festivals and place- based initiatives. These activities provide a solid foundation for developing more joined-up products, shared storytelling and coordinated promotion that can strengthen Moray’s offer, extend the season and support wider dispersal. The following collaborative themes are not new attractions, but ways of connecting existing strengths, enabling communities, businesses and partners to work together around shared narratives and experiences, and collaborative product development. HOW W E MAKE THIS HAPPEN In the absence of a destination organisation, Guidance for Delivery is provided to support the initial steps and set out a road map that can evolve as momentum builds. Delivery of Moray Tourism 2036 will be phased, partnership-led and responsive to Moray’s capacity and context. Actions will build on existing strengths, collaborations and initiatives, supported by Guidance for Delivery that sets out priorities, roles and sequencing in more detail. This approach ensures the Strategy is current, practical and adaptable whilst focusing on long-term impact. A LEADERSHIP STRUCTURE Given the current void in leadership, a phased approach to establishing a new and agile destination leadership and collaboration structure is set out. The first priority is inviting interest in creating a lean and agile tourism leadership group(TLG) comprising a small cohort of local industry leaders who represent the breadth of the offer and geography. This TLG will provide the voice of the industry and lead the scoping and transition to a robust and sustainable destination leadership structure for Moray which will provide an authoritative and cohesive industry overview as this strategy is implemented in full. In parallel a Moray Strategic Tourism Partnership (STP) is proposed bringing the TLG together with key agency and support players, notably but not restricted to the council, VisitScotland, Highlands and Islands Enterprise, CNPA, FSB, Business Gateway, DYW and the Moray Chamber of Commerce. This partnership will champion Moray Tourism 2036 and growth of the visitor economy. In the early stages the STP is where strategic priorities will be agreed, support mechanisms developed, and new opportunities harnessed. Its inter-relationship with and involvement in the new destination leadership structure will be reviewed over time. A forum structure is then recommended to ensure geographic and themed interests have robust mechanisms to engage in tourism policy, activity and decision making. A BLENDED FUNDING MODEL Scotland’s destination organisations are funded through many different mechanisms. In Moray a blended model is recommended drawing funds from a range of sources and evolving over time, ensuring businesses, agencies and communities can readily engage and have a voice. This blended model acknowledges the limitations the previous BID and any membership model provides where it focuses on the interests of members rather than the destination as an entity. Moray Council has begun the pre-consultation stage on a potential Visitor Levy. This is an initial stage only, and no decisions have been taken; the levy may or may not progress. This Strategy neither assumes nor proposes a Visitor Levy. If a levy were ever to be introduced, it could form one of several potential funding sources to help support the long- term delivery of elements of this Strategy. MORAY TOURISM LEADERSHIP GROUP Tourism Industry Leadership Group Transitions To Become New DMMO MORAY STRATEGIC TOURISM PARTNERSHIP TLG/DMMO Agency Partners (MC, VS, HIE, CNPA) Industry (MCC) Support Partners (FSB, BG, DYW ) MORAY TOURISM FORUMS Themed - Heritage, Food & Drink, Outdoor Activities, Events and Festivals Place Based - Moray Communities SPIRIT OF SPEYSIDE – FROM FESTIVAL TO CONNECTED W HISKY EXPERIENCES Building on the festival’s success to link distilleries with food, accommodation, heritage and communities, encouraging longer stays and deeper exploration across Moray. ARTS & CULTURE – CONNECTING CREATIVE MORAY Bringing together festivals, makers, venues and contemporary culture through shared storytelling and seasonal programming to strengthen visibility and local creative economies. MORAY W ALKING & OUTDOOR FESTIVAL – SHARED EXPERIENCES, YEAR-ROUND VALUE Expanding collaborative walking, outdoor and wellbeing experiences that support slower travel, wider dispersal and off- peak visitation. TOURS & TRAILS – JOINED-UP JOURNEYS ACROSS MORAY Connecting coast, heritage, food and drink, nature and communities into trails presenting coherent themed journeys that make Moray easier to explore and give reasons to stay longer. GOLF – CONNECTING BEYOND THE COURSE Extending golf visits by linking courses and the timing of the golf experience with local food, culture, landscape and other outdoor experiences to deliver higher value and broader local benefit. 22 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - Guidance for Delivery Moray Tourism 2036 | The 10 Year Strategy | 23 Page 234
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Our Vision: By 2036, Moray will be recognised as a leading example of place-based, community powered, responsible tourism. A place where outstanding global brands and local enterprise thrive together and tourism enriches local life, strengthens communities, enhances and celebrates nature and culture, and offers visitors meaningful experiences across all seasons. OUR STRATEGIC FRAMEWORK 2026-36 OUR GUIDING PRINCIPLES A JOINED-UP PLACE LED PROPOSITION A RENEW ED PLACE NARRATIVE A CONFIDENT FOUNDATION FOR ENTERPRISE AND PROSPERITY A W ELLBEING ECONOMY LENS COMMUNITIES AS PARTNERS NOT SPECTATORS STEWARDSHIP FIRST Connecting Moray’s hidden assets with its global brands/ linking place and people as one coherent destination Principles What matters Our approach A collegiate, agile and transparent destination management model that represents businesses, communities, global brands and volunteer groups Rooted in Moray’s landscape, people, culture, creativity and contrasts A strong, place- rooted cohesive story guides how Moray presents itself and how businesses and communities collaborate translating into authentic memorable experiences Creating an environment for enterprise to invest and grow with clarity and confidence Tourism empowers businesses and communities to invest with confidence, supporting fair work, skills and resilient workforce Tourism as a driver of local pride, resilience, and fair work balancing people, places and profit Tourism growth should be supported by the essential infrastructure that serves both residents and visitors Recognising local organisations, charities, social enterprises and volunteers as essential contributors Visitors feel connected through authentic, place-based experiences developed collaboratively and delivered by proud local people Tourism that strengthens everyday life, protects Moray’s landscapes and delivers long- term value for communities, businesses and visitors Growth is paced to local capacity, with investment in infrastructure, environment and visitor management coming before promotion OUR DELIVERY FRAMEW ORKS DESTINATION LEADERSHIP IN MORAY 5 Delivery Charters DESTINATION COLLABORATION & EARLY ACTIONS IN MORAY MORAY’S IDENTITY BRAND AND PROMOTION ENTERPRISE AND INVESTMENT IN MORAY COMMUNITY BENEFIT AND RESILIENCE ACROSS MORAY MORAY’S PRODUCT AND EXPERIENCE CLUSTERS INFRASTRUCTURE INVESTMENT IN MORAY CLIMATE, NATURE STEWARDSHIP IN MORAY What we will doOUR PILLARS FOR ACTION Destination Leadership & Coordination A light-touch, inclusive, enabling model that reconnects and drives Moray Identity, Brand & Promotion A compelling narrative that ties Moray’s places and assets together to inspire responsible visits that resonate & connect Enterprise & Investment An inspirational framework to support Moray’s enterprises, people and places to grow with confidence and purpose Community Benefit & Resilience Meaningful connections between visitors, communities & enterprise empowering Moray’s people & places to flourish Visitors Experience & Dispersal Shaping Moray’s visitor offer to support responsible growth, dispersal and year-round value Environment & Infrastructure Strategic investment that enables connectivity and protects place and the planet Our priorities 24 | Moray Tourism 2036 | The 10 Year Strategy OUR STRATEGIC FRAMEW ORK 2026-36 HOW W E ORGANISE DELIVERY Eight delivery frameworks are provided to guide the implementation of this strategy and ensure a clear and robust road map is in place which can be amended and will evolve as time progresses. At its core Moray Tourism 2036 provides a strategic framework for • A two-year transition towards new destination leadership and governance Co-designing an inclusive leadership model with strategic partners. • An immediate focus on collaborative marketing and product development Encouraging greater collaboration around Moray’s current strengths to elevate the offer and energise the players. • A living, agile strategy Designed to adapt, responsive to the priorities of Moray and its businesses and communities over time. Moray Tourism 2036 | The 10 Year Strategy | 25 Page 235
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1. Destination leadership in Moray Leadership, Partnerships & Governance Creating a connected, confident and collaborative model for destination development, management and promotion Phased implementation A phased approach that builds confidence, capacity and momentum Measurement Tracking what matters — and demonstrating value to communities Resourcing A fair, transparent and sustainable funding approach Monitoring Review and Refresh Cycles A living strategy guided by real data and real voices. 2. Destination collaboration and early actions in Moray To build momentum, confidence and connection across Moray’s visitor economy by enabling practical, inclusive and place-based collaboration from the outset of the strategy. 3. Moray’s identity, brand & promotion To create a clear, confident and authentic identity for Moray that reflects its people, places and stories while ensuring the region is visible and discoverable to audiences aligned with its values. 4. Enterprise & investment in Moray To strengthen Moray’s visitor economy as a driver of inclusive, place-based economic growth by supporting enterprises to adapt, collaborate and invest with confidence. 5. Community benefit & resilience across Moray To ensure tourism strengthens local life across Moray by supporting community-led priorities, sustaining volunteer endeavour, enabling fair work, and reinvesting in the places, services and people that make Moray distinctive. 6. Moray’s product & experience clusters A joined-up approach to strengthening, connecting and elevating Moray’s offer. 7. Infrastructure & investment across Moray To build the foundational infrastructure required for Moray to function confidently as a community powered, responsible destination. 8. Climate nature & stewardship across Moray To protect what makes Moray special; safeguarding landscapes, coastlines, habitats and heritage responding to climate impacts while enabling responsible, low-impact visitor experiences. OUR PHASED DELIVERY PLAN OUR EIGHT DELIVERY FRAMEWORKS Initial Steps (First 6–9 months) Three simple steps will kickstart the delivery of this strategy: 1. Establish the tourism leadership group and strategic tourism partnership. 2. Assume management of the existing website and digital channels and develop a digital marketing plan & events calendar. 3. Appoint a contractor/freelance team providing • a coordinator to support the TLG in its deliberations and actions, engage the industry and provide basic admin support. • a digital marketeer to develop and manage the digital assets and digital content. • a destination development manager to progress the collaborative initiatives and product development. Phase 1 (2026–2028) — Stabilisation Focus: coordination, infrastructure, narrative, early wins. • New destination leadership model scoped out • Place branding and narrative for Moray developed • Collaborative initiatives delivered • Bookable experience clusters developed • Annual tourism conference • First Tourism Dashboard published • Visible infrastructure improvements Phase 2 (2028–2031) — Integration & Growth Focus: product development, experience depth, collaboration. • Destination leadership structure resourced and launched • Full trails development, wayfinding & signage rollout • Bookable experience clusters expanded. • Major cultural & heritage interpretation upgrades Phase 3 (2031–2036) — Maturity & Leadership Focus: national leadership, premium experiences, regenerative tourism. • Midpoint review of Moray Tourism 2036 • Premium story-rich experiences • Integrated transport & visitor management • Permanent destination body • Effective measurement and storytelling of tourism impacts and benefits 26 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - Guidance for Delivery Moray Tourism 2036 | The 10 Year Strategy | 27 Page 236
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MEASURING OUR SUCCESS W HAT SUCCESS LOOKS LIKE IN 2036 By 2036, success for Moray’s visitor economy is defined by confidence, connection and shared benefit rather than scale or volume. Moray is recognised as a coherent, place-led destination, connected through a clear and authentic shared narrative. A lean, inclusive and trusted coordination model enables collaboration across businesses, communities and partners, supporting confident enterprise, stronger local supply chains and clearer pathways to support. Communities experience visible social, cultural and economic benefit from tourism, with volunteer effort and community leadership recognised, supported and sustained. Investment in infrastructure, visitor management and digital visibility has improved everyday experience for residents and visitors, reducing pressure points and strengthening year-round value. Visitors are encouraged to stay longer, explore more widely and engage more deeply, while tourism contributes meaningfully to fair work, skills development and youth opportunity. Growth is measured, responsible and climate- aware, supporting nature recovery, place stewardship and long-term resilience. And Moray has a confident voice within Scotland’s tourism landscape as a practical example of community- powered, place-based tourism that works for people, place and prosperity. A bespoke Moray Tourism Dashboard is recommended, designed to support transparency. Key considerations will be gauging sentiment and demonstrating progress in: Environment and Stewardship Business resilience Visitor experience and satisfaction Community benefit Collaboration and coordination “BY 2036, SUCCESS FOR MORAY’S VISITOR ECONOMY IS DEFINED BY CONFIDENCE, CONNECTION AND SHARED BENEFIT RATHER THAN SCALE OR VOLUME.” KEY PERFORMANCE INDICATORS Visitor Experience & Satisfaction Visitor satisfaction digital engagement itinerary usage repeat visitation shoulder season occupancy Business Health Business barometer revenue stability across seasons workforce retention and living wage employers local supply chain usage number of bookable experiences Community Benefit Number of community projects funded volunteer hours supported improvements to toilets, signage, trails community satisfaction metrics youth participation numbers Environment & Stewardship Ranger reports waste reduction EV charging use active travel metrics biodiversity engagement initiatives Collaboration & Coordination TLG meeting frequency forum participation annual conference engagement cross-sector collaboration outcomes response times for issues raised 28 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 29 Page 237
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MORAY SPEAKING FOR ITSELF “MORAY ISN’T LOUD – IT WHISPERS. BUT IF YOU LISTEN CLOSELY, IT TELLS THE KIND OF STORY THAT STAYS WITH YOU...” For many years, Moray has been overshadowed by its neighbours. Moray Tourism 2036 does not seek to compete, but to offer a distinctive alternative— one rooted in Moray’s people, places and values, and confident enough to stand alongside neighbouring destinations as a complementary and collaborative partner. Through renewed leadership, stronger collaboration and a phased approach to delivery, Moray can steadily amplify its own voice while working constructively with neighbours to strengthen regional journeys, shared itineraries and mutual benefit. In doing so, Moray becomes easier to discover, easier to understand and easier to value— on its own terms. This strategy is not about making Moray something it is not. It is about revealing what Moray already is: quietly exceptional, quietly creative and quietly welcoming. It provides the framework for Moray to be heard and to be visited by people who value what is on offer, engage with care and curiosity, and contribute positively to the places and communities they encounter. In doing so, Moray Tourism 2036 ensures tourism delivers benefits that matter to local people, supporting communities, strengthening enterprise and protecting the places that make Moray special, now and into the future. 30 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 31 Page 238
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The development of this Tourism Strategy has been supported by funding from the UK Government through the UK Shared Prosperity Fund (for more information visit UK Shared Prosperity Fund), Visit Moray & Speyside Ltd and Highlands and Islands Enterprise This strategy has been developed and produced by SCOTO CIC based on SCOTO’s PressPause ® methodology. Our thanks to all who engaged in the process and freely shared their passion and insights ensuring this strategy directly responds to their local lived experience and ambition. Connected. Supported. Promoted Moray Tourism 2036 Page 239
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Louise Ross Contact Email: louise.ross@moray.gov.uk Subject: Development of the Moray Film Liaison Service 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to inform Committee of the ongoing development of the Moray Film Liaison Service. It also outlines potential opportunities for future service enhancement and income generation using Council-managed assets. 1.2 This report is submitted to Committee in terms of Section III (F) (34) of the Council’s Scheme of Administration relating to providing, developing and monitoring the Council’s Economic Development and Infrastructure Services. 2. SUMMARY 2.1 Moray continues to attract growing interest from film and television productions, and the Council currently operates a dedicated but reactive Film Liaison Service within the Economy and Enterprise team. 2.2 To strengthen Moray’s offer, work has been undertaken to implement a structured enquiry process, provide clear information on the website, and establish guidance to improve coordination of internal procedures. The Moray Film Liaison section of the Moray Council website has also been updated. 3. BACKGROUND AND CONTEXT 3.1 Moray Council is part of the Scottish Locations Network (SLN). The network is a collaborative effort made up of Scotland's film commissions and council-based film liaison officers, with Creative Scotland's Locations Department acting as a central hub. Filming enquiries come to the Moray Film Liaison Service via SLN, Creative Scotland or as a direct enquiry from the production company. Page 241
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3.2 In 2024/25, the Moray Film Liaison Service responded to 27 filming-related enquiries, which included national and international film and television programmes, commercial and promotional shoots, and independent and student film projects. Recent filming activity in areas such as Forres, Buckie, Cullen and Burghead presented a major opportunity for Moray, bringing significant economic benefits through increased footfall, local spending and use of local services, accommodation, and facilities. Further information will be gathered to quantify the spend generated by this production. 3.3 Filming activity occurred across several Council-managed and private locations and some required coordination with multiple Council services, including Open Spaces, Transportation, Harbours and Property, Estates and Assets. 3.4 Although not all enquiries result in filming activity, the volume and variety of requests demonstrate Moray’s increasing visibility and appeal as a filming destination. Recent high- profile productions are expected to drive a further increase in enquiries, reinforcing the need for a more proactive and coordinated service that can effectively manage demand, provide consistency across Council services, and optimise the economic and promotional opportunities filming can bring to the region. 4. PROPOSALS 4.1 A Filming Enquiry Form has been introduced to standardise the information collected from production companies, including details such as locations, crew sizes, dates, and potential impacts, including an estimation of spend in the local economy. This will support consistent handling of enquiries, streamline internal communications, and enable timely, coordinated responses across relevant Council services. It will also provide an early indication of anticipated local economic benefit. 4.2 Guidance notes on the role and the enquiry process have been developed to support officers across the Council. These documents are for officer use only. All filming enquiries are considered on a case-by-case basis to ensure tailored support and advice. Developing more formal guidance could be perceived as creating unintended barriers for those approaching the Council. Further information for filming companies is available on the Moray Film Liaison section of the Moray Council website. 4.3 Moray Council does not charge for officer time dedicated to managing filming enquiries. This is consistent with the approach adopted by other councils aiming to stay competitive and foster a supportive environment for the screen industry. The screen industry brings direct economic benefits to local communities through spending on accommodation, catering, transport, and other services. It also supports longer-term growth by increasing the area’s visibility, attracting tourism, and creating employment opportunities. 4.4 However, as part of the potential future service enhancements, opportunities for income generation using Council-managed assets, such as harbours, roads, and land, could be identified and promoted while continuing to deliver a service that is supportive of the industry and competitive in line with national practice. Some assets have a process which enables charging in place already such as Open Spaces and Harbours, but for some this would require development. Officers from the Economy, and Enterprise team will liaise with other Council services to identify suitable Council assets to promote, with support from the Communications team and guidance from Creative Scotland to maximise filming Page 242
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opportunities. At a corporate level, consideration will also be given as to whether certain aspects of the service would be more effectively managed within a broader Communications function as part of a corporate marketing approach. 4.5 Recent media reports on the economic impact of filming in the area were assessed using different methodologies across local authorities. Aberdeenshire and Highland Councils applied a formula recommended by Screen Scotland, while Aberdeen City, in line with our approach, reported only income generated from filming on council-owned land, representing Council income only. A consistent methodology will now be adopted using the Screen Scotland formula, which will capture the wider economic benefit to the area, rather than being limited to Council generated income. It should also be noted that the figures previously reported did not include income associated with high-profile filming activity that took place in 2025. 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 Page 243
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5.3 Policy and Legal The Council considers support for economic development issues on their merits, against the objective to facilitate sustainable economic growth and the desired outcomes of the 10 Year Plan and Corporate Plan. 5.4 Financial None arising from this report. 5.5 Risk Both Aberdeenshire and Highland Councils have dedicated film liaison officers, resources and well-developed websites, highlighting the importance and necessity of ensuring Moray remains competitive as a viable and attractive filming location by making best use of the limited resources it has. Ensuring there is effective and coordinated data gathering in place, keeping the council website up to date and undertaking opportunities for proactive promotional work as resources allow, will minimise the risk of losing out on filming opportunities to neighbouring areas. 5.6 Staffing Development of the Moray Film Liaison Service will be accommodated within existing staffing resources in the Economy and Enterprise team with assistance from other services if needed e.g. Open Spaces, Property, Estates and Assets etc. 5.7 Best Value and Transformation Supports Best Value through improved efficiency and coordination. Contributes to transformation by modernising delivery and identifying income opportunities. 5.8 Property No specific properties are related to this report. However, liaison with Property, Estates and Assets will be required to identify any assets suitable for promotion. 5.9 Information Communications/Technology/Digital None arising from this report. 5.10 Equalities, Social Inclusion and Economic Impact Filming in Moray supports economic development by attracting external investment and raising Moray’s profile as a filming location. Filming has a positive impact on local accommodation, restaurants, and other businesses through increased visitor spending and demand for services. 5.11 Climate Change and Biodiversity Impacts The potential increase in film productions to Moray could result in an impact due to productions causing carbon emissions through transport, accommodation etc. The promotion of sustainable tourism in addition to supporting tourism businesses to reduce their carbon footprint will assist in preventing some of the impacts of tourism on the climate. Page 244
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6. CONSULTATION 6.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Growth, Planning and Climate (Chief Planning Officer), Service Manager Legal Services, Head of Operations and Environment, Head of Housing, Property and Communities, Chief Financial Officer and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report 7. BACKGROUND PAPERS 7.1 Use of Council Buildings and Structures for Abseiling etc. 5 September 2023 Page 245
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 10 March 2026 Report by: Executive Director for Education, Housing & Communities Author: Danny Henderson, Asset Manager (Commercial Properties) Contact Email: danny.henderson@moray.gov.uk Subject: List of Property Transactions Concluded Under Delegated Powers 1. PURPOSE ☐ For Decision ☒ For Information 1.1 This report is submitted to the Economic Development and Infrastructure Services Committee in terms of Section III F (5) of the Council’s Scheme of Administration relating to industrial and commercial development. 2. SUMMARY 2.1 The purpose of this report is to inform the Committee of property transactions which have been dealt with under delegated powers. 3. BACKGROUND AND CONTEXT 3.1 In terms of the Council’s Scheme of Delegation, the Head of Housing, Property and Communities has delegated authority to grant assignations of existing leases where the terms of lease remain substantially unaltered and to authorise sub-lets. 3.2 In terms of the Council’s Scheme of Delegation, the Head of Housing, Property and Communities has delegated authority to conduct rent reviews and fix new rents. Page 247
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3.3 In terms of the Council’s Scheme of Delegation, the Head of Housing, Property and Communities has delegated authority to grant leases, licenses or other occupation agreements of land and buildings for 25 years or less duration where the initial rent does not exceed £35,000 per annum and sites on long term building leases of up to 125 years duration where the initial rent does not exceed £35,000 per annum. 3.4 In terms of the Council’s Scheme of Delegation, the Head of Housing, Property and Communities has delegated authority to grant wayleaves or servitudes over Council owned property. 4. PROPOSALS 4.1 APPENDIX 1 – assignations 4.2 APPENDIX II – rent reviews 4.3 APPENDIX III – leases 4.4 APPENDIX IV – servitudes/wayleaves 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change, Biodiversity and Sustainability ✓ 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. Page 248
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a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal None. 5.4 Financial The transactions detailed in APPENDICES II, III and IV will generate an income to the Council. 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 None. 5.6 Staffing None. 5.7 Best Value and Transformation None. 5.8 Property Page 249
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None. 5.9 Information Communications/Technology/Digital None. 5.10 Equalities, Social Inclusion and Economic Impact None. 5.11 Climate Change and Biodiversity Impacts None. 6. CONSULTATION 6.1 None. 7. BACKGROUND PAPERS 7.1 None. Page 250
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APPENDIX I REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 10 MARCH 2026 LIST OF ASSIGNATIONS OF SITES/UNITS - SUBMITTED FOR NOTING 1. Ref No 2. Valuer’s Ints 1. Assignor 2. Assignee Address Lease Details Remarks 1. BD/750/18 2. AGREIG 1. Plumbing and Renewables Ltd 2. Mark Galbraith Site 17 Burghead Harbour Church Street Burghead Lease Commenced 1/4/11 Lease Term 1(Y), 0(M), 0(D) Rental £570 p.a. Permitted Use: Builder’s store. Page 251
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APPENDIX II REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 10 MARCH 2026 LIST OF RENT REVIEWS OF BUILDINGS AND SITES - SUBMITTED FOR NOTING 1. Ref No. 2. Valuer’s Ints. 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Interval 1. Previous Rent 2. New Rent Remarks 1. MO/1/103 2. AGREIG 1. 9 Mosstodloch Industrial Estate, Mosstodloch 2. Taylor Engineering 1. - 2. 0.17Ha 1. 11/3/19 2. 3 years 1. £6,350 p.a. 2. £7,200 p.a. Permitted Use: Storage of materials in relation to engineering business. 1. FR/2/101 2. AGREIG 1. Site Adjacent to 6 Greshop Road, Forres 2. Alan Bartlett & Sons (Chatteris) Ltd 1. - 2. 0.30 Ha 1. 15/5/95 2. 5 years 1. £10,400 p.a. 2. £12,500 p.a. Permitted Use: Uses within Classes 4 & 5 within the 1989 Use Classes Order. 1. BK/1/211 2. AGREIG 1. 7 & 8 March Road East, Buckie 2. Simpson’s Ices Ltd 1. 186.8sqm 2. 0.05Ha 1. 16/9/16 2. 3 years 1. £14,500 p.a. 2. £15,150 p.a. Permitted Use: Ice Cream manufacture and storage of supplies. 1. LO/2/100 2. SOAND 1. Workshop, Shore Street, Lossiemouth 2. Frank Norrie Ralph 1. 279sqm 2. 0.14Ha 1. 1/12/93 2. 5 years 1. £1,065 p.a. 2. £1,400 p.a. Permitted Use: Business of a marine/ general engineering works. Page 252
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1. EL/5/272 2. SADEWO 1. Unit F Pinefield Business Centre, Elgin 2. Mr Jihad Kabbani 1. 59sqm 2. - 1. 11/7/01 2. 3 years 1. £5,400 p.a. 2. £6,400 p.a. Permitted Use: Store in connection with tenant’s confectionery wholesale business. 1. EL/1/214 2. SADEWO 1. 6 Chanonry Road North, Elgin 2. Transportation Unit 1. 110sqm 2. 0.09Ha 1. 16/8/10 2. 3 years 1. £14,400 p.a. 2. £15,600 p.a. Permitted Use: Equipment store and bus depot yard. 1. EL/5/263 2. SADEWO 1. 6 Pinefield Parade, Elgin 2. APF Heating and Mechanical Services Ltd (SC406670) 1. 59.85sqm 2. 0.03Ha 1. 1/7/12 2. 3 years 1. £4,350 p.a. 2. £4,650 p.a. Permitted Use: Use as workshop/store in connection with tenant’s electrical and building contractor business. 1. HN/750/12 2. AGREIG 1. Store 20 Hopeman Harbour, Hopeman 2. Ms Rebecca Russell 1. 28.6sqm 2. - 1. 1/7/22 2. 3 years 1. £1,200 p.a. 2. £1,400 p.a. Permitted Use: Boat gear storage and ancillary purposes. 1. HN/750/13 2. AGREIG 1. Site 21 A & B Hopeman Harbour, Hopeman 2. Martin South 1. 46sqm 2. - 1. 1/9/16 2. 3 years 1. £1,000 p.a. 2. £1,550 p.a. Permitted Use: Private storage. 1. KE/1/222 2. SADEWO 1. Unit 2, 4 Westerton Road South, Keith 2. Miss Lisa Margaret Henderson 1. - 2. - 1. 10/10/22 2. 3 years 1. £3,540 p.a. 2. £3,750 p.a. Permitted Use: Florists workshop, storage and distribution (direct sales to public prohibited). Page 253
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1. EL/675/30 2. SADEWO 1. Pre School Centre, 22 Wardend Place, Elgin 2. SL Hayward Properties Limited 1. - 2. 0.12Ha 1. 1/4/05 2. 5 years 1. £2,450 p.a. 2. £3,000 p.a. Permitted Use: Playschool and nursery. 1. LH/1/201 2. AGREIG 1. Unit 1 Lhanbryde Industrial Estate, Lhanbryde 2. Raymond MacKenzie 1. 47.2sqm 2. 0.02Ha 1. 1/11/00 2. 3 years 1. £4,900 p.a. 2. £5,350 p.a. Permitted Use: Upholstery store and workshop. 1. KE/5/301 2. SADEWO 1. Yard 1 Newmill Industrial Estate, Keith 2. G Cruickshank & Sons Ltd (209470) 1. - 2. 0.1Ha 1. 13/5/13 2. 3 years 1. £3,450 p.a. 2. £4,050 p.a. Permitted Use: Monumental masons yard. Page 254
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APPENDIX III REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 10 MARCH 2026 LIST OF LEASES OF BUILDINGS AND SITES – SUBMITTED FOR NOTING 1. Reference No. 2. Officer’s Ints 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Rent (per annum) Remarks 1. BK/750/79 2. AGREIG 1. 2 Old Station Yard, Buckie 2. West Coast Seafoods Ltd 1. 80sqm 2. 4.27Ha 1. 31/10/25 2. 3 years £11,400 Permitted Use: Boat and fishing equipment storage. 1. BK/1/224 2. AGREIG 1. 16-18 March Road East, Buckie 2. Addison Tyres and Garage Services Ltd 1. 210sqm 2. 0.1Ha 1. 7/11/25 2. 3 years £16,700 Permitted Use: Automotive repairs. 1. BK/4/101 2. AGREIG 1. March Road Development IE, Buckie 2. Mrs Rachel Eagle 1. N/A 2. 4.14Ha 1. 27/10/25 2. None £200 Permitted Use: Grazing. 1. BK/1/217 2. AGREIG 1. 5 March Road East, Buckie 2. Steven Hill 1. 112.41sqm 2. 0.02Ha 1. 8/12/25 2. 3 years £9,000 Permitted Use: Automotive repair shop. Page 255
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1. EL/1/205 2. SADEWO 1. 7A Chanonry Spur, Elgin 2. Moycroft Contracting Ltd 1. - 2. 0.02Ha 1. 22/4/24 2. 3 years £1,120 p.a. Permitted Use: Site for storage of machines and equipment in relation to tenant business. 1. EL/3/201 2. SADEWO 1. Unit 1 Linkwood Lane, Elgin 2. David Anderson 1. 99.9sqm 2. 0.02Ha 1. 31/10/25 2. 3 years £10,200 p.a. Permitted Use: Workshop and store for motor vehicle repairs and servicing. Page 256
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APPENDIX IV REPORT TO THE ECONOMIC DEVELOPMENT & INFRASTRUCTURE SERVICES COMMITTEE ON 10 MARCH 2026 GRANT OF SERVITUDES AND WAYLEAVES Officer Intls File Ref Address Description Price Comments CQ Telecoms - Wayleaves Rear 14 McKenzie Road Buckie AB56 1DH Wayleave (Telecoms) £168 Wayleave to BT Openreach for single pole installation required as part of Fibre network upgrades and to benefit localized residential service. CQ Telecoms - Wayleaves Biblical Gardens King Street Elgin IV30 1HU Wayleave (Telecoms) £0 Wayleave to BT Openreach for single pole installation required to facilitate Fibre network connection at adjacent training facility (MC tenant). CQ Telecoms - Wayleaves Rear 68 Nelson Terrace Keith AB55 5FD Wayleave (Telecoms) £686.90 Retrospective wayleave to BT Openreach for discovered ducting (Fibre provision) laid to MC amenity ground. Page 257
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CQ Electricity - Wayleaves Land at Former Bilbohall Farm Edgar Road Elgin Wayleave (Electricity) £51.12 Part of SSEN South Elgin Strategy Project to boost New Elgin supply capacity. Section traversing HRA development site at Bilbohall. CQ Electricity - Wayleaves The Wards Wetlands Site Edgar Road Elgin Wayleave (Electricity) £110.17 Part of SSEN South Elgin Strategy Project to boost New Elgin supply capacity. Section traversing Wetlands amenity site at The Wards. CQ Electricity - Wayleaves Amenity area adjacent to A96 North of roundabout at High Street/A941Junction 239 High Street Elgin Wayleave (Electricity) £10.65 Part of SSEN South Elgin Strategy Project to boost New Elgin supply capacity. Section traversing amenity site at West end of Elgin High Street, adjacent 239 High Street. CQ Site Compounds Stynie Park Stynie Road Mosstodloch Contractor’s Site Storage compound License to Scottish & southern Electricity Networks (SSEN). Site area: 278 m2 Start Date: 01/12/2025 Expiry: 22/02/2026 £641.54 Compound in support SSEN’s works to upgrade electrical supply cable infrastructure in Mosstodloch. Page 258
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CQ Site Compounds Inveravon Primary School Ballindalloch AB37 9BA Contractor’s Site Storage compound License to Ballindalloch Estate (The Clare Russell No.1 Discretionary Trust). Site area: 1,300 m2 Start Date: 01/12/2025 Expiry: 31/01/2026 £0 Access and Compound licence in support of Licensee’s works to investigate and resolve drainage issue relating to Council asset at Former Inveravon PS. CQ Site Compounds Braehead Terrace Dufftown AB55 4AN Contractor’s Site Storage compound License to Aberdeen Marine Ltd. Site area: 590 m2 Start Date: 17/11/2025 Expiry: 19/12/2025 £0 Compound in support of contractors works to Council Housing stock (non-chargeable). CQ Site Compounds Car Park Lossie Green Boroughbriggs Road Elgin Contractor’s Site Storage compound License to Taylor & Fraser. Site area: 880 m2 Start Date: 13/10/2025 Expiry: 16/05/2027 £0 (Charged via Roads) Compound in support of contractors works as Principal contractor in Elgin Town Hall Refurbishment. Charges to be levied by Roads via car parks charges. Page 259
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CQ Site Compounds North Port Flats Elgin IV30 1EH Contractor’s Site Storage compound License to David Williams Slating Limited. Site area: 500 m2 Start Date: 06/10/2025 Expiry: 19/02/2026 £0 Compound in support of contractors works to Council Housing stock (non-chargeable). CQ Site Compounds Site Compound Former MOD Houses at Pinegrove Elgin IV30 6HP Contractor’s Site Storage compound License to Sureserve Energy Services UK Ltd. Site area: 350 m2 Start Date: 15/09/2025 Expiry: 14/07/2026 £0 Compound in support of contractors works to Council Housing stock (non-chargeable). Page 260