Agenda Document Pack - Economic Development and Infrastructure Services Committee - 08/09/2026
Moray Council · 8 September 2026
Back to Economic Development and Infrastructure Services Committee — 8 September 2026 and its agenda
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Economic Development and Infrastructure Services Committee Tuesday, 08 September 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, 08 September 2026 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Minute of meeting dated 16 June 2026 7 - 14 4. Written Questions ** 5. Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 30 June 2026 Report by Executive Director Economy, Enterprise and Operations 15 - 28 6. Electric Vehicle Home Charging Policy and Guidance Report by Executive Director Economy, Enterprise and Operations 29 - 50 Page 1
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7. Allocation of Additional Scottish Government Flood Funding Report by Executive Director Economy, Enterprise and Operations 51 - 56 8. Riverbasin Management Report by Executive Director Economy, Enterprise and Operations 57 - 62 9. Moray Workforce North Road Map Report by Executive Director Economy, Enterprise and Operations 63 - 82 10. Moray Pathways Local Employability Partnership Annual Report Report by Executive Director Economy, Enterprise and Operations 83 - 116 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. Active Travel Strategy Review and Update (2028–2038) Report by Executive Director Economy, Enterprise and Operations 117 - 124 Public Bodies Climate Change Report 2025-2026 Report by Executive Director Economy, Enterprise and Operations 125 - 132 List of Property Transactions Concluded Under Delegated Powers Report by Executive Director Economy, Enterprise and Operations 133 - 140 Page 2
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Summary of Economic Development and Infrastructure Services Committee functions: Roads Authority; Lighting Authority, Reservoirs Act 1975, Public Passenger Transport; Flood Prevention; Twinning; Piers and Harbours and Coast Protection; Industrial and Commercial Development; Environmental Protection; Burial Grounds; Assistance to Industry or Commerce; Public Conveniences; Council Transportation; Catering & Cleaning; Land Reform (Scotland) Act 2003; Countryside Amenities; Tourism, monitoring funding from European Programmes, youth training and employment creation scheme and provide Architectural, Quantity Surveying, Maintenance and Allied Property Services. Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 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, 16 June 2026 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 IN ATTENDANCE Executive Director Economy, Enterprise and Operations; Head of Operations and Environment; Head of Growth, Planning and Climate (Chief Planning Officer); Head of Housing, Properties and Communities; Service Manager Environmental Services; Business Gateway Manager; M Skinner, Development Officer; Service Manager Legal Services; and L Rowan, Committee Services Officer 1 Chair Councillor Marc Macrae chaired the meeting. 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 regarding any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. 3 Resolution Prior to agreeing the resolution, Councillor Keith sought clarification as to why item 13 “Smarter Working Project Phase 3 – Project Closure” was being considered in the closed session as previous reports on this project had been considered in the open session. In response, the Head of Housing, Properties and Communities advised that a table in the appendix to the report included information in relation to rental agreements which was commercially sensitive. This was noted. Item 3. Page 7
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Thereafter, 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 14 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. 4 Minute of meeting dated 10 March 2026 The Minute of the meeting of the Economic Development and Infrastructure Services Committee dated 10 March 2026 was submitted and approved. 5 Point of Order Councillor Fernandes raised a point of order in relation to standing order 36 which states that “Any Member can put one question about relevant and competent business not already on the Agenda to the Leader. No Member can put more than one question at any meeting” and queried why the written question submitted by Councillor van der Horn had been accepted as it included 7 questions, when other Members had previous had their written questions refused on that principle. In response, the Service Manager Legal Services acknowledged an inconsistency between Committee Services and Legal Services in bringing the written question forward to today’s agenda, offered an apology, and provided assurance that processes would be consistent in future. This was noted. 6 Written Questions The Committee noted the following written question submitted by Councillor van der Horn and subsequent response from officers: “Findhorn Bay Local Nature Reserve – governance, management arrangements and status of Management Committee” Could you provide an update on the current governance and management arrangements for Findhorn Bay Local Nature Reserve, in particular: (i) Following the conclusion or expiry of any previous contractual or formal management arrangements relating to the Findhorn Bay LNR Management Committee, what current governance framework is now in place for the Reserve? (ii) Is the Findhorn Bay Local Nature Reserve Management Committee currently recognised by Moray Council as a formally constituted body. Page 8
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(iii) What is the current role of Moray Council within the Management Committee, and does the Council retain a decision-making, oversight, or purely advisory role in its operation? (iv) Given that the Reserve includes land in multiple ownerships, could the Council clarify how landowner responsibilities and accountability are currently reflected in the governance structure? (v) Has the Council undertaken or agreed any recent review of the governance arrangements since previous voluntary or mediated management agreements concluded, and if so, what were the outcomes or recommendations? (vi) Finally, could the Council confirm whether any new or revised management agreement, partnership framework, or governance arrangement is currently under development or consideration? (vii) When will a paper outlining all this be brought to committee. RESPONSE (i) Some of the agreements/leases with the land owners have expired.Therefore work is being undertaken to understand the implications of this and whether the LNR has legal status in its current form.There is no formal management plan for the site.The Council will undertake low level maintenance of Council land where required. (ii) The LNR Management Committee is still in existence. Although the committee is currently inactive with no formal committee meetings taking place since 2023. (iii) The Council is one of the members of the management committee.The Council is part of the decision making body for the LNR together with other members of the committee. (iv) Some of the lease/agreements with the landowners have expired. Therefore, the governance of the nature reserve needs be to updated and reviewed. (v) The Council is currently undergoing a review of the governance arrangements, but the outcome of this review is not yet available. (vi) The Council is considering the options available for the future management, partnership working and governance of the land within what is currently considered the reserve area. This aligns with the above information in point 5. (vii) Target is to bring a report to ED&I Committee on 8 December 2026 for Members to consider the options. As a supplementary question, Councillor van der Horn queried whether the Findhorn Local Nature Reserve is currently considered by Moray Council to remain a valid designated local nature reserve and what interim governance arrangements currently apply whilst awaiting the report due on 8 December 2026. In response, the Head of Operations and Environment advised that the report due to committee on 8 December 2026 will clarify the current legal status of the local nature reserve. This was noted. 7 New Fee within the Burial Service Under reference to paragraph 8 of the Minute of the meeting of Moray Council dated 28 January 2026, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to homologate the Page 9
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decision made by the Chief Executive, using their delegated powers, to introduce a fee for a test dig within the burial service. During his introduction, the Service Manager Environmental Services reassured the Committee that the introduction of a test dig service did not change the longstanding Council policy, which remains that only two interments in a lair can be guaranteed. He advised that several enquiries had been received from service users seeking confirmation of lair capacity and that this optional service had been introduced to give lair holders the opportunity to confirm burial capacity in advance, rather than only finding out at the point of need and that introduction of the fee had been made appropriately under delegated powers to respond quickly to public demand. He also confirmed that Funeral Directors were regularly reminded of the policy of only guaranteeing two interments per lair with the most recent reminder being sent in February 2026. Councillor Warren raised concern as to an apparent mismatch between the Council’s stated policy and what has been happening in practice stating that members of the public and undertakers believe that lairs can accommodate 3 or more interments and that some families had purchased a lair on this understanding and did not purchase an additional lair as a result. Councillor Warren was of the view that there was insufficient information contained within the report to homologate the decision made by the Chief Executive, using their delegated powers, to introduce a fee of £392 for a test dig within burial services and moved that the Committee defer the report to a future meeting of this committee and that the report contain clarification on previous historic practices, how many lairs are affected and how the Council will address cases where people feel misled. Councillor Harris seconded this. Councillor Dunbar acknowledged the concerns raised by Councillor Warren however was of the view that these are separate issues and should not prevent people accessing a service they have requested and moved that the Committee agree the recommendations as printed. Councillor Gordon seconded this. On a division there voted: For the Motion (5): Councillor Warren, Harris, Cameron, Fernandes and van der Horn For the Amendment (9): Councillor Dunbar, Gordon, Bloomfield, Colyer, Cowe, Divers, Keith, Macrae and McBain Abstentions (0): Nil Accordingly, the Amendment became the finding of the meeting and the Committee agreed to homologate the decision made by the Chief Executive, using their delegated powers, to introduce a fee of £392 for a test dig within burial services. In terms of Standing Order 65, Councillor Warren asked that her dissent be noted. 8 2025-28 Growth, Planning and Climate and Operations and Environment Service Plans (Year 2 refresh) Under reference to paragraph 8 of the Minute of the meeting of the Corporate Committee dated 26 August 2025, the meeting had before it a report by Executive Page 10
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Director Economy, Enterprise and Operations inviting the Committee to consider the Economy, Enterprise and Operations Service Plans (Year 2 refresh) for Growth, Planning and Climate and Operations and Environment noting that the Service Plan for Governance was considered at Corporate Committee on 26 May 2026 and Growth, Planning and Climate Service Plan will also be considered at Planning and Regulatory Services Committee on 02 July 2026, each in terms of their respective remits. During discussion surrounding priority ranking, Councillor van der Horn expressed concern that the way priorities are currently ranked is not clear as many appear to be high priority and stated that, when there are several items marked as high priority, it is difficult for Elected Members to identify what requires the most resource. In response, the Executive Director Economy, Enterprise and Operations advised that priority rankings were intended to be high-level indicators however acknowledged that having many items marked as priority one can reduce clarity and agreed to discuss this further with the Corporate Leadership Team for future service plan reviews. Thereafter, the Committee unanimously agreed to: (i) approve the Service Plan (Year 2 refresh) for Growth, Planning and Climate as set out in Appendix 1 of the report; (ii) approve the Service Plan (Year 2 refresh) for Operations and Environment as set out in Appendix 2 of the report; and (iii) note that CLT would consider the value of having many items marked as priority one in future service plan reviews. 9 External Grant Funding Updates The meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval for submission of two community applications to the Regeneration Capital Grant Fund (RCGF), update on Round One of the Coastal Communities (CCF) Grant Scheme and approval for delivery of Round two and for the provision of updates on other external funds. During discussion surrounding who can apply for funding, Councillor Warren welcomed the advice from Officers which stated that Community Councils are eligible to apply for funding from the Coastal Communities Grant Scheme and asked that this information be included in published guidance and promotional materials to avoid any uncertainty. Councillor Keith further noted that communities up to 8 miles inland from the coast are also eligible to apply for funding from the Coastal Communities Grant Scheme and asked that this also be included when the scheme is launched. In response, Mr Skinner, Development Officer advised that the design of the scheme was still being considered and that applicant eligibility would be included when the scheme launces. Page 11
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Thereafter, the Committee unanimously agreed to: (i) approve the request for Council to act as lead applicant for submission of two Stage 1 community proposals to the Regeneration Capital Grant Fund (RCGF) 2027/28 from Dufftown and District Community Association and Leanchoil Trust, with no direct financial implications for the Council, and if successful, submission of Stage 2 applications subject to adequate staffing as set out in paragraphs 6.5 and 6.6; (ii) note the 2025/26 allocation of £170,707.94 from the Crown Estate Coastal Community Fund, approve £100,000 for delivery of a second round of the Coastal Communities Fund Grant Scheme as outlined in Paragraph 4.10, and agree that £70,707.94 is retained for carry forward to be included in a 5 year strategic plan in 2027/28, as outlined in Paragraph 4.16; (iii) note the updates provided for the Forres Conservation and Heritage Scheme (FCHS), Rural Tourism Infrastructure Fund (RTIF), UK Shared Prosperity Fund (UKSPF) and Placed Based Investment Fund (PBIF); and (iv) note that applicant eligibility would be included when the Coastal Communities Grant Scheme launces. 10 Tourism Strategy for Moray Councillor Cowe left the meeting during discussion of this item. Under reference to paragraph 16 of the Minute of the meeting of this Committee dated 10 March 2026, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations presenting the final "Moray Tourism 2036 - Our Ten-Year Strategy". The report further asked the Committee to approve to align with the Strategy as the strategic framework for tourism development, management and promotion in Moray, and to endorse the proposed collaborative approach to delivery. During discussion, the Executive Director Economy, Enterprise and Operations highlighted an error in the recommendations and asked the Committee to note that the responses to the consultation were outlined in Appendix 2 with the Strategy set out in Appendix 1 of the report. This was noted. The Executive Director Economy, Enterprise and Operations further updated the Committee on the Visit Moray and Speyside Ltd position and advised that a follow up Extraordinary General Meeting date has yet to be confirmed. This was noted. Following consideration, the Committee unanimously agreed: (i) to note the responses received from the public consultation on the draft Strategy, as outlined in Appendix 2 of the report; (ii) to approve the Moray Tourism 2036 – Our Ten-Year Strategy as set out in Appendix 1 of the report; Page 12
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(iii) to note that a phased and collaborative delivery model will be developed, including transitional leadership and coordination arrangements; (iv) that officers progress the initial enabling actions identified within the Strategy, including supporting the establishment of an interim tourism leadership group and coordination arrangement; and (v) to note that an Extraordinary General Meeting of Visit Moray and Speyside Ltd has still to take place. 11 Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 March 2026 Councillor Cowe re-joined the meeting during discussion of this item. 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 four position 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 four budget position for 2025/2026. 12 Performance Report (Growth, Planning and Climate) – Period to March 2026 Councillor Colyer left the meeting during consideration of this item. 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 March 2026 and note actions being taken to improve performance where required. Following consideration, the Committee unanimously agreed to note: (i) performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and (ii) actions being taken to improve performance where required. 13 Performance Report (Operations and Environment) – Period to March 2026 Councillor Colyer re-joined the meeting during consideration of this item. 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 March 2026 and note actions being taken to improve performance where required. Page 13
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Following consideration, the Committee unanimously agreed to note: (i) performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and (ii) actions being taken to improve performance where required. 14 Smarter Working Project Phase 3 – Project Closure [Para 9] Under reference to paragraph 14 of the Minute of the meeting of Moray Council dated 28 June 2023, a report by the Executive Director Education, Housing and Communities presented the Committee with the final position and formal closure of the Office Review (Smarter Working) Project, including Phases 2 and 3. The Committee joined the Chair in commending Officers for their work in delivering the successful Smarter Working project and thereafter unanimously agreed: (i) to note the successful delivery and approve the formal closure of the Smarter Working Project (Phases 2 and 3); (ii) that residual activities and deferred benefits be progressed through business- as-usual arrangements within Property, Estates and Assets; (iii) the carry forward of the remaining Phase 3 capital allocation to support completion of residual works aligned to project outcomes; and (iv) to note that future benefits realisation and estate optimisation activity will be reported through standard corporate performance and financial monitoring arrangements. Page 14
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 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 30 June 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note the quarter one position of 2026/27 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 one budgetary position 2026/2027 and comments on variances for the Revenue and Capital budgets for the period to 30 June 2026 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 one budget position for 2026/2027. Nicola Moss, Head of Operations and Environment Beverly Smith, Head of Growth, Planning and Climate (Chief Planning Officer) 4. BACKGROUND AND CONTEXT Item 5. Page 15
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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 25 February 2026 (paragraph 4 of the minute refers). Updates have been presented to the Council quarterly as part of the full budget monitoring. 5. QUARTER 1 REVENUE BUDGET PERFORMANCE 5.1 Operations and Environment Quarter 1 (Q1) results are often impacted by timing issues, the detail of Q1 is set out in the table below. 5.2 The table below shows Operations and Environment Revenue Budget position for Q1 2026 / 2027. Service Area Annual Budget Q1 Budget Q1 Actual+ Committed Variance £000s £000s £000s £000s Environmental Services 20,211 3,993 3,869 122 Roads and Fleet 7,108 1,543 1,459 92 Design Consultancy 1,223 204 289 -85 Transportation 5,444 1,354 1,342 12 Harbours (£69,472) (£56,180) (£13,574) £42,605 5.3 Environmental Services The table below shows Environmental Services Revenue Budget information for Q1 2026/2027. Service Area Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s Waste Management 9,183 1,308 1,292 15 Open Spaces 2,097 472 412 59 Building Cleaning and Catering 8,931 2,213 2,165 48 Total 20,211 3,993 3,869 122 5.4 Waste is underspent in quarter 1 by £15,000. Trade Waste income (£5000 overspend) and Green Waste income (£39,000 overspend) are currently not meeting target. However, income from bulky waste is favourable (£3000 underspent) and recycling net income is higher due to a favourable recycling market (£29,000 underspend). There is also an underspend of £28,000 on fuel across waste services. The budget will continue to be managed closely. Page 16
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5.5 Open Spaces are currently achieving an underspend of £59,000 in quarter. Income from areas such as burials are currently below target (£29,000 overspend) but this could be due to budget profiling and the situation will be monitored over the remaining quarters. This overspend has been off set by underspends in other areas such as staffing, fuel and property costs. 5.6 Building Catering and Cleaning are currently underspent by £48,000. Income from school meals has been under achieved by £8000. The overall underspend has been achieved mainly through underspends in staffing (£17,000) and food costs (£42,000). The situation will continue to be closely monitored throughout the remaining quarters. 5.7 Savings position at Q1 2026/2027 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 2026/2027 budget set £000s £000s £000s Additional income from bulky waste 18 18 0 Budget is currently on target to achieve additional income 5.8 Roads Maintenance and Fleet Services The table below shows Roads and Fleet Revenue Budget information for Q1 2026/2027. Service Area Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s Roads Management 5,472 1,025 937 88 Fleet Services 1,636 518 522 4 Total 7,108 1,543 1,459 92 5.9 The service is reporting an underspend of £88,000 at Q1. The main favourable variances relate to staffing vacancies within Roads (£280,000), lower Roads materials and maintenance expenditure (£276,000), and a number of smaller underspends across the service. These are partly offset by lower than anticipated Roads recharge income to capital and revenue projects 5.10 Savings position at Q1 2026/2027 Red Saving not taken and won’t be achieved this year- if slipped into future years details given Page 17
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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 Roads Management – Roads Maintenance hire out of machinery -50 50 0 Expected income has not materialised. However, work continues to promote the use of this machine to others within the local area. The 50k saving has therefore been taken from the patching roads budget. Fleet – Lease Specialist Vehicles -76 0 -76 Work is continuing to review the number of specialist vehicles and plant with the aim to achieve savings this financial year. Roads Management – Gully Cleaning -50 30 -20 £30k of the saving has been achieved 25/26. The remaining £20k will be taken 26/27. 5.11 Design Consultancy The table below shows Design Consultancy Revenue Budget information for Q1 2026/2027. Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s 1,223 204 289 -85 5.12 The overspend on the Design Consultancy revenue budget is due to work being undertaken earlier than expected and the capital recharge target not being met due to staff vacancies. 5.13 Transportation The table below shows Transportation Revenue Budget information for Q1 2026/2027. Page 18
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Service Area Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s Traffic and Transportation Management 5,444 1,354 1,342 12 5.14 The slight variance in Q1 costs within Transportation is a result of a combination of factors, including an overspend in electricity costs which relates to changes in the way these costs are accounted for. In the future with the move to a new operating model these costs will not be incurred. Other factors include internal recharges within PTU being lower than budgeted during this quarter and income for the provision of collision software which we procure on behalf of two neighbouring authorities. The impact of the £2 fare cap trial on m.connect has been positive, with an increase in adult single fares recorded across both demand responsive and timetabled services. 5.15 Harbours The table below shows Harbours Revenue Budget information for Q1 2026/2027. Service Area Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s Harbours Management (£69) (£56) (£14) £43 5.16 Costs remain within budget for Q1, however there is a shortfall of income which is creating a negative variance. Some relates to timing of invoices, however, the biggest influence is the downturn in whisky production with the consequent reduction in malt cargo. 5.17 Growth, Planning and Climate The table below shows Growth, Planning and Climate Revenue Budget information for Q1 2026/2027. Service Area Annual Budget Q1 Budget Q1 Actual + Committed Variance £000s £000s £000s £000s Economy and Enterprise 807 558 559 -1 Strategic Planning and Development 13 1 1 0 Moray Growth Deal 168 41 41 0 Total 988 600 601 -1 Page 19
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5.18 The Q1variance in Growth, Planning and Climate consists of slight overspend under the Economy and Enterprise Forres Conservation and Heritage Scheme due to the fluid nature of the project. CAPITAL BUDGETS 5.19 Environmental Services Project Capital Budget 2026/27 Actual Expenditure Q1 Forecast Q1 Actual Q1 Variance £000s £000s £000s £000s £000s Waste Mgt Dallachy Landfill site final capping 303 76 72 76 4 Domestic and Trade Waste Bins (including £36K carry forward from 25/26) 145 11 40 11 11 Open Spaces Cemetery Provision in Elgin 718 1 0 1 -1 Cemetery Provision Lossiemouth 87 0 21 0 21 Cemetery Provision Keith 87 0 21 0 21 Cemetery Provision in Moray 43 0 10 0 10 Parks and Open Spaces Infrastructur e 37 0 18 2 16 Children’s Play Areas (Scottish Government & Council funded) 399 12 115 12 103 e Page 20
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Facilities Facilities Management Equipment 15 0 0 0 0 TOTAL 1,834 118 307 120 195 5.20 The final capping works at Dallachy were concluded in Q2 of 2025/26. However, whilst the actual works were completed, there were still outstanding payments to the contractor which need to be finalised and paid. These have now been settled in Q1 of 2026/27 and the remaining spend across the year will be reprofiled accordingly. 5.21 New bins have been purchased and further orders will be placed throughout the year. The underspend in quarter 1 is mainly due to storage space limitations for new bins. In the absence of a specific budget for new replacement skips for Household Waste Recycling Centres (HWRC) sites (this previously annual budget was not included in the capital allocation for 2026/27) this budget will also be used to procure new skips within the year. 5.22 The budget for Elgin Cemetery was carried forward from 2025/26 so no quarter forecast spend was submitted pending approval of the carry forward, though a small amount of the Consultancy teams time was incurred in quarter 1. Elgin cemetery is a multi year project and whilst construction was completed in 2025/26 there is an ongoing maintenance requirement by the contract up until December 2026. Further spend relating to this project will be incurred in future quarters. 5.23 Whilst there was projected spend in quarter 1 for work to commence the new cemeteries at Lossiemouth and Keith, it is now envisaged that this preparatory work can be delivered in house by the Consultancy Team. Commencement has been delayed due to competing work demands but meetings have now been arranged to kickstart the project. Further spend relating to these project will be incurred in future quarters. 5.24 Whilst no budget has been spent in quarter 1 on the cemetery provision in Moray, internal orders have been placed with the Roads Department for improvements to pot holes at Buckie Cemetery. The cemetery infrastructure reports are also in the process of being reviewed, which will direct the future spend. 5.25 There has been limited spend in quarter 1 on parks and open spaces infrastructure. Spend has primarily been on benches. Orders have also been placed to address a fencing issue at Queen Street Park Buckie. However the full year spend is on track. 5.26 Funding carried forward from the Scottish Government Grant will primarily be used to deliver new plays at Alice Littler Park and Archiestown. Slight delays in completing these projects have resulted in limited spend in quarter 1. The revised spend will be rebalanced throughout the remainder on the year. 5.27 With regards the Council funded Children’s Play Areas funding, orders have been placed for works to address issues on site at Alice Littler, Linzie Gordon and Cooper Park. Unfortunately, the works have not yet been able to be completed. The remaining quarterly spend will be reprofiled. Page 21
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Roads Maintenance and Fleet Services Capital Project Capital Budget 2025/ 2026 Actual Expenditure Q1 Forecast Q1 Actual Q1 Variance £000s £000s £000s £000s £000s Roads Improvements inc Carriageway resurfacing/ reconstruction / surface dressing 4,339 134 214 134 -80 Street Lighting Street Lighting 621 52 157 52 -105 Fleet Vehicle Replacement Programme 3,043 284 670 284 -386 TOTAL 8,003 470 1,041 470 -571 5.28 Road Improvements underspent by £80,000 as resources were prioritised elsewhere during the period. However, the project remains on track to achieve its intended outcomes. Surface dressing works have in the main been completed and resurfacing works are to commence. This will see an increase in spend over the next quarter. 5.29 Street Lighting underspent by £104,000, with 10 of the 19 planned schemes completed, including one scheme delivered for £2,000 against a budget of £22,000, due to on site design changes. Six schemes remain in progress; one has been cancelled and two are on hold. Progress has been affected by delays in SSE programmed associated works and ongoing resource constraints. 5.30 Spend for Q1 against the vehicle replacement budget was £284,000 against a budget of £670,000, resulting in an underspend of £386,000. The underspend is primarily due to delays in vehicle procurement. Vehicles were delivered to the dealership with 17-inch wheels instead of the specified 16-inch wheels, this caused a delay due to amended tyre ferment requirements. 5.31 Additional pressures are being experienced within Fleet transport and plant costs and fuel budgets. A number of these variances reflect the timing and profiling of expenditure and income during the year and will continue to be monitored through future budget monitoring reports. 5.32 Design Consultancy Capital (including Harbours Infrastructure) Project Capital Budget Actual Expenditure Q1 Forecast Q1 Actual Q1 Variance Page 22
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2025/26 £000s £000s £000s £000s £000s Bridges Craigellachie Bridge Expansion Joint 75 7 56 7 49 B9015/30 Sourden 210 5 11 5 6 B9102/10 Pitchroy 5 0 0 0 0 B9008/60 Nevie Culvert 5 0 0 0 0 A941/Kings Ford 5 0 0 0 0 Aberlour Suspension Bridge 10 0 0 0 0 Sanquhar Loch Footbridge 93 4 13 4 9 Garmouth Viaduct 538 18 0 18 18 Road Improvements B9016 Landslip Repair 862 2 29 2 27 Buckie North Street Wall 675 8 26 8 18 Flood Risk and Coastal Mgt Anti Tank Assessment 33 0 9 0 9 Millbuies drawdown 150 0 17 0 17 Findhorn Coastal Erosion 320 2 12 2 10 Harbours Pier 1 joints 22 1 0 1 1 Portknockie Middle Pier Design 232 2 2 2 0 Page 23
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Cullen West Pier 37 38 37 38 1 TOTAL 3,272 87 212 87 165 5.33 The bridges capital budget is currently showing a total underspend of £22,000. Work is progressing with the design for Sourden refurbishment but work to replace the expansion joint at Craigellachie Bridge has been delayed. This delay is because additional repair works were identified when the joint was uncovered and a costed solution for this work is expected by end of July. It is likely that the work at Craigellachie Bridge will exceed the total budget and funding for other bridge projects may need to be deferred to accommodate this budget increase. 5.34 The capital budget for road improvements is currently showing a £45,000 underspend. Design work for both the B9016 and Buckie North Street Wall has been delayed, which has contributed to this underspend. This work is progressing and is still programmed for completion this financial year. 5.35 The capital budget for Flood Risk Management and Coastal Protection is currently £36,000 underspent. Work has been progressing at Millbuies Reservoir to investigate an alternative drawdown solution and it is anticipated this will be completed by the end of the summer. Works to Rothes Fish Pass have been delayed because of delays in receiving the grant funding from Scottish Government. The underspend on the Anti Tank Assessment is due to late invoices from the consulting engineer. 5.36 Transportation Capital - The table below shows Transportation Capital Budget information for 2026 /2027 Project Capital Budget 2025/ 2026 Actual Expenditure Q1 Forecast Q1 Actual Q1 Variance £000s £000s £000s £000s £000s Car Parks Car Park Capital Improvements 27 13 16 13 -3 Traffic Road Safety Barrier Provision 131 0 0 0 0 Road Safety Provision 124 3.5 3 3.5 0.5 Disability Adaptions 38 12 15 12 -3 New Road Signs and Markings 44 12 15 12 -3 Page 24
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Traffic data Collection Equipment 60 0 0 0 0 Traffic Signal Replacement 66 0 0 0 0 Active Travel Active Travel 530 -5 0 -5 -5 Cycling/Walki ng/Safer Streets 93 11 0 11 11 Public Transport Bus Infrastructure Fund 845 0 0 0 0 TOTAL 1,958 33.5 33 33.5 -2.5 5.37 Car Parks underspent by £3,000 due to a delay in the invoicing for planned lighting works at North College Street Car Park. The invoicing delay was due to a third-party activity being required to complete the job. Traffic underspent by £5,500 due to a reprofiling of some activities to support workload pressures within Traffic and Roads Maintenance, principally related to 20mph delivery. The overspend of £11,000 in Active Travel is from the carry forward of £93,000 from the last financial year’s Active Travel Infrastructure Fund 1 Grant funding. This relates to costs associated with the purchase of materials to support planned works later in the year and will result in less spend in Q3 when the majority of works will take place. 5.38 Economy and Enterprise Capital – The table below shows Economy and Enterprise Capital Budget information for 2026/2027 Project Capital Budget 2025/ 2026 Actual Expenditure Q1 Forecast Q1 Actual Q1 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 202 0 0 0 0 Page 25
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funding for FCHS) TOTAL 506 0 0 0 0 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. 5.39 Moray Growth Deal – The table below shows Moray Growth Deal Capital Budget information for Q1 2026/2027. Project Capital Budget 2026/27 Actual Expenditure Q1 Forecast Q1 Actual Q1 Variance £000s £000s £000s £000s £000s Moray Growth Deal 14,850 1,600 2,220 1,600 620 5.40 Whilst there has been an underspend in Q1, the programme is still forecasting that the profile for the FY will be achieved. During Q1, mobilisation activity has occurred for the South Street site and construction is now underway. In parallel, Elgin Town Hall works are advancing after the erection of steelwork for the extension. 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 26
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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 Although the report primarily informs the Committee on budget monitoring, a number of the services covered have potential equalities and socio-economic implications, including waste, roads, transport, cemeteries, parks, play areas, street lighting, harbours. Delays, underspends, savings, income shortfalls or future corrective action may have impacts on protected groups. These impacts should be considered as part of the ongoing budget management process and future service planning arising from the variances reported. Any identified savings proposals referenced in the repot will be subject to an individual integrated impact assessment (IIA) to identify the specific impacts and any mitigations 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 Page 27
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Climate (Chief Planning Officer), Chief Financial Officer, Service Manager Legal Services, Equalities Officer, L Rowan, Committee Services Officer, Service Manager, People Management, Operations and Environment Management Team and Budget Managers. Any comments have been taken into consideration. 8. BACKGROUND PAPERS 8.1 None. Page 28
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Diane Anderson Contact Email: diane.anderson@moray.gov.uk Subject: Electric Vehicle Home Charging Policy and Guidance 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve the policy, guidance and process for the use of infrastructure installed within the public footway to accommodate cables required for the charging of electric vehicles at a residential property which does not have off-street parking. 1.2 This report is submitted to Committee in terms of Section III (F) (15) (16) of the Council’s Scheme of Administration relating to safety and the maintenance of the public road and in terms of power under the Roads (Scotland) Act 1984 to permit works by private parties within the public road. 2. SUMMARY 2.1 Scottish Collaboration of Transportation Specialists (SCOTS) guidance and grant funding is now available for the provision of cross pavement charging infrastructure. A Working Group of officers has developed a proposed policy, guidance document and process, drawing on the SCOTS guidance and experience of the Scottish Government pilot project for this type of infrastructure from 2025. 2.2 The proposed policy is to support the use of the infrastructure within public footways, subject to certain criteria being met and the successful completion of a Section 109 Agreement under the New Roads and Street Works Act 1991 which allows a person or organisation to place, maintain, or remove apparatus in a public road (which includes the footway). 2.3 Local guidance and an application process is proposed along with charges in line with the existing charges for S109 Agreements. Item 6. Page 29
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3. RECOMMENDATIONS 3.1 It is recommended that Committee agrees: i) the use of Cross Pavement EV Charging Infrastructure is permitted as set out in paras 5.4 and 5.8, and that the proposed policy statement in para 5.6 is approved; ii) that charges are applied as set out in para 5.9 to enable the Council to recover the costs associated with the administration of the process and inspections of the infrastructure; and iii) a review of the process is undertaken following the first year of operation as set out in para 5.10. Diane Anderson Senior Engineer Transportation 4. BACKGROUND AND CONTEXT 4.1 The Council supports the use of Electric Vehicles through the provision of publicly available charging infrastructure as part of the North of Scotland Councils partnership project and in line with its Electric Vehicle Charging Infrastructure Fund Strategy and Expansion Plan approved by this Committee on 7 February 2023 (para 9 of minute refers). Most properties in Moray, some 65% have access to off-street parking which makes charging at home a viable option. However, for properties without off-street parking, usually in the older parts of our towns and villages, home charging is not an option. 4.2 In recent years there have been instances where residents of properties without off-street parking have installed home charging units and have placed cables across the public footway when charging their vehicle. This presents hazards to members of the public, particularly persons with impaired mobility and sight impairments, and therefore is not endorsed by officers. 4.3 There are several solutions which have been developed to accommodate charging cables within the footway itself, thus reducing the risk of trip incidents, including gullies and ‘pop- up’ charging posts. Some solutions are fully serviced, where a company provides, installs and maintains the infrastructure with the householder paying a fee for the use of the infrastructure. Scottish Government ran a pilot project during 2025 to assess the suitability of these solutions, working with East Lothian, Renfrewshire and Perth and Kinross councils. At the same time the Scottish Collaboration of Transportation Specialists (SCOTS) developed its initial guidance for Local Authorities to assist in the development of their policies and processes for the use of infrastructure to support cross pavement charging. 4.4 Scottish Government have announced through Energy Savings Trust that they will provide grants for the installation of cross-pavement cable infrastructure. To qualify for the grant, applicants must have the approval of the Local Authority and are required to submit evidence of this. If no evidence is submitted then their application is not taken to the next Page 30
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stage. Currently there is no obligation on local authorities to permit the use of the infrastructure. 4.5 A Working Group has been set up which includes officers dealing with applications for permits and permissions for works within the public road, road asset management and maintenance and street lighting. These officers have attended presentations and discussions over the past few years relating to cross pavement charging and have been dealing with enquiries received from members of the public. 4.6 The Working Group reviewed the initial SCOTS guidance alongside other available information and developed the proposed policy, guidance and process. 5. PROPOSED POLICY, GUIDANCE AND PROCESS 5.1 The SCOTS Guidance for Local Authorities was developed to assist Councils in developing their own local policy and approach to dealing with requests for cross pavement EV charging infrastructure, with a focus on the provision of ‘cable gullies’ within the public footway. A cable gully is a durable channel installed beneath the footway which allows charging cables to cross safely without obstructing pedestrian paths. The guidance sets the key considerations for Councils in terms of the legal position and powers that the Council has relating to the removal of obstructions within the public road, along with consideration of the roadside environment and constraints. The guidance provides a sample checklist and sample conditions which can be used in any application process. 5.2 There are three policy positions that the Council can take: Option 1 - Decide not to support the use of cross pavement charging infrastructure; Option 2 - Decide to support the use of the infrastructure, with the Council installing and maintaining the infrastructure and charging an annual licence fee for inspection; or Option 3 - Decide to support the use of the infrastructure, with the installation and maintenance by the resident or third party supplier/service provider using a Section 109 Agreement under the New Roads and Street Works Act 1991 which allows a person or organisation to place, maintain, or remove apparatus in a public road. 5.3 There have already been requests from the public to use cross pavement charging infrastructure. Therefore, Option 1 is not recommended. Consideration of Option 2 highlighted that this approach would place additional demands on the Council’s resources to install, operate and maintain the infrastructure along with the billing and support of customers. Option 2 would also expose the Council to risks associated with on- going management and maintenance of the infrastructure. 5.4 Option 3 places the management and maintenance burden on the householder or third party installer/service provider, whilst the Section 109 Agreement provides the ability to apply conditions such as the removal of the infrastructure if it becomes damaged or is no longer required. A Section 109 Agreement also registers the infrastructure on the Scottish Road Works Commissioner’s system Scottish Community Apparatus Data Vault, which is used by utilities companies, Councils and other contractors working on the public road. It is recommended that Option 3 is the approach taken by the Council. Page 31
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5.5 The SCOTS guidance includes several considerations when assessing the suitability of an application for cross-pavement charging infrastructure (see background papers ). These considerations have been reviewed and were identified as being appropriate for Moray. However, the Working Group also identified several other considerations which would need to be considered as follows: • The process would only apply to adopted roads. Where permission is sought for the infrastructure to be installed in a Moray Council housing area footway, relevant housing team must agree to the proposal. • The base of the channel must be a minimum of 20mm above the level of the carriageway. As most channels are around 30mm in depth, this means that a minimum kerb height of 50mm must be present at the chosen location to enable the infrastructure. • The storage of the cable and any connection points must be within the property boundary. No storage or connection point will be permitted on walls/boundaries facing onto the public footway or public carriageway. • Cables will not be permitted to be laid across the public carriageway – vehicles must therefore be parked on the same side of the road as the property and the cross pavement charging infrastructure. In addition, only one cable per household will be supported in order to balance demand and available space at the kerbside. • Where cross pavement charging infrastructure is already present, there must be a minimum distance of 7.5 metres between existing and proposed infrastructure. 5.6 It is recommended that the Council’s policy on the use of cross pavement charging infrastructure is: ‘Moray Council supports the use of Cross Pavement Charging Infrastructure to accommodate cables for the home charging of electric vehicles where the proposed location meets the criteria set out in the guidance note and the infrastructure is installed by an approved contractor through a Section 109 Agreement under the New Roads and Street Works Act 1991. The responsibility for the maintenance of the infrastructure will lie with the householder and/or service provider. If at any time there are complaints received about the use and/or the condition of the infrastructure, the householder will co-operate with the Council to ensure that the infrastructure is safely used, does not present a hazard to other road users and is in an acceptable condition. If a householder leaves or sells a property, unless otherwise agreed in writing with the Council, the infrastructure will be removed from the footway and the footway reinstated to the required Council standard. Page 32
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All costs associated with the installation, maintenance, replacement and removal of the infrastructure will be met by the householder/service provider. Finally, the installation of the infrastructure does not in any way infer a right to park adjacent to it. There will be no dedicated parking provided and the public road will remain available for parking by any road user.’ 5.7 These considerations have been incorporated into the draft guidance note (Appendix 1) which sets out the criteria for installation and process to be followed along with the conditions attached to any permission. 5.8 The proposed application process is as follows: 1. The householder or agent/service provider acting on behalf of the householder applies to the Council’s Roads Permits Team for the installation of Cross Pavement EV Charging Infrastructure to accommodate a cable to enable home charging, providing details of the proposed location and type of infrastructure to be installed. 2. A site visit is undertaken by the area roads Asset Inspector to assess the suitability of the proposed location against the criteria set out in the guidance and in para 5.5 above. 3. If the criteria are met and the location is acceptable, the Roads Permits team write to the applicant to advise them of the next step in the process, entering into a Section 109 Agreement. This letter will provide sufficient evidence that the Council agrees in principle to the proposed infrastructure to support any application to the Energy Savings Trust or other grant body. 4. If the criteria are not met, then the Roads Permits team writes to the applicant to inform them that the application has been unsuccessful, providing reasons why this is the case and the route to dispute this decision 5. A Section 109 Agreement is taken forward to permit private infrastructure within the public footway. This is a standard agreement used for instances such as when private water supplies pass under the public road. Before proceeding with the agreement, the applicant is required to pay a fee. Costs associated with the Section 109 Agreement are eligible for the Scottish Government grant funding provided through the Energy Savings Trust. 6. The Section 109 Agreement requires the appointment of a contractor to install the infrastructure. The contractor must be approved to work on the public road. 7. Upon completion of the works, the area roads Asset Inspector visits the location and checks the quality of the works – seeking remediation works where necessary. 8. The position of the new infrastructure is entered into the Scottish Road Works Commissioner’s system Scottish Community Apparatus Data Vault by the Roads Permits team. Page 33
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9. If at any point the condition is the infrastructure deteriorates, its repair, replacement or removal is sought using conditions attached to the Section 109 Agreement. All costs for repair. replacement or removal are met by the applicant. 10. If the applicant moves house, then the infrastructure is to be removed at their cost and the surface of the footway made good, unless otherwise agreed in writing with the Council. 11. If the applicant moves without removing infrastructure, then Roads Authority removes the infrastructure and makes good the footway. When possible the associated costs to the Council are recovered. 5.9 The existing charge for a Section 109 Agreement is £923, which includes the fee usually associated with a Roads Opening Permit for minor works (currently £195). The fee is an eligible cost under the conditions attached to the Scottish Government grant funding which is being managed by the Energy Savings Trust. The charge is subject to an annual increase in line with inflation. 5.10 As Moray Council is one of the first authorities to develop a policy and process, we have been unable to review the proposed policy and process against other Councils’ approaches. It is therefore recommended that a review is undertaken following the first year of operation, with the outcome of that review being reported to Committee with any proposed changes. It is also recommended that as part of that review, any requirement for an annual inspection of the infrastructure is considered to ensure that the infrastructure remains in good condition and does not present a hazard to pedestrians and other road users. The cost of any annual inspection would be considered at the time of the review. 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. Page 34
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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 6.3 Policy and Legal The Council has powers under Section 109 of the New Roads and Street Works Act 1991 to enter into an Agreement which allows a person or organisation to place, maintain, or remove apparatus in a public road. This type of Agreement is already used for the installation of private apparatus such as private water supplies under or within the public road. 6.4 Financial The cost to the Council for the processing of applications and the inspection of installed infrastructure will be covered by the fee associated with the Section 109 Agreement. There is a financial risk associated with the removal of infrastructure which has been left in place after a householder leaves a property and the costs of removing such infrastructure cannot be recovered. The current cost is in the region of £800. The number of cases where the Council would need to meet this cost is difficult to define at this stage as it would only occur where an individual installs and owns the infrastructure. The Scottish Government pilot projects have included managed solutions where a company owns and maintains the infrastructure – and therefore costs of any removal would be recovered through the company and not an individual. This risk will be included in the review after the first year of operation, after which demand for the infrastructure and the proportion of individual ownership/managed solutions is known. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments n/a n/a n/a n/a n/a n/a Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Transportation n/a n/a n/a n/a n/a Page 35
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6.5 Risk There is a risk that the poorly installed and/or damaged/deteriorating infrastructure present a trip hazard to pedestrians and causes discomfort to wheelchair users. This risk will be mitigated through the conditions in the Section 109 Agreement. The repair, replacement and/or removal of the infrastructure will be the responsibility of the householder who installed the equipment or the third party service provider. Where the householder/service provider fails to act, the Council will remove the infrastructure and recover the associated costs from the householder/service provider. Should the costs not be recovered, Streetworks fees will be used to meet the costs. 6.6 Staffing None. 6.7 Best Value and Transformation Not applicable. 6.8 Property None. 6.9 Information Communications/Technology/Digital None. 6.10 Equalities, Social Inclusion and Economic Impact IIA has been undertaken and identified a potential negative impact for older people and disabled people and children should the cross pavement charging infrastructure be incorrectly installed and/or poorly maintained as it could present a trip hazard for more vulnerable pedestrians. This impact is to be mitigated through the inspection of footways that takes place as part of the asset management regime and through acting on concerns raised by the public. Householders will be responsible for the maintenance, repair, replacement and removal of the infrastructure through a Section 109 Agreement. Lower income households without a driveway will have the opportunity to apply for cross pavement charging infrastructure, which if the location meets the criteria set out in the guidance note, can enable home charging at lower tariffs. 6.11 Climate Change and Biodiversity Impacts This proposed policy position assists with the climate emergency through supporting households without a driveway to charge their electric vehicle at home using a lower tariff. This could make the ownership and use of an electric vehicle more affordable and attractive for some households, thus reducing the reliance on fossil fuelled vehicles. There are no direct biodiversity implications identified, however the overall reduction in the use of fossil fuelled vehicles can reduce the levels of emissions in the local area and help to support the current level of biodiversity in Moray. 7. CONSULTATION Page 36
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7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Head of Housing, Property and Communities, Chief Financial Officer, Service Manager Legal Services, Service Manager Roads Maintenance, Service Manager Transportation, Principal Climate Change Strategy Officer, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Moray Council Electric Vehicle Infrastructure Fund Strategy and Expansion Plan Electric Vehicle Infrastructure Fund Strategy and Expansion Plan Appendix 1 Scottish Government Pilot Project Cross-pavement charging pilot | Transport Scotland SCOTS Guidance EV-Cross-Pavement-Charging-Guidance_May-2026-Final-.pdf Scottish Government Grant Cross-pavement charging grant - Energy Saving Trust Page 37
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Appendix 1 Draft Guidance Note Guidance on the Installation and Use of Cross Pavement Charging Infrastructure Permission to install cross pavement charging infrastructure to safely accommodate a cable to charge an electric vehicle from a residential premise is granted by the issue of a permit by Moray Council as the Roads Authority, through a Section 109 Agreement under the New Roads and Street Works Act 1991 (NRSWA). Insert weblink to Section 109 Agreement A Section 109 Agreement allows a person or organisation to place, retain, inspect, maintain, adjust, repair, alter, or remove apparatus in a public road, and to carry out any works necessary for these purposes. A Section 109 Agreement also registers the infrastructure on the Scottish Road Works Commissioner’s system Scottish Community Apparatus Data Vault. Subject to a successful application and conclusion of a Section 109 Agreement, permission will be granted to install the cross pavement infrastructure, which must be undertaken by an approved contractor insert weblink to approved contractors list Location Not all locations are suitable for the installation of cross pavement charging infrastructure. The following criteria are considered by the Council when assessing the suitability of a location: Location/Property Type Permission Status Additional Notes/Requirements Off-Street Private Driveway Not applicable Off-street parking doesn’t require a cable gully. On-Street Public Footway (No Grass Verge) Potentially Suitable Pavement widths and parking demand would have to be factored into any decision, e.g. most suited to pavements at least 2 metres wide, and streets with low parking demand. On-Street Public Footway (with Grass Verge) Potentially suitable if service strip As well as the above considerations, grass verges may block installation due to lack of stability. If a grass verge is a service strip between a footway and carriageway, then it may be suitable. Location/Property Type Permission Status Additional Notes/Requirements Page 38
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Public Road (No Footway) Not Permitted Cables cannot stretch over public roads without proper installation. Properties with Trees on Footway Potentially Suitable Tree roots and canopies interfere with safe installation. On-Street Public Footway (with Parking Restrictions) Not Permitted, though opportunity for provision for DPPP Double yellow lines or other restrictions make installation ineligible. On-Street Parking (Restricted Parking Zone) Not Permitted Temporary restrictions may allow installation if accessible. Flats, Apartments, Tenements (No Private Space) Needs Permission Permission from building management required for installation (where the parking area is privately owned or managed). Parking demand would also have to be factored into any decision. Listed Buildings or Conservation Areas Needs Special Permission Additional planning permission required, subject to location rules. Parking Courts/Garage Blocks (Private Land) Not Allowed Not suitable for public gully installations, use private installations instead. Bus Stop or High Pedestrian Traffic Area Not Allowed High-traffic areas are not safe for cross- pavement installations. Local conditions assessment will be required. Roads not on the List of Public Roads but as a Council asset. Needs Special Permission Where the road/footway is a Council asset, permission from the relevant section, e.g. Housing, etc. will be required. Footways with lower kerb heights Potentially Suitable The base of the channel must be a minimum of 20mm above the level of the carriageway. As most channels are around 30mm in depth, this means that a minimum kerb height of 50mm must be present at the chosen location to enable the infrastructure. Footways where cross pavement charging infrastructure is already present Potentially Suitable There must be a minimum distance of 7.5 metres between each location where cross pavement charging infrastructure is present and proposed. Page 39
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Type of Infrastructure The Council will only support the use of specifically designed products for cross pavement charging infrastructure. The use of drainage or other infrastructure/products to accommodate cables will not be permitted. Details of the proposed Infrastructure, manufacturer and product number must be supplied as part of any application. In instances where Items/products are not specifically designed to accommodate charging cables, the Council will seek removal of the infrastructure. Any costs associated with the removal of the infrastructure will be met by the householder. Example of Acceptable Cross Pavement Infrastructure Installation Requirements Installation of the infrastructure must be undertaken by a Contractor who is on the Council’s list of contractors approved to work on the Public Road. If the infrastructure is to be installed by the supplier of the infrastructure, then they will be required to provide all details necessary to become an approved contractor. Details of approved contractors and how to become an approved contractor can found at: insert weblink. Requirements for Approval It is a condition of consent that applicants agree to the removal of the infrastructure when they sell or leave a property, unless otherwise agreed in writing with the Council and a new party who Page 40
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will be responsible for the maintenance of the infrastructure has been identified and has entered into an agreement with the Council. This is required as the infrastructure is registered on the Scottish Road Works Commissioner’s system Scottish Community Apparatus Data Vault, which is used by utilities companies, Councils and other contractors working on the public road. A named party responsible for the infrastructure must be provided on the system. Conditions 1. IF YOU ARE APPLYING FOR GRANT FUNDING TO INSTALL THE INFRASTRUCTURE, PLEASE NOTE THAT CONSIDERATION OF THE SUITABILITY OF THE PROPOSED LOCATION CAN TAKE UP TO 3 WEEKS. 2. The proposed infrastructure must be specifically designed cross pavement charging product to accommodate a cable. The product must be ‘self-closing’ and must be flush with the level of the footway surface such that it does not present a trip hazard for pedestrians. The use of drainage infrastructure to accommodate a cable will not be permitted. 3. The proposed charging unit must not project into the public footway/road and must be contained within the property boundary. The storage of cables when not is use must also be within the property boundary and not project into the public footway/road. 4. In Conservation Areas and at Listed Buildings, advice from the Council’s Development Management team must be sought: insert link 5. The minimum width of unobstructed space between any boundary or building and the edge of the kerb must be no less than 1.5 metres, unless otherwise agreed with the Roads Authority. Note: Cross pavement cable infrastructure will not be permitted within the public carriageway. 6. The minimum height of the roadside kerb must be no less than 50mm. 7. Where cross pavement charging infrastructure is already present, there must be a minimum distance of 7.5 metres between existing and proposed infrastructure. 8. An approved contractor must undertake the installation. 9. The applicant will be responsible for the maintenance of the infrastructure on and on- going basis and when requested by the Council, repair or replace the infrastructure and make good the surrounding footway. 10. Unless otherwise agreed in writing with the Council, the infrastructure shall be removed and the surrounding footway made good, when the applicant sells/moves out of the property. 11. When using the infrastructure vehicles must be parked beside it. Charging cables must not be stretched across or along the public road, which includes the footway. 12. The presence of the infrastructure does not infer any right to park beside it. The public road beside the infrastructure will remain available for parking by all road users. Page 41
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13. Applicants must agree to the removal of the cross pavement infrastructure at any time they are requested to do so by the Council, any Statutory Undertakers or by the emergency services. 14. Indemnity - The applicant shall indemnify Moray Council as Roads Authority for and against all actions, claims, demands, costs, charges, damages, losses and expenses of whatsoever kind or nature which may be brought or made against them or incurred by them in respect of the negligence, omission or default of the holder of this permission or those for whom the holder of this permission is responsible arising in respect of any operations authorised by this permission unless due to the negligence or other breach of legal duty on the part of the Council or of any person for whom the Council are responsible. Page 42
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INTEGRATED IMPACT ASSESSMENT (IIA) This assessment covers Equalities & Socio-Economic Duties, Human Rights & Rights of the Child (UNCRC) Please refer to IIA Guidance for assistance completing this assessment. DATE DD/MM/YY UPDATE(S) - Add section(s) revised & brief note of revision e.g. Q.7 Public consultation data / findings added. SHAREPOINT VERSION DETAILS - CLT USE ONLY NAME OF PROPOSAL Cross Pavement Electric Vehicle Charging Infrastructure STAGE 1 INITIAL SCREENING – Is the proposal a: Please ✓ New strategy, policy, project, plan, service, funding, full budget? ✓ Change to an existing strategy, policy, project, plan, service, funding, budget (including reduction / removal staff levels, hours changed, posts)? ☐ Budget proposals? ☐ If none of the above apply, NO IIA is needed. If any of the above are ticked, does the proposal have the potential to affect people from the below categories differently to the wider Moray population: Yes Maybe No Positive Negative Positive Negative Any protected characteristics individuals or groups (Equality Act 2010) ☐ ✓ ☐ ☐ ☐ Any socio-economic disadvantaged individuals or groups – i.e. low / no income / wealth or deprivation ✓ ☐ ☐ ☐ ☐ Human Rights of individuals ☐ ☐ ☐ ☐ ✓ Rights of Children or Young People (UNCRC) ☐ ✓ ☐ ☐ ☐ JUSTIFICATION - Please provide a brief justification statement explaining why the above boxes have been selected The proposed policy and process would enable householders to install infrastructure within the public footway to accommodate an electric cable which would be used to charge an electric vehicle parked at the kerbside. Incorrect installation and poor maintenance of this infrastructure could present a trip hazard to users of the footway, in particular older persons and people with mobility impairments. Page 43
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The proposed policy would allow householders to charge their electric vehicle using lower householder tariffs, thus making the use and ownership of an electric vehicle more affordable. STAGE 1 Sign Off Lead Officer Signature Date Names of others involved in STAGE 1 initial screening n/a If any STAGE 1 answers above are ‘Maybe’ or ‘Negative’ please complete STAGE 2 and refer to IIA Guidance for help. STAGE 2 – FULL IIA 1. Please give a brief description of the current service / proposal. The proposed policy and process would enable householders to install infrastructure within the public footway to accommodate an electric cable which would be used to charge an electric vehicle parked at the kerbside. Incorrect installation and poor maintenance of this infrastructure could present a trip hazard to users of the footway, in particular older persons and people with mobility impairments. The proposed policy would allow householders to charge their electric vehicle using lower householder tariffs, thus making the use and ownership of an electric vehicle more affordable. 2. Who are the main stakeholders? E.g. Customers, staff, families, carers, partners, community groups. Householders across Moray who do not have parking provision on their property and park on the Public Road. Users of the public footway where the infrastructure would be installed. 3. What changes as a result of the proposal(s)? The council would support the installation of new private infrastructure in the public footway which will enable householders without driveways to charge their electric vehicles at home. Page 44
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4. Does the proposal affect your customers? If so, how does it affect them? Householders without a driveway will, if the proposed location meets the criteria, be able to charge an electric vehicle at home and benefit from lower domestic tariffs and %VAT when compared to using publicly available Electric Vehicle charging infrastructure. The new infrastructure if incorrectly installed, damaged or poorly maintained could become a trip hazard on the footway and have a negative impact on the comfort of wheelchairs users. 5. What impact will the proposal have on staff providing the service? None 6. EVIDENCE - Please provide details / links to the information you have used for this assessment. CONSULTATION(S) – What consultation / engagement has been carried out to inform the IIA? Internal consultation Roads Maintenance Section have been involved in the development of the criteria and guidance. Consultation with affected groups None DATA – What has been used to inform the IIA? Local Performance Data (e.g. usage statistics) n/a National statistics n/a Other – Research / Best Practice / Guidance Scottish Government Pilot Project for Cross Pavement Charging Infrastructure SCOTS Cross Pavement EV Charging Initial Guidance for Local Roads Authorities in Scotland May 2026 Evidence Gaps – Do you need any additional information? If so, please explain. No Page 45
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7. EQUALITIES AND SOCIO-ECONOMIC IMPACT(S) - Please identify any impact to each group. Please see guidance for examples. Protected Groups – Please use link for more information Positive Impact(s) Negative Impact(s) Mitigation(s) – Practical actions/adjustments to reduce or eliminate any negative impact(s). What can be done to make it fairer? Age (include children, young people, midlife and older people) Incorrectly installed and poorly maintained infrastructure may present a ‘trip’ hazard on the public footway. Installation is subject to a Section 109 Agreement which in accompanied by inspections to ensure correct and safe installation. Inspection of the infrastructure will take place as part of the Asset Management regime for footways to ensure it remains in good condition and does not present a hazard to users of the footway. Under the Section 109 Agreement a householder will be required to repair, replace or remove any infrastructure which is a hazard to users of the footway. Carers (for elderly, disabled or minors) Incorrectly installed and poorly maintained infrastructure may present a ‘trip’ hazard on the public footway. Installation is subject to a Section 109 Agreement which in accompanied by inspections to ensure correct and safe installation. Inspection of the infrastructure will take place as part of the Asset Management regime for footways to ensure it remains in good condition and does not present a hazard to users of the footway. Under the Section 109 Agreement a householder will be required to repair, replace or remove any infrastructure which is a hazard to users of the footway. Disability Negative impact - Incorrectly installed and poorly maintained infrastructure may present a ‘trip’ hazard on the public footway and have a negative impact for those with mobility issues, Installation is subject to a Section 109 Agreement which in accompanied by inspections to ensure correct and safe installation. Inspection of the infrastructure will take place as part of the Asset Management regime for footways to ensure it remains in good condition and does not present a hazard to users of the footway. Under the Section 109 Agreement a householder will be required to repair, replace or remove any infrastructure which is a hazard to users of the footway. Page 46
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walking aids wheelchairs, mobility scooters, prams, etc. Gender reassignment None None n/a Marriage and civil partnership None None n/a Pregnancy and maternity (including breastfeeding) None None n/a Race None None n/a Religion and / or belief None None n/a Sex None None n/a Sexual orientation None None n/a Inequalities arising from socio-economic disadvantage Lower income householders living in properties without a driveway will be able to charge electric vehicles at home and benefit from lower tariffs and rates of VAT. None n/a HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 5 Right to liberty and security No n/a Page 47
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HUMAN RIGHTS – Please use link to see all that may apply and add or remove below Does proposal interfere (limit, restrict or make it harder to enjoy) right(s)? Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 6 Right to a fair trial No n/a Article 8 Respect for private / family life, home and correspondence No n/a Article 10 Freedom of expression No n/a Article 11 Freedom of assembly and association No n/a Article 14 Non-discrimination No n/a Protocol 1, Article 1- Right to peaceful enjoyment of property No n/a Protocol 1, Article 2 - Right to education No n/a RIGHTS OF CHILDREN & YOUNG PEOPLE (UNCRC) Please use link to identify all that apply and add below How does proposal interfere with rights? (limit, restrict or make it harder to enjoy) Mitigation(s) – Practical actions/adjustments to reduce / eliminate negative impact(s). How do we make it fairer? Article 2 – Non discrimination n/a n/a Article 3 – Best Interest of a Child n/a n/a Article 6 – Right to life, survival and development n/a n/a Article 12 – Respect the views of the child n/a n/a Article 23 – Children with a disability Incorrectly installed and poorly maintained infrastructure may present a ‘trip’ hazard on the public footway and have a negative impact for those with mobility issues, walking aids or use wheelchairs, Installation is subject to a Section 109 Agreement which in accompanied by inspections to ensure correct and safe installation. Inspection of the infrastructure will take place as part of the Asset Management regime for footways to ensure it remains in good condition and does not present a hazard to users of the footway. Under the Section 109 Agreement a householder will be required to repair, replace or remove any infrastructure which is a hazard to users of the footway. Page 48
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mobility scooters, prams etc. 8. Justification – Show balanced consideration of any impacts / lack of mitigations against the proposal need / outcome. E.g. Is it considered proportionate, appropriate, necessary and / or unavoidable i.e. overriding public benefit. Some negative impacts have been found that can be mitigated, but they can be justified as follows: • Some potential negative impacts have been identified but can be justified by ensuring proper installation and maintenance programmes. STAGE 3 – IMPACT SUMMARY Please Tick (√) Negative Impacts Identified • Can be mitigated and justified (Q7 above) ✓ • Cannot be fully mitigated, but are justified (Q8 above) ☐ • Cannot be fully mitigated nor justified (Q7 & Q8 above) ☐ The proposals interfere with Human Rights and /or the Rights of the Child ✓ Further consultation with affected groups is needed ☐ It is advised not to go ahead with the proposals ☐ FINAL DECISION – Include any Committee / Board recommendations and /or rationale for approving proposal or not. The proposal will be presented to the Economic Development and Infrastructure Committee on 8 September 2026 for consideration and final decision on whether to proceed with the proposal or not. Committee / Board Final Decision – FINAL AUTHORISATION / SIGN OFF - Final IIAs will be published to www.moray.gov.uk/IIAs at point of final decision. Page 49
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Service Transportation Dept. Operations and Environment Permission to Publish ☐ IIA Completed By Name Diane Anderson Date 31 July 2026 Position Senior Engineer Transportation, Operations and Environment Signed off by Head of Service Name Nicola Moss Head of Operations & Environment Date 3 August 2026 Page 50
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Will Burnish Contact Email: will.burnish@moray.gov.uk Subject: Allocation of Additional Scottish Government Flood Funding 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to agree the proposed spend allocation of additional Scottish Government funding for flood risk management. 1.2 This report is submitted to Committee in terms of Section III (F) (19) of the Council’s Scheme of Administration relating to exercising the functions of the Council under the Flood Prevention (Scotland) Act 1961 as amended by the Flood Prevention and Land Drainage (Scotland) Act 1997. 2. SUMMARY 2.1 This report sets out the proposed allocation of additional Scottish Government capital funding to support flood risk management activities across Moray. The funding will be used to progress a balanced programme of work, including the development of priority flood schemes, targeted capital maintenance of existing assets, and data collection and modelling to inform future investment. The approach aims to maximise the use of available external funding, improve resilience to flooding and coastal erosion, and ensure that key projects are in a position to progress should further funding opportunities arise. 3. RECOMMENDATIONS – 3.1 It is recommended that Committee: i) approve the allocation of the additional £925,000 Scottish Government capital grant for flood risk management activities as set out in paragraph [4.5] of this report; and Item 7. Page 51
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ii) note that the proposed programme of works supports the delivery of Flood Risk Management Plan priorities and will improve readiness for future external funding opportunities. Will Burnish Senior Engineer, Design Consultancy 4. BACKGROUND AND CONTEXT 4.1 Moray Council has been awarded additional capital funding from the Scottish Government to support flood resilience activities during the 2026/27 financial year. This funding supports delivery of actions aligned with Flood Risk Management Plans (FRM) and the National Flood Resilience Strategy. 4.2 The funding provides a flexible opportunity to progress a range of flood resilience measures, including flood protection schemes, capital maintenance, coastal resilience, and modelling or design updates for proposed schemes. 4.3 At its meeting on 30 June 2026, Council agreed in principle to the allocation of this additional funding (para 11 of the draft minute refers). This report sets out the proposed programme of works and associated allocation of £925,000 over financial years 2026/27 and 2027/28. 4.4 The proposed programme has been developed to: • Progress priority flood schemes identified within the FRM Plan; • Maintain and enhance existing flood and coastal assets; • Improve project readiness to enable future external funding opportunities; • Deliver early interventions that reduce long-term risk and future capital liabilities. 4.5 The proposed allocation of funding is summarised below: • Seatown Flood Protection Scheme– progressing modelling updates, detailed design and enabling works to improve scheme readiness; • Portessie Flood Protection Scheme – undertaking a viability review to confirm alignment with current guidance and future deliverability; • Lossiemouth Coastal Defence Repairs – targeted capital maintenance works to reduce the risk of asset deterioration and avoid more significant intervention in the short to medium term; • Findhorn Sediment Management – planned maintenance activity associated with the River Findhorn flood scheme; • Rothes Surface Water Management Plan (SWMP) Review – updating modelling and assessing next stages in line with FRM Plan actions; • Kinloss Data Collection – progressing flood study and data collection actions identified within the FRM Plan; • Elgin Flood Scheme Tree Clearance – essential capital maintenance to support ongoing scheme performance; • Reservoir Management – capital maintenance associated with regulated assets and flood risk management infrastructure. Page 52
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4.6 The following table shows the budget allocation for each project over the 2 financial years:- Project 2026/27 (£) 2027/28 (£) Total (£) Seatown Flood Protection Scheme 200,000 75,000 275,000 Portessie Flood Protection Scheme 50,000 - 50,000 Lossiemouth Coastal Defence Repairs 75,000 - 75,000 Findhorn Sediment Management - 250,000 250,000 Rothes SWMP Review 50,000 - 50,000 Kinloss Data Collection 50,000 - 50,000 Elgin Flood Scheme – Tree Clearance 75,000 - 75,000 Reservoir Management 100,000 - 100,000 Total 600,000 325,000 925,000 4.7 The proposed programme reflects the categories of eligible activity set out by the Scottish Government, including scheme development, capital maintenance, and modelling updates 4.8 It should be noted that progressing scheme development (e.g. Seatown and Portessie) does not guarantee future construction funding through the national FRM Plan programme. However, advancing these projects will ensure that they are in a position to progress quickly should external funding become available. 4.9 The proposed approach represents a balanced programme of: • Project development (to unlock future investment), • Capital maintenance (to protect existing assets), and • Risk-based interventions (to reduce flooding and coastal erosion impacts). 4.10 The proposed approach does not to have any adverse impact on the delivery of the current Flood Risk Management Plan (2022–2028). Key projects, including the Forres Surface Water Management Plan and the Garmouth and Kingston Adaptation Plans, will continue to be delivered in accordance with the approved programme. 5. PROPOSALS 5.1 To allocate the additional £925,000 capital grant awarded to Moray Council for flood- related activities to the projects outlined in paragraph 4.5, in accordance with the budget allocations set out within that paragraph. 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 53
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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 Moray Council, as Responsibility Authority, has statutory duties under the Flood Risk Management (Scotland) Act 2009, including the preparation and delivery of Flood Risk Management Plans and associated actions. The proposals set out in this report align with: • The Flood Risk Management Plans (FRMPs) • The National Flood Resilience Strategy • Relevant Scottish Government capital funding guidance The allocation of funding reflects approved priorities within these policy frameworks and supports the delivery of statutory flood risk management functions. There are no additional legal obligations arising from this report beyond those already placed on the Council as Responsible Authority. 6.4 Financial The financial implications of this report relate to the allocation of an additional £925,000 capital grant provided by the Scottish Government for flood risk management activities. The proposed expenditure is fully funded through this additional external capital grant and does not require additional contribution from existing Council budgets. Page 54
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The funding is phased across two financial years as follows: • £600,000 in 2026/27 • £325,000 in 2027/28 The expenditure comprises capital works and development activities across a number of projects, including design, modelling, capital maintenance and scheme progression. No ongoing revenue commitments are created through these proposals. All expenditure will be managed in accordance with the Council’s financial regulations. The works have been phased over 2 years due to resourcing requirement to deliver this value of works with a tight timescales. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Flood Risk Management £925,000 2026/27 & 2027/28 £600,000 Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk There is a risk that failure to allocate and utilise the available funding within the required timescales could result in loss of funding or reduced future funding opportunities. There is also a risk that delays in progressing scheme development may reduce the Council’s ability to secure external funding for larger capital projects in future. The proposed programme seeks to mitigate these risks by progressing a balanced range of deliverable and priority projects. 6.6 Staffing There are no direct implications for staffing establishment or grading arising from this report. The proposed activities will be delivered through existing staff resources and, where required, external consultants and contractors. 6.7 Best Value and Transformation The proposals deliver best value by utilising external grant funding to progress priority flood risk management activities, reducing future capital liabilities and supporting long- term resilience. Page 55
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The programme reflects a balanced approach between asset maintenance, risk reduction and project development, ensuring efficient use of available resources and alignment with strategic priorities. 6.8 Property There are no new property acquisition requirements arising from this report. 6.9 Information Communications/Technology/Digital There are no direct ICT implications arising from this report. Some elements of the programme, such as modelling updates and data collection, will utilise specialist technical systems, but these are managed within existing operational arrangements. 6.10 Equalities, Social Inclusion and Economic Impact The proposals are expected to have positive impact(s) by reducing flood risk to communities, infrastructure and local businesses. There is no anticipated adverse impact on protected groups. An Equalities Impact Assessment is not considered necessary at this stage. Any project-level impacts arising from specific works, such as temporary disruption or access issues, should be considered and mitigated through normal project planning and engagement. 6.11 Climate Change and Biodiversity Impacts The proposals contribute positively to climate change adaptation by improving resilience to increasing flood risk and coastal erosion associated with climate change. Works will be undertaken in line with environmental best practice and relevant regulatory requirements to minimise impacts on biodiversity. 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 56
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Debbie Halliday Contact Email: debbie.halliday@moray.gov.uk Subject: Riverbasin Management 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to approve the proposed approach to undertaking works to remove fish barriers in Moray. 1.2 This report is submitted to Committee in terms of III (F) (13) of the Council’s Scheme of Administration relating to dealing with all matters relating to Environmental Protection. 2. SUMMARY 2.1 The Scottish Environment Protection Agency (SEPA) is responsible for drafting and publishing River Basin Management Plans, which identify areas for improvement to the water environment. The Scottish Government, SEPA and other responsible authorities, including Moray Council, have a duty to have regard to these plans. 2.2 SEPA has identified six areas for improvement in Moray and expects Moray Council to undertake works to implement these improvements. If Moray Council does not commit to working with SEPA to deliver these actions SEPA has advised it may take enforcement action against Moray Council. This should be set against the context of the duty on the Council being to have regard to the plans rather than to take specific action. 2.3 Officers have advised SEPA that while they understand the importance of protecting the water environment, financial constraints mean it is unlikely that Moray Council will be in a position to undertake works, unless third party funding is made available. 3. RECOMMENDATIONS 3.1 It is recommended that Committee agree: Item 8. Page 57
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i) officers will continue to engage with SEPA to identify potential solutions to fish barriers on Moray’s waterbodies; and ii) only to progress works to remove barriers to fish where they are fully funded by a third party or as part of a larger project, if the barrier removal does not significantly increase costs. Debbie Halliday Service Manager, Design Consultancy 4. BACKGROUND AND CONTEXT 4.1 The River Basin Management Plan (RBMP) sets out a framework for protecting and improving the water environment across Scotland. The Scottish Government, Scottish Environment Protection Agency (SEPA), responsible authorities (including Moray Council) and all of Scotland’s other public bodies have a duty under the Water Environment and Water Services (Scotland) Act 2003 to have regard to the River Basin Plans and Sub Basin Plans. “Have regard to” means that when making decisions Moray Council must take into account the contents of these plans and if they depart from the plan, clear reasons must be provided for doing so. 4.2 SEPA is responsible for drafting the RBMP and within this plan identifying areas where the water environment should be improved, including easement of fish barriers. SEPA expects Moray Council to work with it to achieve actions outlined in the RBMP. In line with the objectives set by Ministers, the legal deadline for easement of fish barriers is 21 December 2027. 4.3 SEPA has identified six sites in Moray where fish passage is restricted. One of these sites is on the Rothes Burn and work, funded by Water Environment Fund, is currently underway to improve fish passage. The remaining sites identified are one on the Linkwood Burn, one on the Burn of Tommore, two on the Burn of Mosset and one on the Burn of Buckie. 4.4 SEPA has advised that its priority site is the Linkwood Burn and the reason for prioritising this site is because other organisations have agreed to undertake works to remove restrictions on this watercourse. The estimated cost to Moray Council of improving fish passage on this watercourse is likely to be in the region of £150,000. The estimated cost of undertaking the work required to improve fish passage on the remaining sites is likely to be in the region of £1,600,000. These are high level estimates, without risk, based on the work currently being undertaken on Rothes Burn. 4.5 SEPA has advised that if Moray Council is not in a position to deliver this work before the 2027 deadline, it will consider all regulatory options including service of a Remedial Measures Notice under Regulation 3 of Water Environment (Remedial Measures) (Scotland) Regulations 2016. Whichever option is chosen, SEPA will have regard to its Enforcement Policy and its Guidance on the Use of Enforcement Action in reaching a decision. At present, there remains uncertainty regarding: • The likelihood of prosecution being pursued; • The consequences of any prosecution; and Page 58
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• Whether enforcement could compel delivery of works irrespective of funding availability. 4.6 Officers have considered the duty in section 16 of the 2003 Act and after weighing up the fact that the Council is facing financially challenging times and competing priorities for expenditure and the environmental implications of not undertaking this work at this point in time, the recommendation is that the Council does not agree to undertake this work unless third party funding is secured (like the Water Environment Fund that was secured for the work to Rothes Burn or), it is part of a larger project and does not significantly impact on cost. 4.7 Officers have engaged constructively with SEPA since late 2025. Throughout this engagement, officers have made clear that while the environmental importance of these works is recognised, Moray Council is facing financially challenging times with competing priorities for expenditure. 5. PROPOSALS 5.1 Officers will continue to engage with SEPA to identify potential solutions to fish barriers at sites in Moray identified by SEPA. 5.2 Where third party funding is available officers will deliver solutions agreed with SEPA at the identified sites. 5.3 If fish barrier removal can be included as part of a larger project, without significantly increasing costs, this should be accommodated. 5.4 Work to remove barriers to fish at sites identified where it is not part of a larger project or third party funding is not currently available, will not be progressed. 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)) Page 59
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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 Moray Council, as a responsible authority, has a duty under the Water Environment and Water Services (Scotland) Act 2003, to have regard to river basin management plans and sub-basin plans. This duty means that the Council must take the management plan into account and give clear reasons for any departure from it. These clear reasons must objectively be proper reasons, or legitimate reasons but do not have to be deemed ‘good’ or ‘compelling’. This means that the advice received is that the financial constraints on the Council are sufficiently legitimate reasons for the council to take the recommended position of only progressing a scheme if third party funding is available or the works can be done at minimal cost as part of a larger project. 6.4 Financial There are no financial implications associated with the recommendations in this report as works would only be progressed if fully funded by a third party. Any financial implications associated with potential enforcement action are unknown at this time. 6.5 Risk SEPA has indicated that failure to make progress could lead to formal enforcement action, including potential prosecution. At present, there remains uncertainty regarding the likelihood and the consequences of prosecution. 6.6 Staffing There are no staffing implications associated with the recommendations in this report. 6.7 Best Value and Transformation There are no best value or transformation implications associated with the recommendations in this report. 6.8 Property There are no property implications associated with the recommendations in this report. 6.9 Information Communications/Technology/Digital Page 60
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There are no information, communication, technology or digital implications associated with the recommendations in this report. 6.10 Equalities, Social Inclusion and Economic Impact While there are no direct impacts arising from the recommendations in this report, if specific works are progressed in future, project-level consideration should be given to any temporary local access, amenity, communication or disruption impacts, including for disabled people, older people, children and young people, low-income households and communities close to the affected watercourses. 6.11 Climate Change and Biodiversity Impacts If works to improve fish passage are undertaken this work will contribute to the protection of the water environment in Scotland. 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 61
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Report to: Economic Development Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Amy Cruickshank Contact Email: amy.cruickshank@moray.gov.uk Subject: Moray Workforce North Road Map 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present the Moray Workforce North Roadmap (attached as Appendix 1) for approval and to seek endorsement of the collaborative approach set out within the Roadmap to strengthen Moray's workforce, improve partnership working and support the region's long-term economic growth. 1.2 This report is submitted to Committee in terms of Section II (A) (2) of the Council's Scheme of Administration relating to long-term financial plans. 2. SUMMARY 2.1 In response to the Regional Transformation Opportunities (RTO’s), the Highlands and Islands Chief Officers Group recognised the importance of taking a coordinated approach to workforce development. Skills Development Scotland (SDS) are leading on the Workforce North initiative across the Highlands and Islands Region. In Moray, the Moray Pathways Local Employability Partnership (LEP) Moray Workforce Sub-Group subsequently agreed to lead this work locally, recognising the strong alignment between Workforce North and the partnership’s existing priorities and ambitions. This provides an opportunity to build on established partnership activity rather than duplicate existing efforts, while developing a focused Moray response to workforce attraction, skills development, education, employability and future workforce planning. By taking ownership of Workforce North at a local level, the partnership can ensure that Moray’s specific workforce needs and opportunities shape delivery, while also providing a clear mechanism for local learning, priorities and progress to feed into and influence wider regional developments. Item 9. Page 63
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The Moray Workforce North Road Map provides a collaborative framework to strengthen Moray’s workforce and support sustainable economic growth. The Moray Workforce Group is a sub-group of the Moray Pathways Local Employability Partnership which brings together partners from education, skills, employability, business and economic development. The road map was informed by a collaborative Skills Summit where public sector partners and local businesses shared ideas for action. The roadmap also builds on existing partnership activity and focuses on five strategic priorities: promoting local career opportunities, strengthening education and career pathways, expanding apprenticeships and vocational learning, supporting upskilling and reskilling, and attracting and retaining working-age people. Through coordinated action, the roadmap aims to improve workforce resilience, address current and future skills shortages, support employers to meet changing workforce demands, and ensure Moray is well positioned to maximise the opportunities arising from future investment and economic growth. The roadmap has been shared with Moray Economic Partnership and the Community Planning Board. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) endorse the Moray Workforce North Moray Roadmap attached as Appendix 1 in respect of the input by Moray Council; ii) note that delivery of the Roadmap will be undertaken collaboratively by partner organisations through existing governance and partnership arrangements, and iii) agree that progress against the Roadmap will be monitored by the Moray Workforce Planning Group, with updates provided to Committee contained within the Moray Pathways Local Employability Annual Report. Author Name: Amy Cruickshank Job Title: Employability Team Manager 4. BACKGROUND AND CONTEXT 4.1 The Moray Workforce North Road Map at Appendix 1 has been developed collaboratively by the Moray Workforce Planning Group following the Moray Pathways Workforce North Employer Summit held in December 2025. The roadmap has been informed by employer engagement, labour market intelligence, regional and local strategies, and the expertise of partners from across education, employability, skills, business and economic development. The documents in background papers set out the context and have been uploaded to CMIS as additional meeting documents. 4.2 The roadmap recognises that Moray benefits from a wide range of existing workforce initiatives and partnership activity. Rather than creating new programmes where effective activity already exists, it focuses on strengthening collaboration, improving coordination and identifying areas where partners can work collectively to address current and future workforce challenges. The Roadmap and associated documents have already been reported to Moray Economic Partnership and the Community Planning Board. Page 64
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The Roadmap is intended to be a live document that will evolve as delivery progresses, with partners monitoring implementation, reviewing progress and responding to changing workforce priorities over time. The Moray Workforce Group will continue to track and monitor progress using the Action Tracker at Appendix 2 via regular meetings and any changes to the original document will be shared to all partners. Updates will be provided to Committee contained within the Moray Pathways Local Employability Annual Report. 6.1 5. PROPOSALS 5.1 The roadmap provides a practical framework for collaborative action across five strategic themes: 5.2 Theme 1: Promoting Moray's education, skills and employment opportunities through a coordinated communications campaign This focuses on creating a coordinated and consistent approach to promoting Moray as a place to build a career by raising awareness of current and future education, skills and employment opportunities. It brings together actions to develop shared messaging and promotional resources, improve public awareness through targeted communications and local media engagement, equip teachers and lecturers with up-to-date knowledge of emerging industries and career pathways, and ensure businesses particularly SMEs are informed about future investment, supply chain opportunities and workforce needs. Collectively, these actions aim to ensure residents, educators and employers all have a shared understanding of the opportunities available across Moray. 5.3 Theme 2: Strengthening education and careers pathways for young people Theme 2 aims to strengthen the connection between education and employment by ensuring young people and those who influence their career choices have a clear understanding of local pathways into work. The actions focus on identifying and removing barriers to awareness of local careers, increasing employer engagement and workplace experiences in schools, expanding Foundation Apprenticeship opportunities to reflect priority sectors, and improving the knowledge of careers advisers, teachers and parents through targeted professional development and engagement. Together, these initiatives will help young people make informed career decisions while strengthening progression into employment and training opportunities within Moray. 5.4 Theme 3: Expanding apprenticeship and vocational learning opportunities aligned to employer demand This theme seeks to make apprenticeship and vocational learning opportunities more visible, responsive and closely aligned to employer demand. It includes developing better mechanisms for sharing labour market intelligence, mapping existing vocational and apprenticeship provision to identify gaps and opportunities, and promoting Graduate Apprenticeships to school leavers, college students and existing employees wishing to upskill. By improving collaboration between employers, education providers and partners, the theme will ensure learning provision is better informed by workforce needs and that more people can access high-quality vocational pathways 5.5 Theme 4: Supporting adult upskilling and reskilling to respond to changing workforce needs Page 65
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This theme supports adults and employers to adapt to changing labour market demands by expanding opportunities for lifelong learning and workforce development. The actions include identifying gaps in existing training provision, developing flexible and employer-led learning opportunities, supporting career changers and people returning to work through more inclusive recruitment practices, and using community benefits and public procurement to create apprenticeships, work placements and new training opportunities. Together, these actions will help reduce skills shortages, improve access to employment and ensure workforce investment delivers lasting benefits for Moray’s economy and communities. 5.6 Theme 5: Attracting and retaining working-age people while supporting employers to recruit and retain talent Theme 5 focuses on making Moray an attractive place to live, work and invest while helping employers recruit and retain the workforce they need. The actions include developing a coordinated place branding and talent attraction campaign, supporting employers to improve recruitment and workforce planning practices, promoting equality, diversity and inclusion to widen access to employment, and encouraging volunteering as a means of developing leadership skills and strengthening links between businesses and the third sector. Collectively, these initiatives aim to attract new residents, retain local talent, create more inclusive workplaces and support long-term economic growth across Moray. 5.7 Collectively these actions aim to improve awareness of local career opportunities, strengthen pathways into employment, increase employer engagement, support lifelong learning and ensure Moray is well positioned to respond to future investment opportunities and changing labour market demands. Delivery will be partnership-led, with actions allocated to lead organisations and supported through existing collaborative governance arrangements. 5.8 Co-Investment Opportunities A new Workforce North (WFN) Co-Investment Fund is being launched this year and provides an important opportunity to translate the priorities identified through the Moray Workforce North Roadmap into practical delivery. The £2 million of seed investment is being managed by Skills Development, in partnership with Highland Council. Moray partners can seek regional co-investment alongside contributions from employers and other partners. Local employers, including Moray Council can apply to this fund to support apprenticeship activity and the partnership will share the application pack and guidance when it is launched. The fund can also support new or expanded training pathways, rapid upskilling and reskilling activity, and specialist provision required to respond to future economic investment. The approach aligns closely with the roadmap’s ambition to identify gaps in local provision and develop flexible, employer-led solutions that increase the availability of training and help address skills shortages. Alongside the WFN Co-Investment Fund, the partnership are looking at the possibility of a new Community Benefits and Social Value approach to provide a further mechanism for generating investment in local workforce development. The roadmap proposes maximising the impact of public-sector procurement spend by securing commitments to Page 66
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apprenticeships, jobs, work placements, employer engagement with education, community investment and support for local businesses. 6. SUMMARY OF IMPLICATIONS 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 and Biodiversity Impact ☐ ☒ 6.1 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 6.2 Policy and Legal The Moray Workforce North Roadmap directly supports the ambitions of the Moray Economic Strategy 2022–2032 by providing the workforce actions needed to deliver sustainable economic growth and diversification. The roadmap aligns particularly strongly with the Strategy’s four key outcomes: increasing qualification levels through enhanced education, apprenticeships and lifelong learning; supporting business growth by developing a skilled workforce that responds to employer demand; attracting, retaining and returning talent through coordinated place promotion and improved career pathways; and strengthening business competitiveness by investing in workforce development, upskilling and collaboration between employers, education and public sector partners. Page 67
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Through its focus on employer-led action, partnership working and preparing Moray’s workforce for future investment opportunities, the roadmap provides the practical delivery framework that will help achieve the Economic Strategy’s vision of a more prosperous, resilient and inclusive economy. Within The Highlands and Islands Regional Economic Plan (HIREP) (2025-2035). Goal 6 in the HIREP plan is to: Develop a coordinated response to skills and labour requirements across the region. Our region requires people with the right skills to realise regional opportunities and support the foundational economy. Understanding and responding to future skills and labour needs gives businesses confidence they can access the skills they need, enables effective provision of services and provides individuals with pathways to well-paid work and career fulfilment in the region. The services delivered within the Moray Pathways local employability partnership aligns to the No-one Left Behind Employability Strategy (2024-2027) 6.3 Financial None 6.4 Risk None 6.5 Staffing Actions will be delivered using existing staffing resources 6.6 Best Value and Transformation None 6.7 Property None 6.8 Information Communications/Technology/Digital None 6.9 Equalities, Social Inclusion and Economic Impact Moray Pathways Local Employability Partnership target people who face inequalities and the actions are aimed to support employability including reducing the gender pay gap. 6.10 Climate Change and Biodiversity Impacts None 7. CONSULTATION This report has been prepared in consultation with the Executive Director Economy, Enterprise and Operations, the Head of Growth, Planning and Climate, the Service Manager Economy and Enterprise, the Service Manager Legal Services, the Equal Opportunities Officer, the Finance Manager and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. Page 68
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The report has also been consulted with the Local Employability Partnership, the Moray Economic Partnership and also the Highlands and Islands Regional Economic Partnership through the involvement of the Regional Skills Planning Lead - Highlands & Islands in the Moray work. 8. BACKGROUND PAPERS 8.1 Background paper - Moray Workforce North Baseline data Background paper - Mapping of Existing Activity – Gaps - Opportunities Page 69
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Moray Workforce North Roadmap Appendix 1 Page 71
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Moray Workforce North Roadmap 1. Developing the Moray Workforce North Roadmap The Moray Workforce North Roadmap has been developed following the Moray Pathways Workforce North Employer Summit held in December 2025, where employers and partners identified a broad range of opportunities and priorities relating to workforce attraction, skills development, education, employability, business growth and future workforce planning. Over the following months, the Moray Workforce Planning Group met on a number of occasions to shape the roadmap, drawing upon labour market intelligence, regional and local strategies, partner expertise and existing workforce activity across Moray. This collaborative approach ensured the roadmap reflected both evidence and practical experience, while providing partners with the opportunity to collectively consider current activity, future investment and emerging workforce challenges. Throughout these discussions, it became clear that many of the priorities identified by employers were already being progressed through existing partnership activity across Moray. Rather than duplicate these efforts, partners agreed that the roadmap should focus on areas where greater collaboration, improved coordination and targeted new activity could add the greatest value. Moray already benefits from a wide range of workforce initiatives delivered by employers and partner organisations. These activities support careers education, employer engagement, employability, vocational learning, apprenticeships, business support, inward investment and economic development, providing a strong foundation for the actions set out within this roadmap. The result is a focused roadmap that builds upon existing strengths, strengthens partnership working and identifies the collaborative actions needed to respond to Moray's current and future workforce challenges. 2. Purpose The Moray Workforce North Roadmap provides a clear and practical framework for collaborative action to strengthen Moray's workforce. It brings together partners from across education, skills, employability, business and economic development to deliver coordinated activity that responds to current workforce challenges while preparing the region for future opportunities. The roadmap is built around five cross-cutting themes that support people of all ages, employers and those involved in educating, influencing and developing the future workforce. It focuses on practical actions that add value to existing partnership activity, strengthen collaboration and support sustainable workforce growth across Moray. 3. Why it Matters Moray has a strong and resilient economy, supported by successful businesses, a skilled workforce and well-established partnerships. However, like many areas across Scotland, the region faces challenges which require a coordinated response. These include: • Skills shortages across several priority sectors. • A declining working-age population and the need to attract and retain talent. • Significant future investment which will increase demand for skilled workers. • Career pathways that are not always visible or well understood. • The need for employers and individuals to navigate an increasingly complex skills and training landscape. • The need to support people to upskill and reskill as technology, industries and workforce requirements continue to evolve. 4. What Success Looks Like Success will be measured not only through delivery of individual actions but through the longer-term impact they have on people, employers and the wider economy. The Moray Workforce North Roadmap aims to achieve: • Clear, consistent and positive messaging about living, learning and working in Moray. • Increased awareness of current and future career opportunities across Moray's priority sectors. • Stronger pathways from education into employment. • Increased employer engagement within education and workforce development. • Flexible vocational, apprenticeship and lifelong learning opportunities that respond to employer demand. • Improved opportunities for adults to upskill, reskill and change careers. • Stronger partnership working across organisations supporting workforce development. • A workforce that is better prepared to respond to future investment and economic opportunities. • Moray being recognised as a place where people can build successful careers and businesses throughout their working lives. Page 72
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Moray Workforce North Roadmap 5. Principles for Delivery The Moray Workforce North Roadmap has been developed around shared principles that will guide implementation. Activity will be: • Evidence informed, using labour market intelligence and employer insight to inform decision making. • Employer led, ensuring activity responds to genuine workforce demand. • Collaborative, building upon the expertise and resources of partners across Moray. • Focused on adding value, complementing existing activity and avoiding unnecessary duplication. • Flexible and responsive, allowing partners to respond to emerging opportunities, investment and changing workforce needs. • Practical and deliverable, focusing on actions that can achieve measurable outcomes. • Inclusive, supporting people of all ages, backgrounds and career stages. • Outcome focused, with progress monitored through agreed measures and regular partner review. Page 73
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Moray Workforce North Roadmap Theme 1: Extensive Campaign Present a single, strong message about the current and future job opportunities which are available for adults and young people already living in Moray Clear promotion of local opportunities to people in Moray Upskill educators about key sector developments in Moray including skills/jobs requirements and entry pathways Raise awareness of opportunities with Moray businesses/employers Actions 1.1 Coordinated effort to share consistent key messages to people already living and working in Moray about existing opportunities and future jobs coming through investment in the area. Key tasks could include: • Identify target audience groups (young people, adults in the community, parents/carers etc) • Agree sectors to be included as part of messaging about opportunities in Moray • Develop resources, material and case studies to promote key messages • Hold engagement sessions with local press. 1.2 CPD programme designed for teachers and lecturers on different technologies including AI, required skillsets and existing, emerging and future roles in Moray’s key sectors. Sessions should recognise timetabling challenges and key priorities for education colleagues such as curriculum improvement. 1.3 Share information about forthcoming opportunities to businesses/employers in Moray via targeted newsletters, social media posts and thematic events. These activities must reach local SME base to ensure employers are aware of supply chain opportunities, and workforce implications and local procurement readiness. Suggested Output • Shared communications framework agreed. • Workforce messaging embedded within partner communications and engagement activity. • Partners promoting Moray's opportunities through existing communication channels, events and networks. • Consistent promotional resources available for partner use. • A coordinated programme delivered for teachers and lecturers, providing up-to-date insight on emerging technologies, workforce trends, priority sectors, skills requirements and career pathways in Moray. • Coordinated employer communications plan developed and delivered. • Targeted newsletters, social media campaigns and sector events delivered to businesses across Moray. • Resources and guidance produced to help employers understand supply chain opportunities, workforce implications and local procurement opportunities. Delivery partners Lead: Moray Council Employability Team Support: DYW Moray, UHI Moray, Moray Chamber, TSI, HIE, Skills Development Scotland, Business Gateway, FSB, DWP Lead: DYW Moray Support: Moray Council Education, Moray Chamber of Commerce, Skills Development Scotland Workforce Lead: Moray Chamber Support: Federation of Small Businesses, HIE, UHI Moray, TSI Moray, DYW Moray, Business Gateway, DWP Suggested Outcome Increased awareness of Moray's current and future education, skills and employment opportunities through consistent promotion across partner organisations. Teachers and lecturers have increased confidence and knowledge of local labour market opportunities, enabling them to better embed careers education within the curriculum and support learners to make informed decisions about future pathways. Employers, particularly SMEs, have increased awareness of forthcoming investment, supply chain opportunities and workforce implications, enabling them to plan, collaborate and compete for future opportunities in Moray. Suggested completion October 2026 – October 2027 October 2026 – October 2028 October 2026 – October 2027 Page 74
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Moray Workforce North Roadmap Theme 2: Education Help young people in education and their key influencers clearly see and access local career pathways. Increase exposure to local pathways and industry opportunities in schools Expand Foundation Apprenticeship pathways for Moray school pupils Enhance CIAG practitioner knowledge Actions 2.1 Carry out work to understand barriers to school pupils learning about Moray’s key sectors and pathways into local jobs. 2.2 Look at best practice from other areas in response to these barriers and use this to inform an appropriate Moray response which increases exposure to local opportunities and inspires young people into Moray’s key sectors. Consideration to be given to the wider attainment agenda in Moray and to seek ways to provide accreditation opportunities for young people. 2.3 Broaden the FA offer for Moray school pupils with increased volume of places and greater range of frameworks like Creative and Digital Media, creating more entry routes into Moray’s key sectors. 2.4 Improve key influencers’ understanding of Moray’s sectors, career pathways, industry requirements and technologies driving skills demand, supporting young people to make informed career decisions. Activity could include: • Targeted CPD for CIAG practitioners and school staff, including employer visits, webinars, communities of practice and events. • Parent/carer information and engagement on local pathways, skills demand and future opportunities. • Employer insight on industry requirements, technologies, entry routes and priority sector pathways. Suggested Output • Research and engagement exercise completed with young people, schools and partners. • Barrier analysis and recommendations report produced. • Moray employer engagement model developed and implemented. • Increased number of employer encounters, workplace experiences and sector engagement activities delivered. • Foundation Apprenticeship provision reviewed and expanded to reflect Moray's workforce priorities. • Increased number of Foundation Apprenticeship places and frameworks available to Moray school pupils. • New and enhanced progression pathways established into priority sectors, including areas such as Creative and Digital Media. • CPD and sector insight activity delivered for CIAG practitioners and school staff. • Parent/carer information and engagement activity shared through school and partner channels. • Employers involved in sharing insight on skills demand, technologies, entry routes and career pathways. Potential partners? Lead: DYW Moray Support: Moray Council Education, Skills Development Scotland Lead: DYW Moray Support: Moray Council, UHI Moray, Skills Development Scotland Lead: Moray Council Education Support: DYW Moray, Highland Learning Academy, UHI Moray, Skills Development Scotland Lead: Skills Development Scotland Support: Moray Council Education, DYW Moray, Moray Council Youth Work, UHI Moray Suggested Outcome Improved understanding of factors influencing young people's awareness of local career pathways. More young people understand local career opportunities and pathways into priority sectors. More young people have access to a broader range of Foundation Apprenticeships, improving progression into further learning, apprenticeships and employment within Moray's priority sectors. Key influencers have improved awareness and confidence to discuss Moray’s career opportunities, helping young people receive consistent, informed and locally relevant guidance on future pathways. Suggested completion Date October 2026 – October 2027 October 2026 – October 2027 October 2026 – October 2028 October 2026 – October 2028 Page 75
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Moray Workforce North Roadmap Theme 3: Apprenticeship expansion Make apprenticeship routes more visible, flexible and aligned to local jobs for all Moray people. Share insight on employer skills needs to inform response to identified gaps Promote the existing Graduate Apprenticeship offer Actions 3.1 Establish a mechanism to more effectively share findings from employer engagement in Moray relating to skills needs, training and apprenticeship requirements and views on existing provision/gaps. 3.2 Map existing vocational learning (and upskilling/reskilling offer) in Moray including schools, UHI Moray, training providers, Moray SWAP etc to understand existing pathways and respond to identified gaps. 3.3 Engage potential GA candidates (including school and college leavers as well as existing workers looking to upskill) to promote and improve uptake of GAs in Moray. Suggested output • Moray employer skills intelligence mechanism established. • Regular workforce insight reports shared with partners. • Establish a Moray learning provision working group. • Map existing learning provision across Moray, including schools, UHI Moray, training providers, Moray SWAP and other relevant provision. • Identify gaps, opportunities, scalable solutions and priorities for future learning provision. • Coordinated Graduate Apprenticeship awareness campaign delivered. • Employer and learner engagement events held Potential partners? Lead: DYW Moray Support: Skills Development Scotland, Moray Chamber, HIE, Federation of Small Businesses, Business Gateway, DWP Lead: Skills Development Scotland & Scottish Funding Council Support: Moray Council Employability Team, DWP, Scottish Funding Council, TSI Moray, UHI Moray Lead: DYW Moray Support: UHI Moray, Robert Gordon University, Moray Chamber, UHI, Skills Development Scotland Suggested Outcome Skills investment and curriculum planning are increasingly informed by real-time employer demand. A comprehensive understanding of existing learning provision. This can be considered along with 3.1, enabling partners to identify capacity constraints, service gaps and practical solutions to support workforce growth and delivery across Moray. Increased awareness and uptake of Graduate Apprenticeships in Moray's priority sectors. Suggested completion Date October 2026 – October 2027 October 2026 – October 2027 October 2026 – October 2027 Page 76
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Moray Workforce North Roadmap Theme 4: Upskilling and reskilling Support Moray adults and employers to train and adapt as jobs change. Develop joint training models for rapid upskilling/reskilling Provide targeted support for adults returning to work or changing careers Identify opportunities for co-investment in response to local gaps Actions 4.1 Identify gaps in upskilling and reskilling provision and use this to: • Create short, flexible and modular local training courses to support rapid upskilling and reskilling for the existing workforce, career changers and adult learners supported by industry. • Host reskilling events that allow individuals to explore new job opportunities with employers in Moray’s key sectors. 4.2 Promote benefits to employers of adapting recruitment practices to support career changers, adults returning to work, parents, older workers etc. This is to be informed by a local business panel to inform what is included within this activity. 4.3 Develop a Moray Community Benefits and Social Value approach that maximises the impact of public sector procurement spend by securing apprenticeships, jobs, work placements, employer engagement with education, community investment and support for local businesses. Use community benefit commitments and partner co-investment to address identified workforce and skills gaps, including the development of new training pathways and specialist provision in priority sectors. Suggested Output • Gap analysis completed and shared with partners. • Agreed action plan to address identified priority skills gaps. • New, adapted or better-promoted learning opportunities developed in response to employer demand. • Employer panel established. • Employer guidance and resources developed. • Employer engagement sessions delivered promoting inclusive recruitment practices. Moray Community Benefits and Social Value Framework/Policy developed and adopted by partners. Potential partners? Lead: UHI Moray (Business Enterprise Hub) Support: Moray Council Employability Team, Skills Development Scotland, DWP Lead: UHI Moray (Sector Based Work Academy Team) Support: Moray Council Employability Team, Moray Chamber, DYW Moray, DWP Lead: Moray Council Economic Development Team Support: Moray Council Employability Team, UHI Moray, DYW Moray, DWP, Business Gateway, Moray Chamber Suggested Outcome • Improved availability of training aligned to employer demand. • Increased opportunities for adults and career changers to access relevant skills development. • Reduced skills shortages in priority sectors. • Greater employer awareness of inclusive recruitment practices. • Increased recruitment from wider talent pools. • Improved access to employment for underrepresented groups. Procurement spend is used more effectively to deliver local employment, skills development, apprenticeships and community benefits aligned to Moray's workforce priorities. Suggested completio n Date October 2026 – October 2028 October 2026 – October 2027 October 2026 – October 2027 Page 77
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Moray Workforce North Roadmap Theme 5: Attracting and keeping working age people in Moray Reduce out-migration and attract new working-age residents to Moray Promote Moray as a great place to live and work Help employers improve recruitment and retention and improve EDI within the workforce Actions 5.1 Develop and deliver a coordinated Moray place brand and talent attraction campaign that promotes the region as a destination to live, learn, work and invest. Create consistent messaging that showcases Moray's quality of life, career opportunities, strong communities and natural environment, while supporting inward investment, population growth and funding opportunities through a collaborative regional approach. Key tasks could include: • Identify target groups such as working families/early career professionals. • Consider what incentives could be offered to attract people into Moray. • Create compelling stories of working-age people who have moved to (or stayed in) Moray, highlighting the benefits of living in the region. • Work with employers to enhance how the business community promotes Moray to those out with the region. 5.2 Employer events with different professionals including marketing and comms, HR etc. to support employers with their recruitment practices. 5.3 Promote benefits of EDI in the workplace and support employers to diversify their workforce, drive innovation and attract (and retain) a wider range of candidates. 5.4 Promote benefits of volunteering to businesses for staff development amongst staff, especially representatives joining third sector boards/committees. Suggested Output • Coordinated Moray place brand and talent attraction campaign developed and launched. • Target audience marketing materials and case studies created. • Employer toolkit developed to support consistent promotion of Moray as a place to live and work. • Programme of employer events delivered focusing on recruitment, marketing, communications and workforce planning. • Good practice resources shared with employers. • Employer engagement programme delivered to raise awareness of Equality, Diversity and Inclusion (EDI). • Practical resources, case studies and guidance provided to employers to support inclusive recruitment and retention. • Trustee and skilled volunteering opportunities promoted to employers. • Business and third sector networking opportunities facilitated. Potential partners? Lead: Moray Chamber Support: Moray Council, DYW Moray, HIE, UHI Moray, Skills Development Scotland, TSI Moray, DWP, Visit Scotland Lead: Moray Chamber Support: Federation of Small Businesses, Business Gateway, HIE, TSI Moray¸ DWP, DYW Moray Lead: Moray Chamber Support: Federation of Small Businesses, Business Gateway, HIE, TSI Moray, DWP, DYW Moray Lead: TSI Moray Support: Moray Chamber, Federation of Small Businesses, Business Gateway, HIE, DWP, DYW Moray Suggested Outcome Increased awareness of Moray as a destination to live, learn, work and invest, helping to attract and retain working-age people and support sustainable economic growth. Employers adopt more effective recruitment and attraction practices, improving their ability to recruit and retain the workforce they need. More employers adopt inclusive recruitment and employment practices, helping to attract, retain and develop a more diverse workforce. Employers increasingly embed volunteering and civic participation within workforce development, strengthening leadership skills, supporting community organisations and contributing to Community Wealth Building through greater social value and local collaboration. Measurements: • Employees taking up trustee, committee or skilled volunteering roles. Page 78
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Moray Workforce North Roadmap • New partnerships established between businesses and third sector organisations. • Participating employers reporting improved staff development and community engagement. Suggested completion Date October 2026 – October 2028 October 2026 – October 2027 October 2026 – October 2027 October 2026 – October 2028 Page 79
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Moray Workforce Group Workforce North Action Tracker Date Updated: Ref Theme Action Lead Target Date Output Outcome Measure of Success Progress Update Evidence RAG Next Steps 1.1 Extensive Campaign Consistent messaging campaign Moray Council Employability 12 Months Shared communications framework agreed; workforce messaging embedded; promotional resources developed. Increased awareness of Moray's current and future education, skills and employment opportunities. Partners consistently using agreed messaging across communications. 1.2 Extensive Campaign Educator CPD DYW Moray 24 Months CPD programme delivered for teachers and lecturers. Teachers and lecturers have increased confidence and knowledge of local labour market opportunities. CPD delivered with positive participant feedback and ongoing partner engagement. 1.3 Extensive Campaign Employer opportunity communications Moray Chamber 12 Months Employer communications plan delivered; newsletters, social media and events completed. Employers have greater awareness of future investment and workforce opportunities. Coordinated communications activity delivered with employer participation across sectors. 2.1 Education Understand barriers DYW Moray 12 Months Barrier analysis completed. Improved understanding of factors influencing young people's awareness of local pathways. Findings agreed by partners and used to inform future activity. 2.2 Education Increase exposure to pathways DYW Moray 12 Months Employer engagement model implemented; increased employer encounters. More young people understand local career opportunities. New engagement activity implemented and evaluated by partners. 2.3 Education Expand Foundation Apprenticeships Moray Council Education 24 Months Expanded Foundation Apprenticeship offer. Increased progression into priority sectors. Additional pathways established and promoted. 2.4 Education Enhance CIAG knowledge SDS CIAG 24 Months CPD and engagement activity delivered for CIAG practitioners and parents. Key influencers better understand Moray pathways. Increased participation in CPD and engagement activity. 3.1 Apprenticeships Employer skills intelligence DYW Moray 12 Months Employer skills intelligence mechanism established; workforce insight shared regularly. Skills investment increasingly informed by employer demand. Workforce Planning Group routinely reviews employer intelligence and partners use findings. 3.2 Apprenticeships Map learning provision SDS Workforce North 12 Months Learning provision mapped; gaps identified. Better understanding of existing provision and future workforce demand. Mapping completed, reviewed by partners and informs future provision, funding and curriculum planning. 3.3 Apprenticeships Promote Graduate Apprenticeships DYW Moray 12 Months Graduate Apprenticeship awareness campaign delivered. Increased awareness and uptake of Graduate Apprenticeships. Employers and potential learners engaged through promotional activity. 4.1 Upskilling & Reskilling Joint upskilling models UHI Moray BEH TBA TBC – To be agreed by partners following mapping of upskilling and reskilling gaps. Adults can access flexible training that responds to workforce demand. Partners agree priority provision and delivery model. 4.2 Upskilling & Reskilling Support career changers UHI Moray SWAP TBA TBC – Employer engagement approach and supporting resources to be agreed. More employers recruit and retain career changers and returners. Employer activity agreed and delivered with evidence of engagement. 4.3 Upskilling & Reskilling Community Benefits & Social Value Moray Council Economic Development 12 Months Community Benefits and Social Value Framework developed. Procurement delivers greater workforce benefits. Framework adopted and embedded within partner organisations. 5.1 Attraction & Retention Place brand & talent attraction Moray Chamber 24 Months Place brand campaign launched; employer toolkit developed. Increased awareness of Moray as a place to live, work and invest. Partners using consistent place-brand messaging and promotional materials. 5.2 Attraction & Retention Employer recruitment events Moray Chamber 12 Months Employer recruitment events delivered. Employers improve recruitment and retention practices. Employers actively participating in workforce planning and recruitment events. 5.3 Attraction & Retention EDI support Moray Chamber 12 Months EDI programme delivered. More employers adopt inclusive recruitment practices. Employers engaging with EDI support and resources. 5.4 Attraction & Retention Promote volunteering TSI Moray TBA TBC – Volunteering promotion plan and resources to be agreed. Greater employer awareness of volunteering as a workforce development tool. Partners agree approach and volunteering activity is delivered. Appendix 2 Page 81
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Amy Cruickshank Contact Email: amy.cruickshank@moray.gov.uk Subject: Moray Pathways Local Employability Partnership Annual Report 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to consider and note the progress made in 2025/2026 across the partnership and plans for future investment, delivery and provision. 1.2 This report is submitted to Committee in terms of Section II (A) (2) of the Council's Scheme of Administration relating to long-term financial plans. 2. SUMMARY 2.1 The Moray Pathways Local Employability Partnership Annual Report 2025/26 highlights the strong impact of collaborative employability support across Moray, with 985 individuals participating in funded services, 851 progressing towards positive outcomes, including employment, education, volunteering and skills development, supported by £2.16 million of investment. The report demonstrates the partnership’s focus on helping people facing barriers to work through targeted programmes for young people, parents, disabled people and those with long-term health conditions, alongside initiatives to tackle child poverty, expand affordable childcare, strengthen employer engagement and develop workforce skills. It also outlines achievements such as funded work placements via the Moray Employer Recruitment Incentive Scheme (MERI), Sector-based Work Academy Programme and apprenticeship opportunities, while setting priorities for 2026/27 that include improving employability services, increasing access to support, reducing child poverty through employment, supporting inclusive workforce participation and responding to future labour market and net zero skills needs. Item 10. Page 83
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3. RECOMMENDATIONS 3.1 It is recommended that Committee consider and note the: i) Moray Pathways Local Employability Partnership Annual Report 2025/26 as set out below: and ii) Moray Pathways LEP Annual Investment Plan 2026/27 as set out in Appendix 1. 4. BACKGROUND AND CONTEXT 4.1 Moray Pathways is the local employability partnership (LEP) that includes organisations and local employers from the public, private and third sector. We support individuals who require additional help into fair and sustainable jobs. On behalf of the employability partnership, the Moray Council are the anchor organisation / lead accountable body who co-ordinate the administration of all resources made available for employability support and provision in Moray. The diagram below shows the national delivery model: 4.2 The Moray Pathways commissioning sub group (CSG) are responsible for evaluating and scoring all financial procurement processes. The organisations forming the sub group include; ; Moray Council, Department for Work and Pensions, Developing the Young Workforce (DYW) Moray, Skills Development Scotland (SDS) and TSI Moray. The partnership reports to the Moray Economic Partnership and leads on workforce skills planning actions within the Economic Strategy. 4.3 Employability Participation, Investment and Outcomes in 2025/2026 During the reporting period, 985 unique individuals participated in Moray Pathways funded employability activities across Moray. This included 368 new participants accessing support during the year and 589 individuals continuing to receive support that had commenced in previous reporting periods, demonstrating sustained engagement with employability services. 4.4 Participants represented a broad cross-section of the local population, with 57% (563)identifying as male and 43% (422) as female. The largest age group supported was those aged 25–50 years (411 participants, 42%), followed by 353 young people Page 84
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aged 15–19 (36%), 116 aged 20–24 (12%), and 105 participants aged 50 and over (11%). This highlights the continued demand for employability support across all age groups while maintaining a strong focus on young people and those of working age. 4.5 To deliver these services, the partnership funded £2.16 million in employability programmes during the year. The majority of investment (£1.43 million) was through Scottish Government No One Left Behind (NOLB) funding. A further £481,572 was invested through the UK Shared Prosperity Fund – People and Skills, while the Council’s core employability budget contributed £241,973. This investment enabled a comprehensive range of employability interventions, from early engagement and skills development to specialist support for those facing barriers to employment. 4.6 The impact of this investment is reflected in the positive outcomes achieved. During the reporting period, 851 participants progressed towards positive destinations. This included 166 individuals entering employment or progressing within employment, 95 moving into further or higher education, 25 entering volunteering opportunities, and 148 participating in the Moray Pathways Sector-based Work Academy Programme (SWAP). SWAP is designed to help participants secure and sustain meaningful employment through provision of vocational training, employer connections and tailored in-work support to build skills, experience, and confidence. In addition, 341 participants continued to develop their employability through personal development activities delivered in partnership with Community Learning and Development and third sector organisations. 4.7 Alongside these outcomes, participants achieved important milestones that strengthened their future employment prospects. Thirty-four individuals completed work experience or work placements, while 57 participants gained accredited qualifications or training awards, improving their skills and readiness for employment. The Council also demonstrated its commitment to workforce development through the recruitment and support of 26 Modern Apprentices and 2 Graduate Apprentices. 4.8 Overall, the figures demonstrate the significant impact of Moray Pathways Local Employability partnership services. The breadth of participation and positive outcomes reflects the effectiveness of a partnership approach that continues to support individuals at every stage of their employability journey. 4.9 Tackling Child Poverty Through Employment Over the past 12 months, Moray has made strong progress in expanding affordable School Aged Childcare by focusing on practical delivery, rapid response to barriers, and building the capacity and sustainability of local providers so more parents can enter and progress in work, learning and training. The partnership has invested in the sector through the School Aged Childcare Business Growth Programme, providing Page 85
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tailored support (business planning, leadership, marketing and service development). Following provider feedback, Moray introduced targeted funding via a Small Grant Scheme for existing services and a Childminding Start-Up Grant to encourage new provision, supporting equipment, improvements and service growth to protect and increase childcare places. 4.10 A need for flexible local solutions, especially in rural areas, has previously been identified. A partnership between M-Connect and Earthtime Outdoor School Aged Childcare helped reduce transport barriers through free transport, lowering costs for families and supporting parental employment. Wider planning included mapping transport needs, exploring rural transport models, and developing community-led approaches, with funding now secured, focused work in Speyside will start in 2026. 4.11 Workforce development has been through the Step Into Childcare Programme, and childcare career pathways, with 12 people engaging in the Programme, and then moving into further learning or into employment in the Sector. The Eary Years Facility in Kinloss was changed and opened up. However, issues have arisen with the Caretakers Cottage, Kinloss (care inspectorate regulations), this is being worked through between RAFA Kidz and estates, and a short term plan is being put in place with agreement from the Headteacher. A new draft Policy to support future lease agreements has been created and is awaiting sign off with Legal and Estates departments. 4.12 The Progress for Parents project has engaged with 130 new parents referrals for this year, with another 62 carried forward from the previous year. The parents were from the following priority family groups: • 84 Single Parents • 33 Families with a disability • 32 Large Families • 17 Young Parents (Under 25 ) • 10 Ethnic Minorities (Population is only 4% in Moray) 4.13 To meet the needs of parents Groups have been developed in Forres and Buckie, with 2 more planned in Elgin and Lossiemouth for 2026. The Employability Keyworkers work alongside the Community Learning Development Team to co- produce sessions with parents. The success of these groups has built confidence, support networks and developed peer to peer learning: • 33 parents have entered employment (8 of these are MERI Placements) • 7 Entered Self Employment • 14 have started volunteering in 2025-2026 • 8 Started Higher or Further Education • 40 have participated in training Page 86
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4.14 A pilot of the training offer was upskilling parents already in work but on low incomes. The Scheme was coordinated by UHI Moray, funded through Parent Employability. 7 parents were supported to gain fully funded qualifications that would enable them to take higher paid employment or take up new opportunities. This has proved positive and will be offered again in 2026/27. Some of the parameters may change to meet the needs of more parents. 4.15 Supporting Disabled People and those with Long-Term Health Conditions • 55 people who have an economically inactive status have participated in our Financial Literacies Project, delivered by Money Advice Moray Team (MAM) and funded by the partnership via the UKSPF Fund. The project has resulted in clients being referred from MAM to a Keyworker within the employability team and thereafter progress to further learning, training or employment opportunities. • We have supported 202 people (new starts) who have a disability or those with a long-term health condition. We commissioned Enable Works to provide intensive support to disabled people and those with a long-term health condition. Enable Works provided supported employment opportunities including supported work placements and accredited qualifications via our successful Sector-based Work Academy Programme ( SWAP). 4.16 Working with Employers to Improve Outcomes and Supporting a Just Transition to Net Zero • Over the last year, the partnership created a Moray Workforce Group and co- ordinated a Skills Summit which has led to the preparation of a new Moray Workforce North Roadmap. The roadmap creates a more connected workforce system that is responsive to labour market needs and future investment opportunities. The roadmap provides actions across the following themes: Extensive Promotion Campaign, Education, Apprenticeship Expansion, Upskilling and Reskilling and Attracting and keeping working age people in Moray. See following link for more info https://youtu.be/qjkUZ6dkqlE. • Moray Employer Recruitment Incentive Scheme (MERI) The MERI scheme in Moray was simplified compared with previous years, making it easier for employers and participants to engage. Employers received monthly reimbursement of wages paid at the Real Living Wage (£12.60 per hour) for up to 25 hours per week over a maximum of six months. Any additional support costs could be requested through participants’ keyworkers. Funding was capped at two positions per organisation, and the introduction of “carved-out” job placement opportunities increased flexibility to meet individual needs. Overall, 26 participants started on the scheme, Page 87
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with 23 successfully completing the full six-month programme. See below a breakdown of the key achievements: Participant and spend breakdown Destinations Vacancy breakdown Sectors 4.17 The Moray Pathways SWAP Programme (Sector-based Work Academy Programme) supported 148 people in Moray to get into work, change careers, or return to employment. In 2025/2026 the programme was delivered by Enable Works and UHI Moray, with support from employers across the region. The programme typically includes: • Personalised support from an employability coordinator • Vocational training in sectors such as: o Construction o Hospitality o Manufacturing o Childcare and education o Creative industries • Industry-recognised qualifications, for example: o CSCS card training (Construction Skills Certification Scheme) o Emergency First Aid o REHIS Food Hygiene (Royal Environmental Health Institute of Scotland) o COSHH awareness (Control of Substances Hazardous to Health) o Customer service certificates • CV writing, interview preparation, and job search support. • Work placements or employer engagement, such as workplace visits, career talks, or practical experience. Participant Count Spend Percentage YP 11 (44%) NOLB £119,338 45% Adult 7 (28%) 30% Parent 7 (28%) £40, 593 25% Total 25 £159,931 Employed – same employer 61% Employed – elsewhere/self 13% Working with Moray Pathways 13% Ended support/disengaged 13% Open vacancy 48% carved out/employer applied with someone in mind 52% Retail & Hospitality 3 Bags Wool K's Coffee Shop Moray Waste Busters Fika Admin Moray Firth Credit Union UHI Moray GD Carpet & Flooring Quarriers DHI Forres Area Community Trust Elgin Youth Development Group Engineering & mechanics AJ Engineering SKS Coatings Mr Moto Motorcycles Land based Wild Things Burgie Farm & Estate Forres Tree Services Care/childcare The Lossie 2-3 Group The Ladybird Development Group Other Moray Canine Hydrotherapy Moray School Bank Page 88
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• Ongoing in-work support once you start a job, to help you settle in and stay employed. 4.18 Unlike a standard training course, SWAP is designed around local employers’ recruitment needs. Employers help shape the training and often offer interviews or work placements, giving participants a direct route into vacancies. See link for further info: https://youtu.be/dDHEcC3OelU 4.19 Experience of users: Gary’s Story : https://youtu.be/987ODBJrOPs 4.20 Priorities for 2026/2027 The partnership has set the following priorities and actions for the coming year, a summary of this is highlighted in the table below. The Moray Pathways LEP Annual Investment Plan for 2026/2027 was approved by Scottish Government on 30 April 2026 and a copy of this is attached as Appendix 1 to this report. The LEP Annual Investment Plan is the annual agreement showing what local employability needs are, what the LEP intends to deliver in response, how NOLB and related funding will be invested and what outcomes that investment is expected to achieve. The diagram below identifies the seven priority areas for the LEP over the next three years. Key actions include continuing to improve the employability system, increasing awareness and uptake of available support, tackling child poverty through stronger links with families and services, and providing more tailored assistance for disabled people and those with long-term health conditions. The priorities also emphasise closer collaboration with wider public services and employers, including improving access to training, apprenticeships, work experience and employment opportunities. In addition, a recent LEP workshop highlighted the importance of supporting a just transition to Net Zero by developing skills and pathways into emerging sectors. Across all seven areas, there is a strong focus on early intervention, partnership working, improved communication, lived experience and co- production, reducing barriers to participation, and achieving positive and sustainable outcomes for individuals and communities in Moray. Page 89
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4.21 Local Performance Trends SG Forecast 25/26 25/26 24/25 23/24 Participant new starts 415 368 313 353 Parent new starts 115 130 71 73 Clients with disability 84 202 157 145 Employment Outcomes NRQ 166 135 88 Further and Higher Education NRQ 95 65 45 The performance data above suggests that the LEP has moved from strong operational delivery in the last 2 years, to a broader and more strategic model in 2025/26. In particular, the creation of the Moray Workforce Group, the Skills Summit and the Moray Workforce North Roadmap shows stronger alignment between employability delivery, workforce planning, employer demand and future skills needs. Participation, investment and employment outcomes have increased, while targeted support for parents, disabled people and those facing barriers to work have been enhanced. The Scottish Government does not give LEPs a fixed numerical outcome targets because the NOLB model was designed to move away from national contracted, centrally controlled provision. LEPs are expected to use local evidence to decide priorities rather than simply deliver against the same national numerical target. A robust shared measurement framework is in place to evidence measurement rather than quotas. This recognises outcomes such as skills, confidence and experiences of work as meaningful steps to employment, instead Page 90
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of focussing on hard job outcomes. However, the absence of fixed targets, doesn’t mean absence of performance measurement. 4.23 National Benchmarking Moray shows strong recent growth in participation, employer engagement, apprenticeships and parental support. 94.3% of Moray’s 16-19 year olds were participating in education, employment and training, compared with 93.3 % nationally, placing Moray 12th of 32 council areas. Skills Development Scotland (2025), Annual Participation Measure for 16-19 year-olds in Scotland 2025, published 26 August 2025. 4.24 The Scotland-wide parental employment benchmark for parents across the child poverty family groups is as follows: Parents supported %National %Moray Lone parents 17,530 55% 47% Disabled parents 8,507 27% 18% 3 plus Children 7,442 23% 18% Disabled Children 5,770 18% 18% Parent under 25 3,199 10% 9% Parents entering 9,216 29% 23% Employment 4.25 Disabled people represent 34% of No-One Left Behind participants in Moray, compared with 26% nationally, an 8 percent point difference. The employment outcome rate for participants supported by Moray Pathways was 19%, which is below the national rate of 32%. However, this should be considered in the context of Moray supporting a higher proportion of disabled participants. Individuals who face complex barriers to employment, have positive progression into other training and skills development. This meaningful participation is an important indicator and should be considered alongside direct employment outcomes. In 2026/2027, the partnership are also enhancing our supported employment offer which supports a place and train approach to progress individuals into supportive paid and unpaid work placement opportunities with local employers. Source: Scottish Government (2026) , Scotland’s Devolved Employment services: No One left behind Statistical Summary – May 2026. Published 20 May 2026 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) ☐ ☒ Policy and Legal ☒ ☐ Financial ☐ ☒ Risk ☐ ☒ Page 91
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Staffing ☐ ☒ Best Value and Transformation ☐ ☒ Property ☐ ☒ Information Communications Technology/Digital ☐ ☒ Equalities. Social Inclusion and Economic Impact ☒ ☐ Climate Change and Biodiversity Impact ☐ ☒ 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 This report demonstrates how the Moray Pathways Local Employability Partnership directly supports the priorities of the Moray Economic Partnership by strengthening the local workforce, improving employability outcomes and addressing barriers to inclusive economic growth. Through partnership working with employers, public and third sector organisations, the report highlights investment in skills development, workforce planning, employer engagement and targeted support for priority groups, including young people, parents and disabled people, helping more residents access sustainable employment. Initiatives such as the Moray Workforce North Roadmap, the Employer Recruitment Incentive Scheme, Sector-based Work Academy Programme and childcare investment contribute to developing a skilled and resilient workforce, reducing poverty and supporting business growth, while the partnership’s priorities for 2026/27 align with the Moray Economic Strategy by focusing on workforce resilience, inclusive labour market participation, productivity and supporting the transition to a greener economy. 6.4 The services delivered within the Moray Pathways local employability partnership align to the No-one Left Behind Employability Strategy (2024-2027) with the partnership working together to continue to improve employability services, to deliver for those facing structural barriers to employment, and to work across boundaries in supporting people to access sustainable fair work. The agreed delivery model empowers Local Page 92
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Employability Partnerships to plan and commission services, allowing decisions to be taken closer to participants, and enabling local labour market conditions to more closely shape the provision on offer. 6.5 Financial The total LEP budget for 2026/2027 has been reduced by £480k due to Moray receiving no allocation from the UK Government’s new Local Growth Fund. This is due to a new disposable household income formula being used to target the replacement for the UK Shared Prosperity Fund. (UKSPF). 6.6 Risk None 6.7 Staffing Delivered by staffing team funded by sources outlined in this report. 6.8 Best Value and Transformation None 6.9 Property None 6.10 Information Communications/Technology/Digital None 6.11 Equalities, Social Inclusion and Economic Impact Moray Pathways Local Employability Partnership target people who face inequalities and therefore there is no negative impacts found. 6.12 Climate Change and Biodiversity Impacts None 7 CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Enterprise and Operations, the Head of Growth, Planning and Climate, the Service Manager Economy and Enterprise, the Service Manager Legal Services, the Equal Opportunities Officer, the Finance Manager and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8 BACKGROUND PAPERS 8.1 None Page 93
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Return by Date - 30/04/2026 Annex A - Annual Investment Plan - 2026-27 There are four sections to this Annual Investment Plan that are required to be completed by Local Authorities. Each section serves a distinct purpose and should be completed using accurate, localised insight and evidence. Section 1 - Policy Intent: The Policy Intent tab captures the strategic purpose and intended focus of planned activity funded through No One Left Behind. •Please select your Local Authority from the dropdown list in cell F4. •Please provide a comprehensive response to each question. Questions relating to specific priority cohorts have been grouped together to improve the coherence and flow of information captured. Section 2 - Approach: The Approach tab details how the Local Authority will deliver employability support through No One Left Behind. •The Approach tab has been divided into four separate tabs to improve clarity, usability, and alignment with the budget structure. Three of the tabs now correspond directly to the three core budget lines; All Age, PES and SES. A fourth tab has been created specifically to capture non Scottish Government spend. This distinction allows Local Authorities to more accurately reflect the full investment landscape. •Please provide a clear description of planned delivery, target groups, partner involvement and expected outcomes. •If provision is delivered jointly by more than one organisation, Local Authorities should create a separate line for each organisation, detailing the Delivery Partner, Delivery Partner Sector, Forecast Spend, Forecast Starts and Outcomes Expected. This will help to build a clearer and more accurate picture of how funding is being distributed across different partners and understand the contribution of different sectors. •Please select the Delivery Partner Sector from the dropdown list in column F; Public, Private, Third, Further Education, ALEO or Unknown. •The breakdown of expenditure entered in column J must reconcile to the Local Authority’s Budget Allocation, as specified in their Grant OƯer Letter. We appreciate that some Local Authorities may not yet have commissioned all services; in these cases, an ‘Unknown’ line should be added to ensure the total aligns with the allocation. Appendix 1 Page 95
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Section 4 - Staffing: The Staffing tab captures Local Authority staff funded wholly or partly through No One Left Behind. •Please record FTE numbers only for Local Authority staƯ working directly on No One Left Behind. •Please categorise staƯ under the following headings: Employability Key Worker, Child Poverty Co‑ordinator, Team Leader/Management, Skills/Project Worker, and Administration. Use the notes provided to determine and specify job titles where appropriate Section 3 - Forecasts: The Forecasts tabs records the expected number of new participants accessing No One Left Behind and the anticipated spend across each quarter. • The Forecast request has been split into two distinct tabs - Starts and Spend. A. Forecast - Starts •Please record the expected number of new participants accessing No One Left Behind services each quarter. •Note that we are only looking for volumes of SES starts supported by the Local Authorities share of the allocated £5m funding. •Provide rationale if the number of forecast starts diƯers from the number of actual starts acheived in 2025-26. •Please record the total caseload size as at 31 March 2026, including partner caseloads. Caseload refers to participants who are actively being supported or managed at that point in time, regardless of what year they started. This includes all individuals directly held by your service as well as those held by delivery partners. •Please record the anticipated number of restarts in 2026-27. B. Forecast - Spend •Please record the anticipated spend across each quarter for All Age, PES and SES. •The forecast total must not exceed the Local Authorities Budget Allocation, as specified in their Grant OƯer Letters. •Please also record the anticipated expenditure for non–Scottish Government funding across both LG Core and Other. Where ‘Other’ funding is reported, please specify the funding source(s) in cells P11, P16 or P21. Page 96
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Annex A - Annual Investment Plan - 2026-27 Local Authority Moray Service Delivery What activities do you and your partners intend to deliver within this financial year via Scottish Government funding? To provide flexible, person-centred support under the No One Left Behind All-Age Employability Service - including further information on specific groups identified as a local priority. Our Moray Council employability team supports our all-age offer and this team is lead by a dedicated lead officer. We have recently updated our referral form to include the following priority groups, Disabled People and those with long term health conditions • Parents (including kinship carers) • Care Experienced People • Unpaid Carers • People from Minority Ethnic Communities and Migrants • People with a history of addiction • People with a history of offending • Veterans • People Experiencing or at risk of Homelessness • People with no or low qualifications. Please describe your proposals to reach disabled people and people with long term health conditions. What support will you provide this group to move towards a positive destination. The partnership will implement a short life working group to support the development of our in-house intensive keyworker offer and supported employment approach which we are testing this year. There are also links to a new youth unemployment sub group which will include focus on our young people who are economically inactive, which is often due to disability and those with a health condition. Priority Support is being provided to clients who transferred over from our commissioned contract which ended at end of March and we have advised referral agencies, school, SDS and DWP of our offer for 26/27 and how to refer in for intensive keyworker support. This year we will test preparation for work group work and our vocational offer of supportive placements for our intensive offer. Page 97
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Please describe your proposals to reach minority ethnic people. What support will you provide this group to move towards a positive destination. Our numbers of minority ethnic people are low in moray and our resettlement team has now been disbanded. It will continue to be a priority group on our referral form. Please describe your proposals to reach economically inactive people. What support will you provide this group to move towards a positive destination. A new youth unemployment group is being implemented Please describe your proposals to reach young people under 25. What support will you provide this group to move towards a positive destination. A new youth unemployment sub group will include tracking, monitoring and supporting out outcomes via our AMP measure. The group will be chaired by our council lead officer with deptuty chair being our SDS team leader. This is a positive development to build on exisitng partnership working to reduce our unknown statistics by 50% in the last year. Our lead officer is also involved with a corporate parenting sub group including education and social work, to provide a targeted response to engaging with care experienced young people. The partnership have also applied for DWP funding to develop a youth hub in the Forres area. Page 98
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To reach and support unemployed and economically inactive parents using Parental Employability Support funding. From the success of a Mums Group in Buckie, this has now been expanded in to Forres. Group started in January, with between 5-8 parents attending each week. Employability and CLD continue to work together to facilitate these groups. Plans for expansion in to Elgin and Lossiemouth in 2026. Peer to Peer Support is being identified as as a strength in developing peoples skills. A previous service user has provided sound baths to groups within Justice, yoga sessions, cake decorating masterclass and leading sesssions on face painting for the Mums Groups. Volunteer Week Marketplace and Jobs Fair organised. Pop Up Community Based engagements in the local hospital, and in some schools to continuously promote the service. Project Officer has met with GPs, Education, Froces Employment Moray and Social Work Teams to remind services of the support available. The work with UHI Moray to improve earned income for parents continues to work with parents as a pilot. This work is likely to continue with the new funding for Further Education. Referrals continue to be high, with 67 parents being referred, 37 of which have engaged with the service. Referrals come from a wide range of agencies, and some self referrals. With a new website now live self referrals are expected to increase. Childcare continues to be a barrier for a lot of parents, 64% of referrals received are for single parents, lack of childcare has a higher impact on them and the costs of childcare are also prohibitive. Project Officer for this has worked with providers, a new Policy on Childcare has been developed and planning has taken place to work with transport in a rural area to support provision in a rural area. To reach and support parents from the six priority family groups using Parental Employability Support Funding: • Families with a child under 1 year old • Families with a mother under the age of 25 • Families that include a disabled person • Families from Minority Ethnic backgrounds • Lone-parent families • Families with three or more children All our provision is targeted at our priority groups and this will continue this coming year. Page 99
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Please describe how the Child Poverty Co- ordinator role is being delivered and the areas of focus/priorities for the year ahead. The Child Poverty Co-ordinater will algin and lead on new in-work developments this year and continue to work closely with Childrens services and NHS poverty leads to align our child poverty plan for Moray. The Co-ordinator will manage the transition from School Aged Childcare project from economic development to education department. The co- ordinator will support co-ordination of our transport offer to parents with key stakeholders. To reach and support already in-work and low income parents, using Parental Employability Support funding. A short-life working group will be implemented to scope our in-work offer, this year we are commissioned our SWAP programme to include training grant opportunity for parents who are in-work. Moray has highest gender pay gap in Scotland and we need to review how we reach more in-work parents and what is the offer to them, to bridge this gap and tackle this urgent issue in our locality. An action plan will be developed after scoping what is happening and what the gaps are. Page 100
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To provide Specialist Employability Support, using dedicated funding (LA share of £5m SES funding), for disabled people and those with long term health conditions. Where applicable, please detail the model(s) being utilised and whether you are aiming for full fidelity. Where you are not using specialist models. what makes this provision 'specialist' over and above mainstream No One Left Behind support? What (if any) specific challenges are you experiencing which may impact delivery of SES and what are you doing to overcome these? We are providing an intensive keyworker service, with smaller caseloads and all staff involved are being trained on the supported employment model and toolkit. We are investing in additional employer engagement support to provide tailored opportunities for these clients and working with CLD/ creative skills contract provider to offer group work which is work-based focusssed with taster sessions and industry insights. We plan to test a place and train approach for those it is appropriate for. This is a testing year for us, but we are excited for the challenge and evaluating progress over the year. As we look to evaluate the impact of NOLB All- Age/PES/SES and to help ensure diversity of participation and representation of views in a meaningful way, what are your plans to ensure that lived experience is reflected in the co-design, evaluation and continuous improvement of strategic plans and range of services. In addition to gathering user experience, what other forms of evaluation do you plan to carry out on services? We are reviewing how we evaluate and review impact across the year and not relying on case studies as only method. We are considering creating a client survey and looking at other creative approaches. Page 101
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Recent announcements confirm the Scottish Government’s continued commitment to No One Left Behind, and also commits to investing £90 million for employability services each year of the Scottish Spending Review, running to 2028/29. What changes are being made in annual planning/commissioning as a result? We are researching opporutniies to commission a 3 year contract with our swap provider in the future, however our head of finance is nervous of this approach, with annual grant offer letters being supplied to support this. Variable approaches and practice with regard to commissioning have been highlighted as one of the key barriers to successful implementation of NOLB. Can you confirm that you are using the Good Practice Guidance for Commissioning Employability Services in Scotland? Good Practice Guidance for Commissioning If so, what have you changed and what are you now doing as a result of the guidance? If not, why not? We are using this good practice guide and we have a good mix of provision across public, private and third sector oganisations. Page 102
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What engagement/marketing will be undertaken with participants and stakeholders such as DWP; Social Security Scotland; Registered Social Landlords; Childcare; Skills Development Scotland; Carers; NHS/Health Services; Social Work; Other Local Community/Third Sector Organisations to further improve or support referral pathways, particularly in respect of under-represented groups in your area? We work with all of these key stakeholders to organise a range of themed marketplace events across the year to benefit our client groups. The LEP has a marketing and PR sub group to work in partnership on our annual engagement plan for the year. This includes volunteer weeek, mental health week , employablity week etc. We hae recently launched new website and we have a moray pathways conference in the diary for September. Please describe planned engagement with employers including Anchor Institutions and Local Businesses. We are commissioning a dedicated employer engagement moray pathways project to increase our employer engagement and actively promote employers to contact us to support with their recruitment challenges and promote the funding opporunities via ERI and paid work placements. We are working with Moray Council HR and NHS workforce development to implement our anchor strategy and increase the number of public sector opportunities for our clients and at the same time supporting recruitment challenges in key sectors. Page 103
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Please describe the plans for the provision of Employer Recruitment Incentives/Paid Work Placements. The partnership have allocated funding for our ERI and paid work placement offer for 2026/2027. The partnerhsip are exploring shorter paid work placements opportunities for people who are gaining SES. The ERI guidance will be used to structure our offer this year. Please describe the plans for the provision of Training Allowances. Our SWAP commisioned programme includes the offer of the training allowance integrated into the scope of the programme. We are working with the provider to encourage an increase in referrals for the under 18s who would be eligible for a training allowance. Page 104
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Do you require any further support from Scottish Government regarding the challenges/issues noted above? Support with additional funding opportunities would be useful. Is there anything else you would like to share about your plans, including any planned local research or evaluation? Please describe any challenges, issues or concerns that may affect delivery this financial year. What steps are you taking to address these? The partnership have a reduced budget this year due to the loss of UKSPF and our local fundiing being impacted by regional decisions. We are researching alternative funding opportunities, for example the onshore wind skills fund and the regional training fund that Moray is able to apply for. This will support our menu of provision. With reduced funding, we are re-structuring our council employability team and integrate our SES offer, this will be evaluated and reviewed as the year progresses. Page 105
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Target Group Rationale for Intervention Delivery Method / Description Delivery Partners Delivery Partner Sector New or Existing Provider Anticipated Start Date Forecast New Starts Forecast Spend Outcomes Expected Young people and adults across the nolb target groups Supporting employer engagement, reducing economic inactivity, supporting outreach provision to improve access to Moray Council Employability Team Project Officers and Keyworkers supporting projects for young people and adults from target groups Moray Council Public Existing 01/04/2026 300 £ 374,346 Particpants participating and sustaining learning , training and Young People across the nolb target groups Co-ordinating our summer programme for at risk school leavers, delivering xlpore personal development group work with CLD Youth Work Employability Project Moray Council Public Existing 01/04/2026 50 £84,906 Particpants participating and sustaining learning , training and Young People and adults across all nolb target groups Supporting all young people and adults to participate in gain skills development via sector based short courses and Sector-based Work Academy Programme for young people and adults UHI Training Team Third New 01/04/2026 60 £ 85,000 Particpants participating and sustaining learning , training and Young People and adults across all nolb target groups Paid ERI and placements to support job outcomes Moray Employer Recruitment Incentive and paid work placement schemes Moray Council and Employers Public Existing 01/04/2026 25 £ 135,000 Particpants participating and sustaining learning , training and Young People and adults across all nolb target groups A mix of provision to support barrier removal , including mental health supports such as counselling sessions Barrier Removal client costs for tailored support Mix of third sector ad-hoc providers and self-employed Third Existing 01/04/2026 75 £ 32,500 Particpants participating and sustaining learning , training and Plans for Delivery with No One Left Behind Funding Delivery Partner Sector - Record whether the delivery partner is Public, Private, Third, Further Education, ALEO or Unknown. ALEO - Arms-Length External Organisations are separate entities established by councils to deliver services, taking various forms, including companies, trusts, or partnerships. New or Existing Provider - Confirm whether the provider delivered this provision in the previous financial year. Anticipated Start Date - When do you expect to start this particular provision. Forecast New Starts - How many new participants will access/be supported by this provision this financial year? Forecast Spend - How much do you expect to spend on this particular provision in this financial year? Outcomes Expected - Describe the types of outcomes expected and the % of new starts expected to achieve this. Rationale for Intervention - Describe why this group has been identified e.g. What statistical evidence or local and partner intelligence or insight has been utilised. Private - Private Sector Organisations are owned by individuals. Delivery Method / Description - What is being delivered/provided and how e.g. Key Workers providing 1-2-1 support; Paid Work Placement etc. Third - Third sector organisations operate for the benefit of communities, independently of public and private sector. They are typically governed by a voluntary board or directors. Delivery Partners - Record whether this is expected to be in-house delivery or which external partners have been/may be commissioned. Further Education - Primarily delivered by further education colleges and specialist training providers. Annex B - Annual Investment Plan - 2026-27 Local Authority Moray When completing the tables below, please include the following information: Target Group - Describe the priority groups being provided with support. Please include the groups identified in the Policy Intent tab. Public - Public Sector Organisations are managed and controlled by the government, to provide a service for communities. Page 106
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Target Group Rationale for Intervention Delivery Method / Description Delivery Partners Delivery Partner Sector New or Existing Provider Anticipated Start Date Forecast New Starts Forecast Spend Outcomes Expected Parents in Poverty Project Officers to lead Keyworker team to provide end to end support to parents. Increasing SAC provision to remove this Moray Council Employabiity Team, Including our School Aged Childcare Project, and Progress for Parents Team and includes Keyworkers Moray Council Public Existing 01/04/2026 120 £ 266,832 Participating and sustaining learning, training and work Parents in Poverty Providing Personal Development provision for parents across Moray. Group work and accreditaiton Moray Council CLD Adult Family Learning Employablity Team Moray Council Public Existing 01/04/2026 35 £ 59,624 participating and sustaining learning, training and work Parents in Poverty Providing vocational experiences of work, short courses and employer engagement Moray Pathways Sector-based Work Academy Commissioned Programme UHI Moray Training Team Third New 01/04/2026 60 £ 85,000 Participating and sustaining learning, training and work Parents in Poverty Providing a variety of creative oppoetunities and accreditation, including open studios for participants Creative Skils Network Moray Arts Development Engagement Third Existing 01/04/2026 45 £ 55,000 Participating and sustaining learning, training and work Parents in Poverty Providing provison within our employability hub Moray Pathways Hub Training Provision Elgin Youth Development Group Third Existing 01/04/2026 150 £ 55,000 Participating and sustaining learning, training and work Parents in Poverty Providing additional employer engagement to align our offer to employers across the partnership Moray Pathways Employer Engagement Project Not commissioned yet Currently Unknown New 01/07/2026 50 £ 55,000 Participating and sustaining learning, training and work Parents in Poverty Providing experiences of work across the partnership, including ERI and paid work placements , supporting job carving for Moray Employer Recruitment Incentive and paid job placements Not commissioned yet - usually a mix of 3rd, public and privat Currently Unknown New 01/07/2026 12 £ 65,000 Participating and sustaining learning, training and work Parents in Poverty Supporting barrier removal activitiess which ar tailored to client need. Barrier removal provision - mix of providers and tailored to need Mix of public, private and third sector Currently Unknown New 01/04/2026 25 £ 12,500 Participating and sustaining learning, training and work Outcomes Expected - Describe the types of outcomes expected and the % of new starts expected to achieve this. Plans for Delivery with No One Left Behind Funding Delivery Partner Sector - Record whether the delivery partner is Public, Private, Third, Further Education, ALEO or Unknown. ALEO - Arms-Length External Organisations are separate entities established by councils to deliver services, taking various forms, including companies, trusts, or partnerships. New or Existing Provider - Confirm whether the provider delivered this provision in the previous financial year. Anticipated Start Date - When do you expect to start this particular provision. Forecast New Starts - How many new participants will access/be supported by this provision this financial year? Forecast Spend - How much do you expect to spend on this particular provision in this financial year? Rationale for Intervention - Describe why this group has been identified e.g. What statistical evidence or local and partner intelligence or insight has been utilised. Private - Private Sector Organisations are owned by individuals. Delivery Method / Description - What is being delivered/provided and how e.g. Key Workers providing 1-2-1 support; Paid Work Placement etc. Third - Third sector organisations operate for the benefit of communities, independently of public and private sector. They are typically governed by a voluntary board or directors. Delivery Partners - Record whether this is expected to be in-house delivery or which external partners have been/may be commissioned. Further Education - Primarily delivered by further education colleges and specialist training providers. Annex B - Annual Investment Plan - 2026-27 Local Authority Moray When completing the tables below, please include the following information: Target Group - Describe the priority groups being provided with support. Please include the groups identified in the Policy Intent tab. Public - Public Sector Organisations are managed and controlled by the government, to provide a service for communities. Page 108
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Target Group Rationale for Intervention Delivery Method / Description Delivery Partners Delivery Partner Sector New or Existing Provider Anticipated Start Date Forecast New Starts Forecast Spend Outcomes Expected Disability and those with long term healh conditions Dedicated keyworkers and a project lead to provide increased support and tailored experiences of work and testing place and Moray Council Employablity team - intensive Keyworker team - Project Officer Lead and 3 x 0.5 Keyworkers providing intensive support Moray Council and third sector providers / local employers Public Existing 01/04/2026 50 £ 119,015 Participating and sustaining learning, training and work Outcomes Expected - Describe the types of outcomes expected and the % of new starts expected to achieve this. Plans for Delivery with No One Left Behind Funding Delivery Partner Sector - Record whether the delivery partner is Public, Private, Third, Further Education, ALEO or Unknown. ALEO - Arms-Length External Organisations are separate entities established by councils to deliver services, taking various forms, including companies, trusts, or partnerships. New or Existing Provider - Confirm whether the provider delivered this provision in the previous financial year. Anticipated Start Date - When do you expect to start this particular provision. Forecast New Starts - How many new participants will access/be supported by this provision this financial year? Forecast Spend - How much do you expect to spend on this particular provision in this financial year? Rationale for Intervention - Describe why this group has been identified e.g. What statistical evidence or local and partner intelligence or insight has been utilised. Private - Private Sector Organisations are owned by individuals. Delivery Method / Description - What is being delivered/provided and how e.g. Key Workers providing 1-2-1 support; Paid Work Placement etc. Third - Third sector organisations operate for the benefit of communities, independently of public and private sector. They are typically governed by a voluntary board or directors. Delivery Partners - Record whether this is expected to be in-house delivery or which external partners have been/may be commissioned. Further Education - Primarily delivered by further education colleges and specialist training providers. Annex B - Annual Investment Plan - 2026-27 Local Authority Moray When completing the tables below, please include the following information: Target Group - Describe the priority groups being provided with support. Please include the groups identified in the Policy Intent tab. Public - Public Sector Organisations are managed and controlled by the government, to provide a service for communities. Page 110
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Target Group Rationale for Intervention Funding Source / Delivery Method / Description Delivery Partners Delivery Partner Sector New or Existing Provider Anticipated Start Date Forecast New Starts Forecast Spend Outcomes Expected Annex B - Annual Investment Plan - 2026-27 Local Authority Moray When completing the tables below, please include the following information: Target Group - Describe the priority groups being provided with support. Please include the groups identified in the Policy Intent tab. Public - Public Sector Organisations are managed and controlled by the government, to provide a service for communities. Rationale for Intervention - Describe why this group has been identified e.g. What statistical evidence has been utilised. Private - Private Sector Organisations are owned by individuals. Delivery Method - What is being delivered/provided and how e.g. Key Workers providing 1-2-1 support; Paid Work Placement etc. Third - Third sector organisations operate for the benefit of communities, independently of public and private sector. They are typically governed by a voluntary board or directors. Delivery Partners - Record whether this is expected to be in-house delivery or which external partners have been/may be commissioned. Further Education - Primarily delivered by further education colleges and specialist training providers. Plans for Delivery with LA Core or Other Funding Outcomes Expected - Describe the types of outcomes expected and the % of new starts expected to achieve this. Delivery Partner Sector - Record whether the delivery partner is Public, Private, Third, Further Education, ALEO or Unknown. ALEO - Arms-Length External Organisations are separate entities established by councils to deliver services, taking various forms, including companies, trusts, or partnerships. New or Existing Provider - Confirm whether the provider delivered this provision in the previous financial year. Anticipated Start Date - When do you expect to start this particular provision. Forecast New Starts - How many new participants will access/be supported by this provision this financial year? Forecast Spend - How much do you expect to spend on this particular provision in this financial year? Page 112
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Q1 Q2 Q3 Q4 Total Total Caseload (including Partners Caseload) at 31/03/26 Anticipated Restarts in 2026-27 75 75 75 75 300 270 20 30 30 30 30 120 102 2 105 105 105 105 420 372 22 12.5 12.5 12.5 12.5 50 25 3 All Age Employability - Excluding Parents Parental Employability Support - Parents Specialist Employability Support Remaining at the same level. Increased due to expected increase in demand and a renewed focus on in-work parents Annex C - Annual Investment Plan - 2026-27 Local Authority Moray The table below records how many NEW starts will access NOLB Services each quarter - do not include individuals who have restarted following a previous period of participation. Please also note that we are only looking for volumes of SES starts supported by the Local Authorities share of the allocated £5m funding. Target Group All Age Employability - Excluding Parents Parental Employability Support - Parents Total Participants Of Which: Specialist Employability Support If you anticipate an increase or decrease in the number of NEW starts compared with those supported in 2025–26, please provide a rationale below, drawing on the target group forecasts outlined above. Page 113
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Q1 Q2 Q3 Q4 Total 115,387£ 182,054£ 182,054£ 182,053£ 661,548£ 60,359£ 60,359£ 60,359£ 60,359£ 241,437£ -£ -£ -£ -£ -£ 175,746£ 242,413£ 242,413£ 242,413£ 902,985£ 142,847£ 182,847£ 182,847£ 182,847£ 691,389£ -£ -£ -£ -£ -£ -£ -£ -£ -£ -£ 142,847£ 182,847£ 182,847£ 182,847£ 691,389£ 24,197£ 24,197£ 24,197£ 24,197£ 96,786£ 5,557£ 5,557£ 5,557£ 5,557£ 22,228£ -£ -£ -£ -£ -£ 29,754£ 29,754£ 29,754£ 29,754£ 119,015£ 282,431£ 389,098£ 389,098£ 389,097£ 1,449,723£ 65,917£ 65,916£ 65,916£ 65,916£ 263,665£ -£ -£ -£ -£ -£ 348,348£ 455,014£ 455,014£ 455,013£ 1,713,389£ Total Employability Funding (Other) Total Employability Funding - Total Specialist Employability Support - Total Specialist Employability Support (Other) Please specify 'Other' Sources of Funding: Please specify 'Other' Sources of Funding: Parental Employability - Total Total Employability Funding (SG Funding) Total Employability Funding (LG Core) Annex C - Annual Investment Plan - 2026-27 Local Authority Moray Specialist Employability Support (SG Funding) Specialist Employability Support (LG Core) All Age Employability (SG Funding) All Age Employability (LG Core) All Age Employability (Other) Please specify 'Other' Sources of Funding: No One Left Behind - Financial Forecasts - 2026-27 Budget Line All Age Employability - Total Parental Employability (SG Funding) Parental Employability (LG Core) Parental Employability (Other) Page 114
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Job Role Employability Key Worker Child Poverty Co-Ordinator Team Leader / Management Skills / Project Worker (See Note *1 below) Administration (See Note *2 below) Total *1. Please specify Job Titles for the Skills / Project Workers *2. Please specify Job Titles for the Administration Workers Number of Full Time Equivelant Staff 11.0 1.0 1.0 4.0 2.0 19.0 Project Officer Adminstration assistant and Compliance Officer Example 9.5 1.0 1.3 3.5 1.7 17.0 Progression Worker; Vocational Development Worker; Skills Adviser Compliance Officer; Finance; Clerical; Data Co-ordinator *2. From previous years AIP's, examples that may be included here - Clerical; Administrator; Data/MI Systems Co-ordinator; Compliance OƯicer; Finance, LEP Support etc. Annex D - Annual Investment Plan - 2026-27 Local Authority Moray Please confirm the Local Authority staff resource who will be working on delivery of All Age, PES, SES, utilising Scottish Government NOLB funding - please only include Local Authority staff. Number of FTE Staff - 2 full time Key Workers and 3 part time Key Workers each working 0.5 weekly hours = 3.5 Key Workers in total. *1. From previous years AIP's, examples that may be included here - Employability Intervention Officer; Resettlement Employment Client Adviser; Senior Youth Worker; Employability Support Worker; Progression Worker; Pre-Employability Support Worker; Money Advice Adviser; Activity Agreement Co-ordinator; Vocational Development Worker; Positive Pathways Co-ordinator; Financial Inclusion Officer; Employability Partnership Support Lead; Skills Adviser; Engagement Worker, Project OƯicer/Assistant, YPG Co-ordinator etc. Page 115
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Janet MacDonald Contact Email: Janet.macdonald@moray.gov.uk Subject: Active Travel Strategy Review and Update (2028–2038) 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to provide an update on the review of the current Active Travel Strategy and to set out the next steps in developing a new 10-year Strategy aligned with the Local Development Plan. 1.2 This report is submitted to Committee in terms of Section III (F) (17) of the Council’s Scheme of Administration relating to traffic management functions. 2. SUMMARY 2.1 Moray Council is undertaking a review and update of the Active Travel Strategy (2022– 2027) to develop a new long-term Strategy covering the period 2028–2038, aligned with the emerging Moray Local Development Plan. 2.2 A structured review process has been completed involving internal Council services and external delivery partners through a series of stakeholder workshops. The review assessed the effectiveness of the current Strategy, identified key delivery challenges and explored priorities for the future. 2.3 Feedback confirmed that the current Strategy has been successful in supporting delivery, particularly through partnership working, behaviour change programmes and the development of active travel infrastructure. However, a number of challenges were identified, including funding constraints, capacity limitations and the need for stronger long-term strategic direction. Page 117
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2.4 The review also highlighted the wider contribution active travel makes to Council priorities, particularly in supporting health and wellbeing, a strong and sustainable economy, climate change and independent and inclusive communities. 2.5 The findings are now being used to inform the development of a new Active Travel Strategy (2028–2038), which will provide a long-term strategic framework for walking, wheeling and cycling in Moray. Public consultation on the draft Strategy will be undertaken alongside the Moray Local Development Plan engagement programme in early 2027. 3. BACKGROUND AND CONTEXT 3.1 Moray Council adopted the current Active Travel Strategy in 2022, covering the period to 2027. The Strategy has provided a framework for the delivery of active travel initiatives, including infrastructure improvements, behaviour change programmes and partnership working. 3.2 As the Strategy approaches the end point of its delivery period, it is appropriate to review its effectiveness and ensure that future strategic direction reflects: • Learning from delivery; • Changes in policy and funding context; • Alignment with the emerging Local Development Plan (2028–2038); and • Wider Council priorities relating to health, climate and inequality. 3.3 The updated Strategy will provide a long-term policy framework for walking, wheeling and cycling in Moray, setting out priorities and outcomes while remaining flexible to respond to changing funding opportunities. 4. PROPOSALS Progress to Date 4.1 A structured, stakeholder-led review of the current Active Travel Strategy (2022–2027) has been completed, providing a comprehensive and evidence-based assessment of its effectiveness. 4.2 The review was undertaken through a programme of three facilitated stakeholder workshops, involving representatives from relevant Council services and key external delivery partners. The workshops were designed to: • assess what has worked well; • identify challenges and barriers to delivery; • understand what the Strategy has achieved in practice; and • define priorities and direction for a future, longer-term Strategy 4.3 The review identified a number of consistent themes relating to the strengths, challenges and future direction of active travel in Moray. Participants recognised the positive contribution of the current Strategy in supporting delivery and partnership working, while also highlighting the need for a clearer long-term strategic framework focused on outcomes rather than activities. Page 118
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4.4 The stakeholder review also highlighted broad agreement that active travel should be recognised as more than a transport issue. Participants recognised the wider contribution that walking, wheeling and cycling make to health and wellbeing, economic resilience and community outcomes across Moray. 4.5 Feedback highlighted the important role active travel plays in supporting wider outcomes across Moray, including: • Improving health and wellbeing through increased physical activity and active lifestyles • Supporting a strong and sustainable economy through improved access, local spend and attractive town centres • Enabling independent and inclusive communities by improving accessibility, reducing inequalities and supporting access to opportunities • Creating attractive, connected places that support wider placemaking and regeneration objectives 4.6 Key Findings from Stakeholder Review The stakeholder review identified a number of clear and consistent themes. 4.6.1 What has worked well • Strong partnership working across Council services and external partners • Successful behaviour change programmes, particularly in schools • Development of a pipeline of active travel infrastructure projects 4.6.2 Key challenges • Reliance on short-term external funding • Capacity limitations affecting delivery • Need for improved coordination and prioritisation across services 4.6.3 Key outcomes achieved • Increased profile of active travel within policy and decision-making • Improved partnership working and collaboration • Development of delivery tools and prioritisation processes 4.6.4 Key Strategic Insight A consistent theme emerging from the review is that: • The current Strategy has been effective in supporting delivery but provides less clarity as a long-term strategic framework setting out clear direction and outcomes. As part of the monitoring of the strategy we will consider how the actions are meeting the wider council outcomes. This insight will directly inform the development of the updated Strategy. 4.7 Next Steps The review process has provided a clear evidence base for the development of the new Active Travel Strategy (2028–2038). Stakeholder feedback has confirmed the importance of maintaining a strong focus on the delivery of active travel infrastructure and behaviour change initiatives, while also recognising the wider contribution active travel makes to Council priorities. The next stage of work will focus on translating these findings into a clear long-term vision, strategic priorities and outcomes for active travel in Moray. Page 119
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4.8 Strategy Development The outputs from the stakeholder review are now being used to develop a draft Active Travel Strategy for the period 2028–2038. The updated Strategy will: • set a clear long-term vision and direction • define strategic priorities and outcomes • reflect learning from delivery and stakeholder feedback • align with the emerging Moray Local Development Plan 4.9 Public Engagement Public consultation on the draft Strategy will be undertaken alongside the Local Development Plan engagement programme in early 2027. This coordinated approach will: • ensure consistency across Council strategies • maximise engagement opportunities • reduce consultation fatigue Consultation will focus on the proposed vision, priorities and outcomes of the Strategy. 4.10 Timescales A draft strategy will be presented to this committee on 8 December 2026, following which a public consultation on the draft Strategy is proposed to take place alongside the Moray Local Development Plan consultation programme between December 2026 and February 2027, for a minimum period of 12 weeks. This coordinated approach will ensure consistency across key policy areas and maximise opportunities for stakeholder and community engagement. 4.11 Following consideration of consultation feedback and any subsequent amendments, a final Strategy will be brought forward for approval at the June 2027 Committee meeting. 4.12 This approach will ensure that the Strategy reflects stakeholder and public feedback while maintaining alignment with the emerging Moray Local Development Plan. 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 Page 120
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Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☒ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 5.3 Policy and Legal The Active Travel Strategy is a non-statutory policy document, but supports delivery of national and local transport, planning and health policies, as well as strengthening the case for ATIF2 funding bids. 5.4 Financial Delivery of active travel initiatives is primarily reliant on external funding sources and partnership contributions. The Strategy provides a framework for prioritising investment and coordinating available resources. Existing staff resources within Transportation will support ongoing development and delivery, alongside external funding streams where available. Delivery of the Strategy is dependent on both external funding and sufficient staffing resources. Reduced staffing levels may limit the Council's capacity to develop projects, progress infrastructure schemes and deliver behaviour change programmes, which could result in some Strategy outcomes not being achieved within the anticipated timescales. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Page 121
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Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Transportation £74,954 Ongoing £74,954 n/a n/a 5.5 Risk Key risks include: • reliance on external funding • limited capacity • competing priorities The structured programme approach is intended to mitigate these risks. 5.6 Staffing Delivery of the Strategy requires input across multiple services and partners. Capacity constraints identified through stakeholder engagement will be considered in developing the updated Strategy. 5.7 Best Value and Transformation The Strategy supports a proactive and prioritised approach to delivery, underpinned by strong governance and continuous improvement, while promoting behaviour change that contributes to improved health and wellbeing outcomes for both staff and the wider community. 5.8 Property None arising from this report. 5.9 Information Communications/Technology/Digital None arising from this report. 5.10 Equalities, Social Inclusion and Economic Impact The Strategy supports improved access to active travel and contributes to reducing inequalities. An IIA will be developed and used to inform the final strategy and will be presented at a further committee. 5.11 Climate Change and Biodiversity Impacts The Strategy supports climate change mitigation through encouraging modal shift and aligns with wider environmental objectives. 6. CONSULTATION 6.1 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, Service Manager Strategic Planning and Development, Principal Climate Change Strategy Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 7. BACKGROUND PAPERS Page 122
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7.1 Previous Committee Report 15 November 2022 for Active Travel Strategy and Action Plan Active Travel Strategy and Action Plan Annual Update 2023 Active Travel Strategy and Action Plan Annual Update 2024 Active Travel Strategy and Action Plan Annual Update 2025 Page 123
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 08 September 2026 Report by: Executive Director Economy, Enterprise and Operations Authors: Tilia Maas Geesteranus Contact Email: Tilia.Geesteranus@moray.gov.uk Subject: Public Bodies Climate Change Report 2025-2026 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to inform the Committee of the Council’s Public Sector Report on Compliance with Climate Change Duties for 2025/26. 1.2 This report is submitted to Committee in terms of Section III (F) (33) of the Council’s Scheme of Administration relating to the Council’s Climate Change Strategy and statutory duties to publish annual climate change reports. 2. SUMMARY 2.1 All public sector bodies are required to publish annual climate change reports by 30 November. This report gives a summary of the Public Bodies Climate Change Report 2025- 2026 which contains details of the Council’s emissions and adaptation work. 2.2 Since last year there has been a 0.7% decrease in emissions. This is mainly from a reduction in commercial waste going to landfill due to the closure of the Nether Dallachy landfill site in March 2025. A reduction of overall electricity usage is also noted which is mostly due to closure of council buildings. There has been a reduction in diesel usage but an increase in petrol usage. This can mainly be attributed to a milder winter and the purchase of new fleet petrol cars. The main increase in emissions comes from household and municipal waste that was diverted to Stoneyhill landfill in Peterhead. Due to operational and contractual issues, the NESS Energy from Waste (EfW) facility in Aberdeen was temporarily closed for 15 weeks. If it had not been for this temporary closure, the council’s total emissions would have seen a reduction of nearly 20%. Page 125
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3. BACKGROUND AND CONTEXT 3.1 The Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015 requires public sector bodies to publish annual climate change reports. This is intended to demonstrate compliance with public sector bodies’ climate change duties, to engage leaders and encourage action to be taken to reduce carbon emissions. 3.2 The Council has a duty under Section 44 of the Climate Change (Scotland) Act 2009 to contribute to reducing Scotland’s greenhouse gas emissions, contribute to helping Scotland adapt to a changing climate, and to act in a way it considers most sustainable. 3.3 Moray Council submitted its first mandatory report on its compliance with climate change duties to the Scottish Government in November 2016, covering the period 2015/16, and has subsequently submitted its annual reports on time each November. 4. PERFORMANCE AND UPDATES 4.1 A copy of the Council’s Public Sector Report on Compliance with Climate Change Duties is due to be submitted to the Scottish Government by 30 November 2026.This has been uploaded to the Committee Management Information System (CMIS) and is available as an additional meeting document. Please note that this additional document is still in draft form by the time it goes to Committee on the 8th of September, and that small changes might be made before it’s submission to Scottish Government before the 30th of November. 4.2 In 2025/26, the Council’s recorded carbon emissions were 17,170 tonnes of carbon dioxide equivalent (tCO2e) – a decrease of 127 tCO2e (-0.7%) compared to reporting year 2024/25. A summary of changes by emissions source, illustrating how emissions have changed between the reporting years, is provided in Appendix 1. 4.3 The reductions on the Councils recorded carbon emissions are principally from the closure of the Nether Dallachy landfill site. The Nether Dallachy landfill site remained operational until 31 March 2025. Commercial waste was still being brought to the Nether Dallachy landfill site until its closure due to void capacity within the final cell. The emissions from commercial and industrial waste in 2025/26 was 321tCO2 compared to 2,488tCO2 in 2024/25. 4.4 However, the largest increase in emissions was from the temporary diversion of waste to Stoneyhill landfill site in Peterhead. The NESS facility was closed for a total of nearly 15 weeks during FY 25/26, which meant that 6,458 tonnes of waste (5841 tonnes household/municipal and 617 tonnes commercial/industrial) were diverted. This equates to 3,226 tCO2. If it had not been for this temporary closure, the council’s total emissions would have been just below 14,000 tCO2, which would have been a nearly 20% reduction in overall council emissions from last year. Page 126
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4.5 The Council’s solar PV projects generated 103,506 kWh of renewable electricity in 2025/26. This represents almost double the amount of renewable energy generated compared to 2024/25 (53,616 kWh). The council has been seeing a steady increase of solar PV installations since 2023/24. 4.6 The highest number of full-time equivalent (FTE) staff employed during the 2025/26 financial year was 3,752.17, a very slight increase since the previous report. This figure is used to calculate the carbon emissions resulting from commuting and homeworking. While home working emissions have gone down slightly, staff commuting emissions have gone up by nearly 10%. This increase is mainly due to more accurate reporting by combining the two most recent travel surveys to give a larger and more reliable sample size for vehicle types. However, staff commuting has increased slightly with less staff fully working from home but hybrid working instead. 4.7 This year we have added figures for corporate travel by ferry and public bus. These numbers are very low, but it improves the overall insight to how staff travel for business meetings. The aim would be for staff to travel more sustainably, also for longer distances where reasonable, by means of train, bus or car share. 4.8 The Public Bodies Climate Change Report also included information about climate adaptation work the Council has been undertaking. Information gathering for a Local Climate Impact Profile used historical data to assess services being impacted and highlight what risks are likely to increase due to climate change. Adaptation action was carried out as part of service delivery across most services, but additionally, external funding was secured from the Coastal Change Adaptation Fund for a number of case studies and partnership working with communities. 5. NEXT STEPS AND FUTURE REPORTING 5.1 The statutory annual climate change reporting is fulfilled by the Council’s climate change officers with officers working across the Council having a responsibility to provide all necessary information required for submission. 5.2 Data collected for the purposes of annual climate change reporting will also continue to be used to inform updates to the Council’s Climate Change Plan and Routemap to Net Zero Carbon Emissions, due to be reported in March 2027. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Page 127
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Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change 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 Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015 requires that public bodies prepare a report on compliance with climate change duties as set out by the Climate Change (Scotland) Act 2009. The Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020 requires that the body to provide further details within its mandatory reporting on climate change duties. 6.4 Financial There are no financial implications arising from this report. 6.5 Risk There are no risk implications arising from this report. 6.6 Staffing The Public Bodies Climate Change Duties Reporting requires staffing input from the climate change team and officers from across services. Page 128
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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. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no ICT implications arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities, social inclusion and economic implications arising from this report. 6.11 Climate Change and Biodiversity Impacts There are no additional climate change and biodiversity implications arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Enterprise and Operations, Chief Governance Officer, Head of Growth, Planning and Climate, Energy Officer, Waste Manager, Service Manager Property, Estates and Assets, Service Manager Roads and Fleet, and the Sustainable Travel Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS Moray Council’s Public Sector Report on Compliance with Climate Change Duties Climate Change Strategy 2026-2036Route Map to Net Zero Update 2026 Route Map 2026 two-page summary Page 129
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Appendix 1: Overview of Emissions by Source Emission Type Emission Source 2024-25 (tCO2e) 2025-26 (tCO2e) Change (tCO2e) % Change Waste Commercial and industrial waste - Landfill 2487.96 321.17 -2166.8 -87.1% Waste Batteries - Recycled 0.06 0.01 0.0 -80.7% Waste Plastics: average plastics - Recycled 4.07 1.91 -2.2 -53.2% Waste Glass - Recycled 19.02 12.54 -6.5 -34.1% Waste Commercial and industrial waste - Combustion 16.10 11.29 -4.8 -29.9% Waste Paper and board: mixed - Recycled 25.93 18.51 -7.4 -28.6% Waste Metal: aluminium cans and foil - Recycled 0.56 0.40 -0.2 -28.0% Waste WEEE - mixed - Recycled 5.3 3.95 -1.4 -25.9% Waste Metal: scrap metal - Recycled 5.49 4.10 -1.4 -25.3% Waste Clothing - Recycled 0.54 0.41 -0.1 -25.1% Electricity Electricity: UK 2873.55 2397.75 -475.8 -16.6% Fuels Diesel (average biofuel blend) 3566.90 3012.98 -553.9 -15.5% Bioenergy Landfill gas 2.77 2.40 -0.4 -13.1% Waste Metal: steel cans - Recycled 0.60 0.52 -0.1 -12.5% Transport - car Average car - Unknown 285.50 252.67 -32.8 -11.5% Bioenergy Wood pellets 10.98 9.77 -1.2 -11.0% Waste Household/Municipal/Domestic - Combustion 117.28 104.43 -12.9 -11.0% Bioenergy Wood chips 15.72 14.83 -0.9 -5.7% Waste Organic: food and drink waste - Composting 63.52 60.41 -3.1 -4.9% Waste Mixed dry recyclates - Recycled 5.70 5.57 -0.1 -2.2% Homeworking Homeworking (office equipment + heating) 887.03 875.28 -11.7 -1.3% Electricity Transmission and distribution - Electricity: UK 253.98 251.02 -3.0 -1.2% Fuels Natural gas 3963.38 3924.36 -39.0 -1.0% Transport – public London Underground* 0.00 0.00 0.00 0.0% Transport - car Business travel by Plug-in Hybrid Electric Vehicle 0.00 0.00 0.0 0.0% Fuels Gas oil 0.00 0.00 0.0 0.0% Fuels Marine fuel oil 55.84 55.84 0.0 0.0% Waste Clinical Waste - Other 0.00 0.00 0.0 0.0% Waste Organic: garden waste - Composting 21.83 22.15 0.3 1.4% Staff Commuting Staff Commuting 2098.00 2301.16 203.2 9.7% Water Water treatment 16.63 18.64 2.0 12.0% Water Water supply 8.24 9.23 1.0 12.0% Fuels Burning oil (Kerosene) 437.41 491.38 54.0 12.3% Transport - public Flights - Domestic, Average passenger 6.03 7.07 1.0 17.1% Hotel stay Hotel stay - UK 2.63 3.81 1.2 44.7% Transport - public National rail 3.49 5.55 2.1 58.8% Fuels Petrol (average biofuel blend) 35.22 63.90 28.7 81.4% Hotel stay Hotel stay - UK (London)* 0.00 0.05 0.0 100.0% Transport - public Ferry - Average (all passenger)* 0.01 0.0 100.0% Transport - car Average car – Unknown* 0.06 0.1 100.0% Transport - public Average local bus* 0.20 0.2 100.0% Waste Household/Municipal/Domestic waste - Landfill 2904.70 2904.7 100.0% Total 17297.26 17169.99 -127.3 -0.7% *- New source Page 131
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 8 September 2026 Report by: Executive Director for Economy, Enterprise and Operations 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 and Property has delegated authority to conduct rent reviews and fix new rents. 3.2 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant leases, licenses or other occupation agreements of land and buildings for 25 years or less duration where the initial rent does not exceed £35,000 per annum and sites on long term building leases of up to 125 years duration where the initial rent does not exceed £35,000 per annum. Page 133
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4. PROPOSALS 4.1 APPENDIX 1 – rent reviews 4.2 APPENDIX II – leases 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change, Biodiversity and Sustainability ✓ 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population Page 134
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5.3 Policy and Legal None. 5.4 Financial The transactions detailed in APPENDICES I and II 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 None. 5.9 Information Communications/Technology/Digital None. 5.10 Equalities, Social Inclusion and Economic Impact None. 5.11 Climate Change and Biodiversity Impacts None. 6. CONSULTATION 6.1 None. Page 135
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7. BACKGROUND PAPERS 7.1 None. Page 136
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APPENDIX I REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 8 SEPTEMBER 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/1/252 2. AGREIG 1. 8 Mosstodloch Industrial Estate, Mosstodloch 2. Almacit Ltd 1. - 2. 0.09Ha 1. 1/3/14 2. 3 years 1. £3,200 p.a. 2. £3,550 p.a. Permitted Use: Metal fabricators yard. 1. BK/3/201 2. AGREIG 1. 17 Low Street, Buckie 2. Lossie Seafoods Ltd 1. 74.4sqm 2. 0.02Ha 1. 1/6/17 2. 3 years 1. £4,150 p.a. 2. £4,550 p.a. Permitted Use: General storage. 1. MO/1/251 2. AGREIG 1. 7 Mosstodloch Industrial Estate, Mosstodloch 2. Stevenson Brothers (Avonbridge) Ltd 1. 143.7sqm 2. 0.17Ha 1. 10/5/05 2. 3 years 1. £14,900 p.a. 2. £15,900 p.a. Permitted Use: Storage and repair of goods vehicles. 1. MO/1/250 2. AGREIG 1. 3 Mosstodloch Industrial Estate, Mosstodloch 2. Olleco (Company Number 05878742) 1. - 2. 0.13Ha 1. 1/3/21 2. 5 years 1. £2,815 p.a. 2. £3,650 p.a. Permitted Use: Workshop and storage facility. Page 137
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1. FR/410/001(A) 2. AGREIG 1. Forres House Café, High Street, Forres 2. Brett Mather & Anna Henderson 1. - 2. 0.01Ha 1. 20/6/22 2. Annually 1. £12,800 p.a. 2. £13,300 p.a. Permitted Use: Provision of café facilities. 1. FR/4/204 2. AGREIG 1. 7 Waterford Circle, Forres 2. GS Precision Engineering Services Ltd 1. 70sqm 2. - 1. 11/5/23 2. 3 years 1. £7,200 p.a. 2. £7,700 p.a. Permitted Use: Workshop for tenant’s gunsmith business. 1. BK/750/91 2. AGREIG 1. Pier 3 Buckie Harbour, Commercial Road, Buckie 2. Ocean Winds UK Ltd (07101190) 1. - 2. 0.27Ha 1. 21/9/23 2. Annually 1. £10,590 p.a. 2. £10,890 p.a. Permitted Use: Windfarm maintenance. 1. EL/5/116 2. CMACKA 1. 21 Perimeter Road, Elgin 2. KR Joiners Ltd (SC464598) 1. - 2. 0.05Ha 1. 14/9/95 2. 5 years 1. £1,700 p.a. 2. £1,950 p.a. Permitted Use: Joiners workshop and store. 1. LO/1/113 2. DHEND 1. Site 13 Coulardbank Industrial Estate, Lossiemouth 2. Mr R J Stewart & Mrs J M Stewart 1. - 2. 0.13Ha 1. 10/11/05 2. 5 years 1. £3,640 p.a. 2. £3,800 p.a. Permitted Use: Industrial workshop/ storage units. Page 138
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1. KE/1/229 2. SADEWO 1. 9 Westerton Road North, Keith 2. Alan Duffus 1. 51.8sqm 2. - 1. 6/8/04 2. 3 years 1. £3,800 p.a. 2. £4,340 p.a. Permitted Use: Storage and cleaning of equipment used in tenants bakery business. 1. KE/1/223 2. TOKPAJ 1. Unit 3, 4 Westerton Road South, Keith 2. Marshall Brothers Transport Ltd (SC637484) 1. 2. - 1. 16/2/23 2. 3 years 1. £3,420 p.a. 2. £3,590 p.a. Permitted Use: Offices. 1. KE/1/203 2. CMACKA 1. 3 Westerton Road South, Keith 2. Gordon Duncan Ltd 1. 65sqm 2. 0.01Ha 1. 20/8/10 2. 3 years 1. £4,100 p.a. 2. £4,920 p.a. Permitted Use: Light haulage storage/ warehouse. 1. KE/5/201 2. CMACKA 1. Unit 1 Newmill Industrial Estate, Keith 2. Gordon Cruickshank 1. 71sqm 2. 0.02Ha 1. 1/3/14 2. 3 years 1. £4,950 p.a. 2. £5,750 p.a. Permitted Use: Monumental mason. Page 139
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APPENDIX II REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 8 SEPTEMBER 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. FR/4/206 2. AGREIG 1. 4 Waterford Circle, Forres 2. Mr D Powney & Mrs J Simms 1. 70sqm 2. - 1. 18/6/26 2. 3 years £8,640 Permitted Use: Manufacture, storage and distribution of product inventory relating to tenant’s physiotherapy business. 1. EL/1/234 2. CMACKA 1. 17 Chanonry Road South, Elgin 2. Jessica and George Davidson 1. 70sqm 2. - 1. 1/7/26 2. 3 years £7,500 Permitted Use: Vehicle valeting, detailing and associated workshop activity, including interior and exterior vehicle care, preparation and finishing processes. 1. LO/1/211 2. DHEND 1. Unit 11 Coulardbank Industrial Estate, Lossiemouth 2. Ms Danielle Rebecca Redpath 1. 78sqm 2. 0.03Ha 1. 15/12/25 2. 3 years £8,400 Permitted Use: Laundry and cleaning process, including storage of equipment, consumables and materials in connection with laundry cleaning business. Page 140