Agenda Document Pack - Community Planning Board - 26/11/2025
Moray Council · 26 November 2025
Back to Community Planning Board — 26 November 2025 and its agenda
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Community Planning Board Wednesday, 26 November 2025 NOTICE IS HEREBY GIVEN that a Meeting of the Community Planning Board is to be held at Committee Room, Council Office, High Street, Elgin, IV30 1BX on Wednesday, 26 November 2025 at 14:00. BUSINESS 1. Sederunt 2. Minute of meeting held 20 August 2025 5 - 10 3. Proposed Schedule of Meetings for 2026 and 2027 Report by Executive Director Education, Housing and Communities, Moray Council 11 - 12 4. 2025-26 Quarter 2 LOIP Performance Monitoring Report Report by Executive Director Education, Housing and Communities, Moray Council 13 - 18 5. Wildfires - Notive of Motion Report by Executive Director Economy, Enterprise and Operations, Moray Council 19 - 68 6. Highland and Islands Regional Economic Partnership - Recent Strategic Developments Report by Executive Director Economy, Enterprise and Operations, Moray Council 69 - 72 7. Regional Transformation Opportunities Report by Executive Director Economy, Enterprise and Operations, Moray Council 73 - 76 Page 1
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8. Moray Pathways Energy Skills and Workforce Summit Report by Regional Skills Planning Lead, Skills Development Scotland 77 - 92 9. AOCB Page 2
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THE MORAY COUNCIL Community Planning Board SEDERUNT Councillor Kathleen Robertson (Chair) Councillor Amber Dunbar (Depute Chair) Ms Karen Greaves BEM (Member) Councillor Sandy Keith (Member) Councillor Scott Lawrence (Member) Ms Jackie Maclaren (Member) Councillor Marc Macrae (Member) Mr Grant Moir (Member) Ms Shantini Paranjothy (Member) Mr David Reid (Member) Mr Dennis Robertson (Member) Ms Claire Sim (Member) Chief Superintendent Kate Stephen (Member) Councillor John Stuart (Member) Ms Caroline Webster (Member) Mr Andrew Wright (Member) Councillor Bridget Mustard (Outside Body Appointee) Gp Capt Sarah Brewin (Non-Voting Member) Ms Sarah Medcraf (Non-Voting Member) Lt Col James Walker (Non-Voting Member) Clerk Name: Lindsey Robinson Clerk Telephone: 07966 120593 Clerk Email: committee.services@moray.gov.uk Page 3
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MORAY COUNCIL Minute of Meeting of the Community Planning Board Wednesday, 20 August 2025 Committee Room, Council Office, High Street, Elgin, IV30 1BX PRESENT Ms Karen Greaves, Councillor Sandy Keith, Councillor Scott Lawrence, Councillor Marc Macrae, Ms Shantini Paranjothy, Mr Dennis Robertson, Councillor Kathleen Robertson SUBSTITUTES Wg Cdr Andrea Dowd attended on behalf of Gp Capt Sarah Brewin. Sarah Kane (Barrack Staff Officer) attended on behalf of Lt Col James Walker. Julie Anderson (Scottish Government Place Director Support Team Member) attended on behalf of George Burgess. Angie Smith (Head of Business Growth, Moray) attended on behalf of David Reid. Group Commander Mark Witkowski attended on behalf of Local Senior Officer Andrew Wright. APOLOGIES Gp Capt Sarah Brewin, Mr George Burgess, Dr Adam Coldwells, Councillor Amber Dunbar, Ms Jackie Maclaren, Ms Sarah Medcraf, Mr Gavin Miles, Mr Grant Moir, Councillor Bridget Mustard, Mr David Reid, Ms Claire Sim, Chief Superintendent Kate Stephen, Councillor John Stuart, Lt Col James Walker, Ms Caroline Webster, Mr Andrew Wright IN ATTENDANCE The Depute Chief Executive (Economy, Environment and Finance); Depute Chief Executive (Education, Communities and Organisational Development); Chief Officer, Heath and Social Care Moray; Head of Governance Strategy and Performance; Interim Chief Social Work Officer/Head of Service; Communities Service Manager; Senior Communications and Media Officer; Lindsey Robinson, Committee Services Officer, all Moray Council, and Elizabeth Robinson, Consultant in Public Heath, NHS Grampian. 1. Chair Councillor Robertson, being depute Chair, chaired the meeting. 2. Message of Thanks The Board joined the Chair in thanking Dr Adam Coldwells for his 2 years as Chair of the Community Planning Board and wished him all the best for his retirement from NHS Grampian. Item 2. Page 5
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3. Minute of meeting held 4 June 2025 The minute of the meeting of 4 June 2025 was submitted and approved as an accurate record of the meeting. 4. 2024-25 LOIP Performance Monitoring Report The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) informing the Board of the performance against Local Outcome Improvement Plan (LOIP) priorities for the period to 31 March 2025. During consideration, the Depute Chief Executive (Education, Communities and Organisational Development) advised that recommendation 2.1 (ii) had been included in error and was not for consideration. Councillor Robertson sought assurance that the transition to six monthly reporting would continue to provide meaningful and accountable updates for all partners. In response, the Depute Chief Executive (Education, Communities and Organisational Development) advised that the revised reporting schedule would enhance the LOIP performance reporting and allow a focussed approach on specific themes. The Interim Director of Public Health highlighted the draft Department of Public Health report for 2024, which is expected to be published later this year. Councillor Robertson was of the opinion that this report should be brought to a future Community Planning Board meeting. This was agreed. Following consideration, the Board unanimously agreed to note the progress reported. 5. Proposed Pathways Out of Poverty Event The meeting had before it a report by Elizabeth Robinson, Consultant in Public Health, NHS Grampian, asking the board for support to run a Pathways Out of Poverty event in order to refocus and energise the anti-poverty agenda in Moray. During consideration, Councillor Robertson sought clarification on what outcomes would signify a turning point in the collective response. In response, Ms Robinson advised that a key outcome would be real collective planning around the individual and difference that could make. Councillor Lawrence sought clarification on how those experiencing hidden poverty could be identified, as currently there would only be an awareness of those who are unemployed or claiming certain benefits, but Moray could have hidden poverty linked to its low wage economy. In response, Ms Robinson advised that it would be difficult to find a solution until all partners came together with a plan proactively target individuals and groups rather than waiting for people to reach out. Page 6
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The Chief Officer, Health and Social Care Moray added that improved methods were needed to identify those on the margins. Councillor Keith sought clarification on paragraph 3.1, and which partner organisations were underperforming and what the proposed event would achieve that the Community Planning Officers Group (CPOG) and this Board could not. In response, Ms Robinson advised that the issue was about individual partners working independently, and that there needed to be clearer key actions and stronger collaboration. The Chief Officer, Health and Social Care Moray stated that there were actions within the LOIP relating to poverty and suggested that the starting point could be to identify gaps and how to address them. Councillor Macrae was of the opinion that an event would allow all partners the chance to come together and work on how to get a unified message across. Wing Commander Dowds advised that the RAF would be keen to be involved as there are military families experiencing poverty and relying on food banks. She added that the proposed event would allow partners to understand each other’s efforts. Mr Robertson sought clarification on areas of good practice and areas of learning to take forward. In response, Ms Robinson referred to a project outside of Manchester that had been supporting homeless and unemployed people by matching them into areas where there were staff shortages, with full training being provided. She further advised that an unused hospital building had been refurbished to provide accommodation. She added that in order for this to be successful there needed to be a good knowledge base of local need, issues, and assets. The Interim Director of Public Health added that a joined-up approach would reduce duplication of efforts. She advised that Public Health Scotland was focussing nationally on identifying best practice and modelling, particularly in relation to child poverty. The Depute Chief Executive (Economy, Environment and Finance) questioned whether there could be an abbreviated session to prevent participant drop off in the afternoon. This was agreed. Councillor Robertson sought clarification on the funding for the event. In response, Ms Robinson advised that funding had been secured. Following consideration, the Board unanimously agreed to support and event to galvanise strategic commitment to tackling poverty in Moray, with clearly defined action from all sectors. 6. Population Health Framework Page 7
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The meeting had before it a report by Elizabeth Robinson, Consultant in Public Health, NHS Grampian, introducing to the Board the Scottish Government Population Health Framework and accompanying suit of documents, and asking the the Board to consider how to begin to implement this across the Moray Community Planning Partnership, engaging with key stakeholders and our communities. During consideration Councillor Robertson sought clarification on how preventative approaches could be embedded to align with the national framework. In response, Ms Robinson advised that while there were a lot of preventative measures already in place, they were not always identified as such. She further advised that partners need to analyse data better to allow them to proactively engage with individuals, rather than waiting for them to seek support. She was of the opinion that planning is required to ensure that any funding goes to the correct place. Councillor Lawrence sought clarification on how this could be implemented without impacting front line services, as budget pressures are high and at times easy things are targeted to make savings, and prevention can take time to embed. In response, the Interim Director of Public Health advised that it was about understanding the commitment to prevention, current baseline spending, pathways into prevention, and the return on investment from interventions. She further advised that partners should be prepared to invest in the medium to long term and agree approach on how to work within financial challenges. The Chief Officer, Health and Social Care Moray advised that the Moray Integration Joint Board were holding a development session on mapping on 21 August 2025. She was of the opinion that work need to be carried out by the individual partners to establish their own position before coming together as a collective. Group Commander Witkowski sought clarification in how the Scottish Fire and Rescue Service could become more involved, advising that they run a number of initiatives, including breakfast clubs, but he did not know who was best to approach. Councillor Robertson advised him to bring ideas to this Board and to CPOG. Ms Greaves added that CPOG had a good oversight, resources could be pooled, and it was a good platform to signpost to each other. The Interim Director of Public Health advised that the Population Health Framework did not contain anything unexpected, but its development in partnership with the Scottish Government and COSLA highlighted the importance of shared practice and collaborative working. Ms Greaves stated that the figures in the presentation had been hard hitting but showed that there was a lot of grass roots level work being undertaken by community organisations. She added that the challenge would be to investigate how to get deeper in to the communities to highlight all the good work and projects already in operation. Following consideration, the Board unanimously agreed: i. to note the production of the Population Health Framework; and Page 8
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ii. to explore its role in contributing to current and future community planning outcomes in Moray. 7. Children Services Plan 2023-2026 Annual Report Year 2 The meeting had before it a report by the Interim Chief Social Worker/ Head of Service, and Chair of the GIRFEC Leadership Group requesting the approval of the Board of the Children's Services Plan year two annual report (2024/25). During consideration, Councillor Lawrence sought clarification on how the hidden issues affecting young people, particularly mental health, and drug and alcohol abuse, could be identified. In response, the Interim Chief Social Worker advised that building of good relationships with partners had allowed open conversations on how to deal with issues at source so that they are less likely to be hidden. Councillor Robertson sought clarification on how to scale this up. In response, the Interim Chief Social Worker advised that there had to be investment both in the present and the future. He further advised that children and families need to be listened to and that the new Children and Families centre, along with the Whole Family Welfare Fund, would be central to this. Mr Robertson thanked the Interim Chief Social Worker and his team for their hard work and for not being afraid to ask difficult questions. Mr Robertson then sought clarification on how to ensure forward momentum and how to celebrate good practice with the community. In response, the Interim Chief Social Worker advised that there was potential to be sector leading and highlighted work with the housing department that had been conducted in a way not available in other areas of Scotland. This collaboration had allowed a family to remain together rather than be separated. He further advised that this was only achieved due to strong collaborative working to overcome barriers. Following consideration, the Board unanimously agreed to approve the second annual progress report of the Children's Services Plan 2023-2026. 8. Digital Engagement Update The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) updating the Board on Moray Council's move to a new digital engagement platform called Moray Engage and inviting the Board to consider Community Planning Partnership (CPP) use of the platform for digital community engagement in line with the CPP's Community Engagement Strategy (2022). During consideration, Councillor Robertson sought clarification on how to reach non- digital users and underrepresented areas. Page 9
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In response, the Communities Service Manager advised that the digital platform was only one part of the engagement process and includes links to face to face engagement. Councillor Lawrence sought clarification as to whether partners could use the platform for any purpose or whether it would need to be for community planning activities. In response, the Depute Chief Executive (Education, Communities and Organisational Development) advised that it would need to be used for community planning purposes. Ms Smith sought clarification as to what accessibility measures were on the platform to assist those with visual impairments. In response, the Community Service Manager advised there were AI elements and podcasts throughout the platform to aid accessibility. The Senior Communications and Media Officer added that the platform met all the required accessibility options and that guidance would be given to all administrators. She further added that it was compatible with screen readers, and there was alternative text behind the images and videos. Following consideration, the Board unanimously agreed: i. to note that Moray Council have committed to a new digital engagement platform called Moray Engage: and ii. to use this platform for CPP digital community engagement when appropriate opportunities arise. 9. Nominations for Chair and Depute Chair The meeting had before it a report by the Depute Chief Executive (Education, Communities and Organisational Development) inviting the Board to consider the nominations received and agree to elect the Chair and Depute Chair from those nominations for a period of 2 years. Following consideration, the Board approved Councillor Kathleen Robertson as the Chair and Councillor Amber Dunbar, in her role as the HITRANS representative, as the Depute Chair. Both positions are held for a period of 2 years. 10. AOCB The Board noted that no additional items were raised. Page 10
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: PROPOSED SCHEDUE OF MEETINGS FOR 2026 and 2027 BY: EXECUTIVE DIRECTOR EDUCATION, HOUSING AND COMMUNITIES 1. REASON FOR REPORT 1.1. To invite the Board to consider and agree the schedule of meetings for 2026 and 2027. 2. RECOMMENDATION 2.1. It is recommended that the Board approve the schedule of meetings for 2026 and 2027. 3. BACKGROUND 3.1. At the meeting of the Board on 23 October 2024, the Board agreed the schedule of meetings up to and including November 2025 (paragraph 6 of the minute refers). 3.2. It has been the previous practice of the Board to agree the meeting dates for the coming year at the November meeting. 3.3. During discussion with the Chair, it was proposed that the meeting dates be set for two years, to match the term of the Chair and Depute Chair. 3.4. Dates for 2027 have been included to allow partners to add these to their diaries, and these will be added to Elected Member diaries after the Local Government elections in May 2027. 3.5. The proposed dates for 2026 and 2027 are: • Wednesday 11 February 2026 • Wednesday 3 June 2026 • Wednesday 19 August 2026 • Wednesday 2 December 2026 • Wednesday 10 February 2027 Item 3. Page 11
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• Wednesday 9 June 2027 • Wednesday 1 September 2027 • Wednesday 24 November 2027 3.4 Arrangements for any special meetings will be made in consultation with the Chair, Depute Chair, partner agencies and the appropriate Officers. 4. CONSULTATIONS 4.1 The Executive Director for Education, Housing and Communities, the Chief Governance Officer, the Service Manager, Democratic Services, and the Chair of the Board have been consulted and any comments received have been incorporated into this report. 5. CONCLUSION 5.1. The Board is asked to approve the schedule of meetings for 2026. Author of Report: Lindsey Robinson, Committee Services Officer Background Papers: Ref: Page 12
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: 2025-26 QUARTER 2 (JULY - SEPTEMBER) LOIP PERFORMANCE MONITORING REPORT BY: EXECUTIVE DIRECTOR EDUCATION, HOUSING & COMMUNITIES, MORAY COUNCIL 1. REASON FOR REPORT 1.1 To inform the Board of the performance against the Local Outcome Improvement Plan (LOIP) for the period to 30 September 2025. 2. RECOMMENDATION 2.1 It is recommended that the Board scrutinise and note progress reported in the templates hyperlinked to this report. 3. BACKGROUND 3.1 The Community Planning Board on 4 June 2025 agreed the LOIP delivery frameworks (para 4 of the Minute refers), recognising that development work continues to refine and enhance the focus on outcomes. Delivery Plans provide a sharper focus which aims to enable the Board to give attention to a narrower range of priorities. 3.2 The Community Planning Board on 22 September 2021 agreed the use of Pentana (performance monitoring software) for the presentation of future monitoring reports. This report gives narrative summary on progress on LOIP priorities with links to Pentana styled backing tables. The tables aim to capture progress against the delivery frameworks. 3.3 Refinement of performance indicators and actions remains variable across priorities due to delivery plans and partnership strategy action plans developing on different timelines and these remain in development. Item 4. Page 13
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3.4 The Board is invited to consider and apply scrutiny in assessing whether the information contained gives reasonable assurance on progress against LOIP priorities. 3.5 Building a better future for our children & young people in Moray (LOIP Actions & Indicators) Planned work on underlying actions are progressing as anticipated. LOIP PRIORITIES RAG The emotional and mental wellbeing of children and young people is improved 70% Children live in safe and supportive families 92% The impact of poverty on children, young people and families is mitigated 45% OVERALL PRIORITY PROGRESS Children and young people live in communities where their voice is heard, and they are built up to be all they can be 80% Progress summary - 3.5.1 The emotional and mental wellbeing of children and young people is being delivered by addressing gaps in training and support to parents and in the mental wellbeing provision. The Parent Project, supporting parents concerned about their child’s well-being, completed its first year. The Project, for parents and carers of children aged 4-18 years old received 257 referrals, it delivered 617 one-to-one sessions and 139 workshops. Overall 87% of participants reported increased confidence and 96% of improved skills to support their child’s mental wellbeing. Of those participating, 61% have primary age children. Next steps are increased engagement and exploring a parenting course approach. Following the completion of the procurement process for the mental wellbeing provision for children and young people, implementation is underway. 3.5.2 Mitigating the impact of poverty on children and young people is progressing with the roll out of the emergency infant formula pathway. With 96% of health visitors engaged, the fund was accessed on 137 occasions in the quarter to June 2025. The Link Community Hub has implemented a food share, free product initiative and a programme of free activities for children and young people. The local employability partnership, Moray Pathways supports individuals requiring additional help into fair and sustainable employment. In the six months to September 2025, 57 new referrals Page 14
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were received, a 50% increase as a result of targeted promotion of the service that currently supports 110 parents. 3.5.3 A number of actions support the outcome that children live in safe and supportive families, planned work has completed around encouraging conversations with children and young people about online safety through parent/carer workshops and having a presence at community events. A model is now in place to improve early, and preventative supports for young people at risk of offending with and an Early Intervention Officer and Youth Officer in post. Police Scotland Harm Reduction Officer continues to develop and coordinate projects and conversations with families and in school settings. 3.6 Empowering and connecting communities (LOIP Actions and Indicators) Delivery is as expected at this stage against the two focus areas contributing to this priority. LOIP PRIORITIES RAG Develop stronger, more resilient, supportive, influential and inclusive communities 46% Improve life chances for people in Moray of all ages in communities experiencing the greatest inequality 50% OVERALL PRIORITY PROGRESS Thriving and well-connected place, where more people live well 48% Progress summary – 3.6.1 A place based approach is contributing to developing stronger, more resilient and inclusive communities, The Link Community Hub supported a summer programme including a family outdoor activity session delivering STEM activities, digital support sessions attracted 131 family and 552 individual attendances and a Blue Light session at nearby pitches attracted 45 family and 199 individual attendances. Meanwhile capacity building in Buckie continues with Linzee Gordon Park Committee securing funding from the UK Shared Prosperity Fund contributing to the overall £150k secured for playpark improvements. A core group of 26 volunteers assist in the delivery of Locality Plans in Buckie and New Elgin. 3.6.2 Improving life chances in communities experiencing inequality of outcomes is being addressed through adult learning opportunities. The Adult and Family Learning team achieved approval to offer the SQA Successful Tenancy Award at National 4, recognising learning on independent living, safety in home, gaining and sustaining a tenancy. The team have been accredited for the STEM Nation Award developed by Education Scotland designed to recognise and promote excellence in Science, Technology, Engineering and Mathematics education open to all Page 15
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early learning childcare settings, primary and secondary schools and community, learning and development providers. The Learning Link Up Group organising events, training and support for learners celebrated their 3rd year. 3.7 Growing diverse, inclusive and sustainable economy (LOIP Actions and Indicators) Planned work on underlying actions are progressing as anticipated. LOIP PRIORITIES RAG Increased participation, skill and pay levels with reduced gender inequality through pathways to employment and higher skilled employment 50% Increased participation, skill and pay levels with reduced gender inequality through targeted approaches for those furthest from the job market 30% Increased participation, skill and pay levels with reduced gender inequality through choices for the young workforce 50% Increased participation, skill and pay levels with reduced gender inequality through apprenticeships at all levels 50% OVERALL PRIORITY PROGRESS By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs 41% Progress summary – 3.7.1 Increased participation, skill and pay levels through pathways to employment and higher skilled employment is progressing as planned with 57 new referrals to Progress for Parents Service in the reporting period. A new testing and learning project through the Sector-based Work Academy Programme (SWAP), working with underemployed parents has received its first referrals. 3.7.2 Targeted approaches for those furthest from the job market is progressing although the provision of planned school aged childcare has been delayed; the tender for Kinloss provision has been awarded but work with the Care Inspectorate has taken longer than expected with opening anticipated in quarter 3. Pilot schemes in Buckie and Forres remain in the development phase as work with Estates around policy covering use of buildings and associated charges continues. Provision at Earthtime before and after school is at capacity following collaboration with transport services. The Parents in Poverty project is on target in terms of referrals received, with a small cohort of parents engaged with Business Gateway training on self-employment and use of social media. 3.7.3 Employability choices for the young workforce has strengthened following the availability of funding to support the development of youth hubs in key localities, with evidence of increases in youth Page 16
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unemployment in Forres and Buckie, early discussions on opportunities targeted to these localities has commenced. 3.8 Improving well-being of our population (LOIP Actions and Indicators) Focus areas of planned work are well progressed. Updates for quarter 2 provided where available. LOIP PRIORITIES RAG People who take harmful drugs are offered evidence-based harm reduction and advice 70% People can access the services they need to support their recovery 80% People remain in treatment for as long as they need to 60% OVERALL PRIORITY PROGRESS People are healthier and experience fewer harms as a result of making well informed decisions about their health and well- being 78% Progress summary – 3.8.1 The delivery of harm reduction advice and support continues, 45 nalaxone supplies were recorded in the quarter to June 2025. Harm reduction outreach has remained consistent, with daily huddles, assertive follow-up to non-fatal overdoses and third sector involvement to strengthen accessibility to supplies, training and advice. 3.8.2 Direct access to drug and alcohol services through Moray’s support and treatment pathway resulted in 97.4% of people starting treatment within 3 weeks of referral in quarter 1 and 96.8% in quarter 2, both above the national target of 90%, demonstrating robust collaborative referral, triage and treatment processes ensuring accessible and timely support. In attending all Residential Rehabilitation Hubs and participating in national thematic groups, the Alcohol and Drug Partnership ensures local practice aligns with national priorities and learning, strengthening the consistency of referral processes, provider engagement and aftercare arrangements. 3.8.3 Monitoring of unplanned discharges continues, with a moderate improvement to 120 unplanned discharges in quarter 1, the level overall remains high, and highlights challenges in sustaining engagement. Consistency in recording was identified as a contributory factor, which is being addressed by implementing training on the DAIsy system across teams. Assertive follow-ups, welfare checks and lived/living experience outreach further contribute to people re-engaging following treatment. Discharge trends are constantly reviewed by multi-agency partners and escalation processes agreed to ensure prompt identification and supportive action to reduce unplanned discharges. Page 17
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4. SUMMARY OF IMPLICATIONS 4.1. As a performance report, there are no direct financial, workforce, equalities, policy or legal issues from this report. 5. CONCLUSION 5.1. The report provides reasonable assurance of progress made against LOIP activities. Author of Report: Louise Marshall, Strategy and Performance Manager Background Papers: CPB 04/06/25 LOIP Development of Delivery Framework (item 4) Ref: Page 18
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: WILDFIRES – NOTICE OF MOTION BY: EXECUTIVE DIRECTOR ECONOMY, ENTERPRISE AND OPERATIONS 1. REASON FOR REPORT 1.1. To invite the Board to consider the actions arising from the Notice of Motion relating to Wildfires submitted to the meeting of Moray Council on 27 August 2025 and agree the next steps. 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: (i) Note the Notice of Motion; (ii) Considers the role it can play in supporting and delivering the actions within the Notice of Motion; and (iii) Decide and Approve the next steps 3. BACKGROUND 3.1. In the Summer of 2025 huge devastation was caused across Moray as a result of wildfires. Wildfires at Culbin Forest and Dava Moor decimated the local environment. Such events represent a serious threat to local communities and human life, as well as posing significant risk to fragile beach, forestry and moorland ecosystems. 3.2. Tackling the events this summer was a collaborative effort and involved the actions of Police Scotland, Scottish Fire and Rescue Service (SFRS), landowners, estate workers, gamekeepers, farmers, crofters, the Council and the community. This showcases the need for a multi-agency approach in the proactive management of wildfires. 3.3. The Police have reported that they received 8 reports of wildfires in Moray so far in 2025/26 (4 related to fires at Dava during the summer). This is compared to 3 Item 5. Page 19
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in 2024/25. Between January and July 2025, the SFRS attended 17 wildfire incidents. 3.4. At the Full Council meeting held on 27 August 2025, the Council agreed a Notice of Motion on wildfires, submitted by Councillors Robertson and Van der Horn (Paragraph 7 of the minute refers). 3.5. The Notice of Motion asked for the issue of wildfires to be raised at the November 2025 meeting of the Community Planning Board, and for the Board to give consideration to proposed action points regarding the strategic management of wildfires in Moray. The extract from the minute noted above has been included at Appendix 1. 3.6 On 14 August 2025 a report was presented to the Police and Fire Services Committee to inform the Committee with a Thematic Report on Wildfires attended by the Scottish Fire and Rescue Service (SFRS) locally, and provide an overview on preparedness, prevention and training. A copy of the report is shown in Appendix 2. 3.7. The Local Climate Impact Profile (LCIP) 2018 – 2023 was designed to help organisations in identifying their exposure to climate change and extreme weather events, and how the impact of previous extreme weather events can help to improve resilience to future events. The LCIP has been included at Appendix 3. 4 ACTIONS FOR CONSIDERATION BY THE COMMUNITY PLANNING BOARD 4.1 Action 1: Holding a Summit by Spring 2026 with all stakeholders affected by recent wildfires including private and public agencies to develop an Integrated Wildfire Management Plan for Moray • The increased risk of wildfires occurring, due to factors such as land management practices, climate change, as well as irresponsible behaviour, and the development of an Integrated Wildfire Management Plan, is seen as key component in managing wildfires. • Members of the Community Planning Board are asked to consider the merits of holding a summit to initiate discussion and collaborative working amongst stakeholders. The summit would be the conduit to the creation of an Integrated Wildfire Management Plan. 4.2 Action 2: Working with the Park Authority to learn from the work underway in the Cairngorms. • In June 2025 the Cairngorms National Park (CNPA) approved their Integrated Wildfire Management Plan (Integrated-Wildfire-Management- Plan-Aug-2025.pdf). Page 20
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• As a partner agency of the Community Planning Board, the CNPA is asked to share their experiences and lesson learnt with other CPB members. Such learning would be key in the creation of an Integrated Wildfire Management Plan for Moray. Learning in the following strategic areas would be most beneficial: • Functions of CPB partners, or other stakeholders, in the creation of an Integrated Wildfire Management Plan • Experience of legal processes to be followed for introducing a byelaw • Level of resources within the CNPA that were needed to produce an Integrated Wildfire Management Plan, as well deliver the actions within the plan • Communication Plan and strategy with regards the Integrated Wildfire Management Plan 4.3 Action 3: Development of fire management byelaws • The Cairngorms National Park Authority has introduced a new byelaw banning campfires and barbecues (link to the byelaw Cairngorms- National-Park-Fire-Management-Byelaw.pdf). The new byelaw will come into effect from April 2026. There are currently no byelaws in Moray restricting campfires or barbecues. • Members of the Board are asked to discuss and consider the merits and effectiveness of introducing fire management byelaws in Moray, against a backstop position that the Community Planning Board does not have the authority to mandate the Council to introduce, or enforce, byelaws and this would be considered separately by the Council after Board debate, that there is currently limited capacity within the Council to proactively enforce any such byelaw but there may still be value in the deterrent effect a byelaw would have. 4.4 Action 4: The Council Leader in her role as Chair of the Community Planning Board write to the Scottish and UK Governments A copy of the proposed draft letter is in Appendix 1. Members of the Community Planning Board are asked to discuss and consider the contents of the proposed letter, and determine whether: • There are any points or areas currently omitted from the draft letter which should be included • Whether they are supportive of the letter being sent by the Chair of the CPB • Members are willing to act as a co-signatory to the letter 5. NEXT STEPS 5.1 The Community Planning Board are asked: Page 21
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1. To confirm their support for a Summit with key stakeholders on the creation of an Integrated Wildfire Management Plan. The proposed date, location and agenda items to be confirmed by the Council to the Community Planning Board in due course. 2. To consider who within their respective organisations would be the appropriate person to act as the lead representative for attendance and participation at the summit, or, to act as a key contact for sharing information. 3. To consider and suggest any other agencies and stakeholders that can contribute to an Integrated Wildfire Management Plan. 4. To approve the letter, and its contents, being sent by the Chair of the Community Planning Board to the Scottish and UK Government to raise the profile of the issue of wildfires and highlight the support needed from central government to address the issue. 6. CONCLUSION 6.1 Due to changes in land management, climate change and irresponsible behaviour, the increased risk of wildfires present a serious threat to human life, as well as the associated negative environmental impacts. Consequently there may be a need for the Council to have an Integrated Wildfire Management Plan in place in order to reduce and prevent the impact from wildfires. 6.2 Community Planning Board members are asked to consider the proposed proactive actions for the management and prevention of wildfires. Members of the Board are asked to ensure they are aligned with regards the desire to address this increasing risk, and to understand the role their organisation can play in supporting and the successful delivering of an Integrated Wildfire Management Plan if production of this is supported. Author of Report: Nicola Moss, Head of Operations and Environment Page 22
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Appendix 1 MORAY COUNCIL Minute of Meeting of the Moray Council Wednesday 27 August 2025 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor James Allan, Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor Theresa Coull, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor Donald Gatt, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Elaine Kirby, Councillor Scott Lawrence, Councillor Marc Macrae, Councillor Paul McBain, Councillor Neil McLennan, Councillor Shona Morrison, Councillor Bridget Mustard, Councillor Kathleen Robertson, Councillor Derek Ross, Councillor John Stuart, Councillor Draeyk van der Horn, Councillor Sonya Warren, Councillor Ben Williams IN ATTENDANCE The Chief Executive, Depute Chief Executive (Education, Communities and Organisational Development), Chief Financial Officer, Head of Governance, Strategy and Performance, Head of Service/Chief Social Work Officer, Head of Environmental and Commercial Services, Chief Financial Officer - Moray Integration Joint Board, Senior Engineer (Transportation), Strategic Planning and Development Manager, Sophie Ward and George Gunn, Climate Change Strategy Officers, Assistant Project Officer - Student Placement and Democratic Services Manager. Also in attendance Angela Pieri, External Auditor, Grant Thornton UK LLP. 1. Chair The meeting was chaired by Councillor Kathleen Robertson. 2. Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 and the Councillors' Code of Conduct, there were no declarations from Group Leaders or Spokespersons in regard to any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member's interests in respect of any item on the agenda. 7. Notice of Motion - Wildfires Page 23
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In terms of Standing Order 35a there was submitted a Notice of Motion by Councillors Robertson and van der Horn in the following terms. This Notice of Motion replaced the 2 previously submitted on the agenda for the meeting: Background • Council notes the devastation caused by the Wildfires in Moray and other local authority areas in Scotland over the Summer of 2025 • Council also notes the potential risk across the whole of Moray Local Authority including beaches, forestry and moorland • Council commends the response from all agencies in preventing and responding to the fires notably Police Scotland, Scottish Fire and Rescue Services, Landowners, Estate Workers, Gamekeepers, Farmers, Crofters and the Community • Council also notes the Cairngorm National Park Authority actions of 2024 on consulting an introduction of a Wildfire Management Plan: Cairngorms National Park approved their Integrated Wildfire Management Plan - https://cairngorms.co.uk/documents/integrated-wildfire-management-plan- approved - on 27 June 2025 – see Appendix 1 and subsequently introduced a by-law regarding Wildfire. This plan sets out the following: a) reducing the risks of wildfires starting b) improving the effectiveness of firefighting when wildfires occur c) building wildfire resilience in a changing landscape d) Wildfire and Communities Action Considering the multi-agency involvement and shared risks, this issue is raised with the Community Planning Partnership on their November agenda to consider: • holding a Summit by Spring 2026 with all stakeholders affected by recent wildfires including private and public agencies to develop an Integrated Wildfire Management Plan for Moray • development of fire management byelaws • working with the Park Authority to learn from the work underway in the Cairngorms. • that the Council Leader in her role as Chair of Community Planning write to the Scottish and UK Governments, based on the draft attached and incorporating Page 24
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local priorities and following consultation with partners and seek their agreement to be co-signatories, to: • highlight wildfire risks in Moray; • seek legislative and financial support for prevention measures, comparable to funding approaches for other climate-related risks such as coastal erosion and flooding. • taking forward any outcomes from the discussion which would be appropriate to tackle the risks which may include bringing a report back to the Community Planning Board and Moray Council Financial implications • Recognises officer time will be required but there should be a reduced requirement if Partnership working and experience can be shared with our Community Planning Partners. Proposed By: Councillor Kathleen Robertson Seconded By: Councillor Draeyk van der Horn Date Motion Submitted: 14 July/ Resubmitted 27 August DRAFT LETTER Dear First Minister and Secretary of State I write on behalf of Moray Council to express our urgent concern over Scotland’s escalating wildfire crisis — brought into sharp focus by what emergency services confirm has been the worst fire season on record in our region. Recent events, including the historic Dava Moor wildfire — the largest ever recorded in Scotland — and the major fire at Culbin Forest, have pushed our landscapes, emergency responders, and communities to the brink. These are not isolated incidents; they are clear signs of an accelerating climate and public safety emergency. We need immediate action. We call on both the Scottish and UK Governments to prioritise the following measures and allocate appropriate funding to Moray Council — and to all local authorities —recognising that wildfires do not respect geopolitical boundaries. To support meaningful prevention and response, we ask that you: • Ensure fire service capacity to tackle wildfire whilst support range of other incidents dealt with: commit to no fire service reductions as these compromise local emergency response; and work to ensure capacity in place to meet emerging wildfire and similar climate related emergencies. Page 25
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• Review high-risk land management practices, including muirburn and commercial Sitka spruce plantations, and accelerate native woodland regeneration to reduce flammability and improve long-term resilience. • Launch a national wildfire prevention campaign, featuring: ? Seasonal bans on campfires and BBQs during high-risk periods, ? Clear and consistent fire-risk signage in public spaces, ? Fire ecology education for land managers and the wider public. • Provide targeted investment in wildfire mitigation, community training, and local emergency preparedness. This is no longer merely a land management issue—it is a direct and growing threat to lives, livelihoods, and ecosystems. Our communities have endured fear, disruption, and significant environmental loss. We owe it to them—and to future generations—to act with urgency. Moray Council stands ready to support collaborative efforts, but clear leadership and decisive policy must come from the top. We urge your governments to respond swiftly, with a coordinated strategy and the resources needed to meet the scale of this crisis. Yours sincerely Kathleen Robertson Chair of Community Planning Board During lengthy consideration of the Notice of Motion, Councillor Warren asked for the Notice of Motion to include a request for an update report to come back to Council in June 2026. In response both Councillors Robertson and van der Horn agreed that they would be happy to include the request in the Notice of Motion. There being no one otherwise minded the Council unanimously agreed the notice of motion as stated with the addition of an update report back to the meeting of Moray Council in June 2026. Councillor Cameron joined the meeting during the consideration of this item. Page 26
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Report to: POLICE AND FIRE AND RESCURE SERVICES COMMITTEE Meeting Date: 14 August 2025 Report by: LSO ANDREW WRIGHT, LOCAL SENIOR OFICER, ABERDEEN CITY, ABERDEENSHIRE & MORAY Report No: N/A Author: GC Davie Hendry Contact Email: david.hendry@firescotland.gov.uk Subject: SFRS Police & Fire Scrutiny Thematic Report August 2025 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to inform the Committee with a Thematic Report on Wildfires attended by the Scottish Fire and Rescue Service (SFRS) locally and provide an overview on preparedness, prevention and training. 1.2 This report is submitted to Committee in terms of Section III (J) of the Council's Scheme of Administration relating to relating to Police and Fire and Rescue Services in Moray. 2. SUMMARY 2.1 This report provides an overview of Wildfire Incidents the SFRS has attended within the Moray Area from January – July 2025. Detailed statistics against incident types and ward area with accompanying narrative. 3. RECOMMENDATIONS 3.1 It is recommended that the Committee consider and note the contents of the thematic report. 4. BACKGROUND AND CONTEXT 4.1 The Moray Local Fire and Rescue Plan 2021-2024 was approved by this Committee for and on behalf of the Local Authority. Page 27
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Section 41H Provision of information to local authority of The Police and Fire (Scotland) Reform Act 2012, states: • SFRS must give to a local authority such information or reports relating to the carrying out of SFRS’s functions in the authority’s area (including reports given by reference to any local fire and rescue plan in force for the area) as the authority may reasonably request. 4.2 The Thematic report provides those outcomes regarding Secondary Fire and Wildfire Incidents, as per Section 41H and 41K of the Act, applicable to the annual Moray Ward Performance Report for The Moray Council Area in the context of the Moray Local Fire and Rescue Plan 2021-24. 4.3 The information contained within the report on details local area performance for period 1 January 2025 to 25 July 2025, with regards to Secondary Fires and Wildfires. 5. PROPOSALS 5.1 There are no proposals arising from this report. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X 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: Page 28
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☒ 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 is brought before the Moray Police and Fire Committee within its remit for local scrutiny and governance arrangements. 6.4 Financial There are no financial implications arising from this report. 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 n/a n/a n/a n/a n/a n/a 6.5 Risk There are no risk implications arising from this report 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 Information Communication / Technology / Digital implications arising from this report 6.10 Equalities, Social Inclusion and Economic Impact Not Applicable 6.11 Climate Change and Biodiversity Impacts Not Applicable 7. CONSULTATION Page 29
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7.1 Not Applicable 8. BACKGROUND PAPERS 8.1 Not Applicable Page 30
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Wildfires In Moray Page 1 of 12 Version [1]: August 2025 Scottish Fire & Rescue Service Thematic Report Wildfire Incidents in Moray Page 31
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Wildfires In Moray Page 2 of 12 Version [1]: August 2025 1. Background This report has been brought forward as a Thematic Report for the Moray Police and Fire Scrutiny Committee. This is to provide an overview to the committee on the Scottish Fire & Rescue Service (SFRS) attendance at Wildfire Incidents within the Moray Area. 2. Overview The SFRS will be called to attend any Fire Incident and Wildfire Incidents are part of that response. Our initial call may not be to a Wildfire. For classification purposes the SFRS interpret Wildfires as any large outdoor fires with over 1000Sq.m of burned area on appropriate land types. 3. Scottish Fire and Rescue Service Wildfire Incident Attendance A core part of the SFRS activity locally is responding to Secondary Fire Incidents which includes Wildfire Incidents. Our Firefighters are trained in the very latest techniques and the SFRS has recently invested heavily in equipment and resources which is covered later in the report. There can be many different reasons and causes for these Wildfire Incidents. Bonfires which have spread, controlled burning which gets out of control, natural occurrences such as a lightning strike, carless disposal of smoking materials, careless use of barbeques or campfires, deliberate or malicious ignition and spread from another type of fire such as a vehicle fire. The table below shows the Wildfire Incidents attended by the SFRS in the Moray Area year on year since 2021: - Wildfire Incidents Moray Ward 2022/23 2023/24 2024/25 2025-26 (YTD) TOTAL Buckie 1 0 1 1 3 Elgin North 0 0 0 1 1 Elgin South 0 0 0 0 0 Forres 0 1 0 7 8 Keith & Cullen 1 0 0 0 1 Heldon & Laich 1 1 0 0 2 Fochabers & Lhanbryde 1 1 0 5 7 Speyside & Glenlivet 3 0 0 3 6 TOTAL 7 3 1 17 28 The recorded causes for these are as follows:- Bonfire Out of Control - 22.22% Heat source + combustibles brought together - 22.22% Other - 22.22% Page 32
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Wildfires In Moray Page 3 of 12 Version [1]: August 2025 Other intentional burn / out of control - 22.22% Natural Occurrence – 11.11% (Note Other Intentional Burn/Out of control - This can be for example burning of refuse or garden waste or campfire. We want to make it clear that this cannot be assumed to be Muirburn) The Secondary Fires that the SFRS attends can potentially spread to become more significant fires such as Wildfires. This can be dependant on weather conditions, time from discovery to attendance of crews and available/type of fuel source such as dry moorland. The table below shows the Secondary Fires attended in Moray by the SFRS from 1st January 2025 to present broken down to ward areas. Ward 2025 YTD Buckie 7 Elgin North 10 Elgin South 7 Forres 11 Keith & Cullen 8 Heldon & Laich 5 Fochabers & Lhanbryde 2 Speyside & Glenlivet 6 TOTAL 56 Recent Spate Period of Wildfires A significant period of Wildfire activity in the Moray area recently, covered the period Saturday 28 June to Saturday 12 July. During this period SFRS experienced spate Wildfire conditions across West Moray and East Highlands. Following a prolonged dry spell and with strong wind conditions a number of secondary fires escalated to sizeable Wildfire Incidents. The SFRS responded with a weighted response of resources from across the North of Scotland. Uniquely, the SFRS has the ability to move crews and resources all over Scotland to support any incident or events. Our Control room in Dundee, augmented by the adjoining Incident Support Room, managed the resource requirements of these concurrent largescale incidents, as well as business as usual incidents. At the height of these Wildfire Incidents the SFRS had approximately 34 appliances at Wildfire Incidents within a 10-mile radius in West Moray and East Highland. On top of this we had over 80 further appliance movements to provide business as usual fire cover, rotate crews for welfare and provide relief crews for those that had attended for a significant period. We welcomed crews from as far afield as Dundee and Ullapool, which allowed fresh crews on scene to give respite to the crews who had already attended and put in a huge effort. Page 33
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Wildfires In Moray Page 4 of 12 Version [1]: August 2025 The SFRS throughout these incidents were supported extensively by Landowners, Estate Workers, Game Keepers and Farmers. Their knowledge of the areas and experience in dealing with wildfires was a great asset to our Incident Commanders. They had a significant amount of personnel attending the various Incidents across the busy period and they brought their own equipment such as ATV’s, fogging units, leaf blowers, brush cutters, sprayers and beaters. Members of the community were also very supportive with many donating refreshments for the crews and workers. Although the SFRS has more than adequate welfare arrangements for every Incident, these sentiments from the members of the public were greatly appreciated. Below are some pictures from some of the Moray Wildfire Incidents attended. This shows the scale of the Wildfire Incidents attended by the crews. Culbin Forest – Forres Page 34
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Wildfires In Moray Page 5 of 12 Version [1]: August 2025 Pauls Hill Windfarm - Knockando Dava Moor - Forres 4. How the Scottish Fire and Rescue Service Contributes to Reducing Wildfire Incidents in Moray The Scottish Fire and Rescue Service, as well as providing Operational Response, a key workstream for the SFRS is Prevention. Across Moray, relating to Wildfire Incidents, our crews and in particular our Community Action Teams work closely with our partners, Landowners, Estate Workers and Farmers. Page 35
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Wildfires In Moray Page 6 of 12 Version [1]: August 2025 Through our community safety work, the SFRS looks to identify the area’s most susceptible to Wildfires and encourage Landowners to undertake preventative work with the relevant partner agency. Engagement with Landowners, Estate Workers and Farmers is a key area of this work. The SFRS promotes the Muirburn Code which has been developed for the Scottish Government via Scotland’s Moorland Forum. This guidance sets out how Landowners can manage their land for the prevention of Wildfires. This can involve the controlled burning of heather and other vegetation on moorland. Not only can this assist with the prevention of Wildfires, but it can help with the improvement of habitat. The muirburn season runs from 1 October to 31 March. From 2026 onwards this will run from 15th September to the 31 March. Our personnel continue to work closely within the communities, along with our partners, in Moray to identify areas and support landowners to prevent Wildfires. 5. Training and Preparedness The SFRS continues to invest heavily in the training and preparedness of our staff. We have a robust Wildfire strategy which has been developed over a number of years. We use a tiered response to ensure that Wildfires are dealt with quickly and efficiently. This includes using the latest technology and techniques, to safely bring the Wildfire incident to a conclusion. Our approach uses 4 tiers: - Tier 1 Stations General first responder firefighting, hose, beaters, backpack water sprayers. Tier 2 Stations Sprinter vans with wildfire suppression and management equipment, this includes leaf blowers, brush cutters, excavation tools, beaters and lighting. Tier 3 Stations Ford Ranger 4x4 with Polaris All-Terrain Vehicle (ATV) with a water fogging unit on a trailer. This also carries wildfire suppression and management equipment, this includes leaf blowers, brush cutters, excavation tools, beaters and lighting. Tier 4 Wildfire Tactical advisers. Trained officers who assess the conditions, terrain and advise on firefighting measures and resources. The SFRS has significantly invested in equipment and resources for dealing with wildfires. This has included the procurement of 10 All-Terrain Vehicles (ATVs) with trailers and 10 Ford Ranger 4x4 for the towing capability. Additionally, 4 logistical support units with 4x4 capability have also been procured. Within the Moray area we are fortunate to have one of the ATV Vehicles with fire fogging unit & 4x4 Ranger, stationed at Elgin. This investment and subsequent training of the crews shows the commitment of the SFRS to ensure we have the right resources in the right place to respond effectively to operational demand. The crews were trained in the ATV operation along with the associated equipment and this resource went operationally live earlier in the year. Page 36
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Wildfires In Moray Page 7 of 12 Version [1]: August 2025 Across Moray we have other resources which support Wildfire Incidents. • High Volume Pump (HVP) based at Elgin Fire Station this appliance carries 1.5 kilometres of hose and has the capability to deliver significant amounts of water over that distance. There is an additional hose box containing 1.5 kilometres of hose at Elgin Fire Station which can be collected and taken to the incident also. • Water Carrier (WC) based at Buckie Fire Station, this appliance carries 7,500ltrs of water and also a 8,00ltr flexi-dam. • Tier 1 Resources – All of our frontline Fire appliances in Moray have standard equipment such as backpack water sprayers and beaters. Above – The Ford Ranger 4x4 Tier 3 Wildfire Vehicle Based at Elgin Fire Station. Page 37
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Wildfires In Moray Page 8 of 12 Version [1]: August 2025 Above – The Polaris ATV and Trailer with Wildfire Fogging Unit Based at Elgin Fire Station. Page 38
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Wildfires In Moray Page 9 of 12 Version [1]: August 2025 Above – Wildfire Tier 3 Firefighter with Leaf blower in action. Equipment and skills based at Elgin Fire Station.Above – Wildfire Tier 3 Firefighters with Leaf blower and beater. Equipment and skills based at Elgin Fire Station. Page 39
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Wildfires In Moray Page 10 of 12 Version [1]: August 2025 Above – The High-Volume Pump with hose box. Capable of delivering water to a location 1.5 kilometres away. Based at Elgin Fire Station. Above – The Scania Water Carrier which holds 7,500ltrs of water and carries a 8000ltr flexi dam, Based at Buckie Fire Station. Page 40
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Wildfires In Moray Page 11 of 12 Version [1]: August 2025 Above – Firefighters with Tier 1 capability backpack water sprayers. Equipment and Skills based at all Moray Stations. Community Asset Register (CAR) The Community Asset Register (CAR) is a Scotland wide database of volunteers willing to help during an Emergency Incident / Event. The database plots assets on a map, so if an Emergency Incident / Event occurs, we can identify those who could help. Assets can be people, skills or equipment. The SFRS manage and host the CAR, however the following organisations may also access it when responding to an Emergency. • Police Scotland • Scottish Ambulance Service • National Health Services (Scotland) • Maritime and Coastguard Agency • Local Authorities • The Scottish Environment Protection Agency The CAR gives members of the public and other voluntary groups the opportunity to offer help to their communities in support of the Emergency Services and other Category 1 Responders, under the umbrella of Scottish Resilience. Current Assets include: - • Water Rescue – Boats, Life Jackets and Flotation aids. • Vehicles – 4X4s, Lorries, Tankers and Horse Trailers. • Communications – VHF and CB radios. • Aircraft – Drones and Small Planes. • Land Clearance – Chainsaws and All-Terrain Clearance Machines • Medical – First Aid Kits and Stretchers. • Sandbags. Page 41
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Wildfires In Moray Page 12 of 12 Version [1]: August 2025 • Urban Search and Rescue (USAR)/Rope Rescue/Mountain Rescue. • Shelter. During this spate of Wildfire Incidents, the SFRS were able to call upon the support of some of the CAR assets. In particular, land clearance equipment, which assisted the SFRS and workers to put in fire breaks to prevent further spread and contain the fires. Drone operators were also utilised and they were able to give our OICs an aerial overview of the Incidents. This aided subsequent planning and resourcing of Incidents. 6. Conclusion This report provides the Committee with a briefing on the Wildfire Incidents attended by the Scottish Fire and Rescue Service within the Moray Area. The Scottish Fire and Rescue Service will continue to contribute towards reducing the number of Wildfire Incidents within the Moray Area by supporting partner agencies such as the Moray Council, Landowners, Estate Workers, Farmers and Police Scotland. Our Community Action Team will continue to be actively involved in initiatives and raising awareness throughout our communities. The Scottish Fire and Rescue Service will continue to improve on prevention, protection and response, to ensure the safety and wellbeing of people throughout Scotland. Page 42
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Moray Council Local Climate Impact Profile 2018-2023 Image credit: Scottish Fire and Rescue Service Page 43
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Contents 1. Introduction 1 1.1 Local Climate Impact Profile (LCLIP) and Useful Definitions ........................... 1 1.2 Purpose and Outputs of the LCLIP ................................................................ 1 1.3 Climate Change in Scotland ......................................................................... 2 2. Methodology 5 2.1 Data Investigation ........................................................................................ 5 2.2 Data Used ................................................................................................... 5 2.3 Research Limitations ................................................................................... 5 3. Yearly Weather Events in Moray 6 4. Results 7 4.1 Extreme Weather Events 2018-2023 .............................................................. 7 4.2 Flooding ...................................................................................................... 7 4.3 Case Study – Storm Babet ............................................................................ 8 4.4 Air Quality ................................................................................................... 10 4.5 Water Scarcity ............................................................................................. 11 4.6 Fire risk ....................................................................................................... 12 5. Impacts on Council Services 13 5.1 Economy, Environment & Finance ................................................................. 13 5.1.1 Building Services 13 5.1.2 Environmental Services 13 5.1.3 Road Services 14 5.2 Education, Communities & Organisational Development ............................... 14 5.2.1 Organisational Development 14 5.2.2 Sport & Culture Services 14 5.2.3 Education 14 5.3 Health and Social Care Moray ...................................................................... 15 6. Recommendations 16 8. Appendices 19 9. References 22 Page 44
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1 | P a g e 1. Introduction 1.1 Local Climate Impact Profile (LCLIP) and Useful Definitions The Local Climate Impact Assessment (LCLIP) was designed by the UK Climate Impacts Programme (UKCIP) to assist organisations in identifying their exposure to climate change and extreme weather events. The LCLIP looks at the impacts of previous extreme weather events to inform organisations and help improve resilience to future events. • Climate – The average weather in a specific area over a prolonged period1 • Climate Change – Long-term shifts in temperatures and weather patterns, primarily driven by human activities2 • Weather Events – Day to day atmospheric conditions in a specific area for example, sun, rain, snow, or wind. 3 • Extreme Weather Events – Unusual or unexpected weather events, they are usually severe or unseasonal. For example, extreme hot or cold temperatures, high winds, and excessive rainfall. 4 • Adapt to 2°C, assess up to 4⁰C – The Climate Change Committee report recommends the UK adapt to a minimum global temperature rise of 2⁰C while considering the risks of warming up to 4⁰C.5 If global emissions fail to decrease, the UK could experience temperature rises by 2080-2100 that would severely limit the impact of adaptive measures, increasing the risks to public health, economic damage, and biodiversity destruction. • Climate Adaptation – Actions to reduce the impacts of observed and projected climate change. This can include but is not limited to, emergency planning, flood protection, adaptable buildings, and green infrastructure.6 • Climate Mitigation – Actions to reduce the pollution that causes climate change. This can include but is not limited to, renewable energy, electric vehicles, and avoiding food waste.7 1.2 Purpose and Outputs of the LCLIP Purpose • Develop a story of climate change in Moray and raise awareness of weather/extreme weather events. • Provide an evidence base for recommendations and actions to combat climate change. • Provide recommendations for improving the resilience of Moray Council. • Bring awareness of climate adaptation to Moray Council. Knowledge of adaptation is low within Scotland8; it needs to be understood by policy makers and those who implement it. Outputs • Summary report outlining impacts of climate change on Moray Council from 2018 to 2023. • Recommendations to reduce the risk and cost of climate impacts to Moray Council. 1 Greenpeace, Climate Change and Extreme Weather. 2 United Nations, What is Climate Change? 3 Greenpeace, Climate Change. 4 World Meteorological Organisation, Extreme Weather. 5 Climate Change Committee, Independent Assessment of UK Climate Risk, p24. 6Adaptation Scotland, What is Adaptation? 7 Ibid. 8 Scottish Government, Scottish National Adaptation Plan 2024-2029, p173. In Moray, a global average 4⁰C temperature increase could result in over 20 days a year exceeding a daily maximum average temperature of 25⁰C with some days exceeding 30⁰C with increased chances of heat related illness and fatality. Page 45
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2 | P a g e 1.3 Climate Change in Scotland Scotland is already experiencing the effects of global climate change; the average temperature between 2014- 2023 was 1.02°C hotter than the 1961-1990 average9. Scotland has also experienced a 10% increase in the amount of rainfall within the same timeframe10. Increasing temperatures result in more extreme weather events and more unstable weather patterns. Higher temperatures increase the frequency of unbearable heatwaves and contribute to biodiversity loss and food insecurity11. The Scottish Government have identified fifteen key consequences of climate change including damage to Scotland’s environment, food and water supply, infrastructure, business, cultural heritage, and the health of its population12. Moray is experiencing the same patterns observed across Scotland. The graph below shows that Moray’s average temperature has steadily increased from 1960. Moray is particularly at risk from increased rainfall and rising sea levels. Even if global warming continues at the lowest level, Moray may experience sea level rises of up to 32cm by 2080, increasing to 72cm by 2080 at the highest global warming level13. Areas of Moray are already feeling the effects of rising sea levels. Residents in Kingston fear another severe storm event could turn the area into an island14. Moray Council must act now to protect Moray from the local impacts of global climate change. The Climate Change Committee emphasises that significant governmental and societal goals will be harder to achieve due to climate change; housing availability, food insecurity and poverty will be exacerbated by a changing climate. These issues will also be up to three times more expensive to cope with in a 2°C temperature increase scenario , the projection the council is required to prepare for under Government guidelines. Moray Council must integrate adaptation into its policy making to ensure the organisation and communities it serves are resilient and prepared for these risks, while also assessing the risks for a much higher rise in global temperatures. 9 Adaptation Scotland, Climate Change Trends and Projections. 10 Ibid. 11 Met Office, Effects of Climate Change. 12 Adaptation Scotland, Climate Change Impacts in Scotland. 13 Met Office, Climate Report, p8. 14 BBC News, Another Storm Could Turn Our Village Into An Island Figure 1 Data from Met Office Lossiemouth Weather Monitoring Station 8.1 8.4 8.5 8.9 9.2 9 9.6 7 7.5 8 8.5 9 9.5 10 1960-69 1970-79 1980-89 1990-99 2000-09 2010-19 2020-23 Temperature in Degrees Celcius (ºC) Decade Average Temperature in Moray by Decade (°C) Page 46
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3 | P a g e 1.4 Local Profile Moray is located within the North-East of Scotland, nestled between the Highlands and Aberdeenshire. Moray is home to approximately 95,500 people with around a quarter of its population living in the area’s biggest town, Elgin. Moray’s other major towns include Forres, Keith, Buckie and Lossiemouth. Moray’s population has increased by just under 10% from 2001-202415. The number of households in Moray increased by 7.6% from 2011-202216 with Moray Council managing 6,380 of these properties accounting for around 15% of Moray’s total housing stock. Moray covers an area of 2,238km² and is famous for its stunning landscapes. Moray is home to Ben Rinnes, The Moray Firth, part of the Cairngorms National Park, and several special protection areas, special areas of conservation, sites of special scientific importance and eleven special landscape areas. The area is also home to several buildings of historic significance such as Elgin Cathedral, Pluscarden Abbey, and multiple castles, including Brodie and Duffus. Moray is renowned for its walking trials, ‘The Moray Way’ encompasses three of Moray’s ‘great trails’ to form a 100-mile circular walking route around the region17. ‘The Moray Coastal Trail’ provides visitors with the opportunity to experience Moray’s beaches and see its resident bottlenose dolphin population. Next, ‘The Dava Way’ takes walkers through lush woodlands and provides stunning views of the Cairngorm Mountains. Finally, ‘The Speyside Way’ travels through Moray’s whisky region while following the River Spey. Moray’s trails attract visitors who wish to experience the areas rich history, scenery, and vibrant communities. Moray’s economy is reliant on manufacturing and the tourism industry. Several global brands such as Walker’s Shortbread, Baxter’s of Speyside, and Johnstons of Elgin have been major employers within Moray for over 100 years. Roughly 15% of Moray’s workforce is employed in manufacturing, this is more than double the national average18. Tourism accounts for a further 10% of Moray’s workforce19. Over 877,000 tourists are attracted to Moray Speyside every year by the area’s distilleries, fishing, history, and natural heritage20. Moray also has close 15 Scotland’s Census. 16 Ibid. 17 The Moray Way, The Moray Way. 18 Highlands and Islands Enterprise, Moray Key Statistics, p2. 19 Moray Council, Moray, Official Guide, p23. 20 Scottish Licensed Trade News, Rising Visitor Numbers Deliver £187 Million Tourism Boost for Moray Speyside. Image 1 Erosion at Kingston Beach Page 47
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4 | P a g e links to the Ministry of Defence and Royal Air Force; RAF Lossiemouth and MOD Kinloss have both had a presence in the area since 1938. 1.5 Relevant Legislation The Climate Change (Scotland) Act 2009 requires public bodies to conduct actions in the best way calculated to support delivery of the Scottish adaptation programme. The Climate Change (Duties of Public Bodies: Reporting Requirement) (Scotland) Order 2015 requires public bodies to annually report on its contributions to the programme. The current Scottish National Adaptation Programme covers 2024-2029 and outlines the following outcomes: • Outcome 1 – Nature Connects across our lands, settlements, coasts and seas. • Outcome 2 – Communities are creating climate-resilient, healthy and equitable place. • Outcome 3 – Public services are collaborating in effective and inclusive adaptation action. • Outcome 4 – Economies and industries are adapting and realising opportunities in Scotland’s Just Transition. • Outcome 5 – Scotland’s international role supports climate justice and enhanced global action. The National Planning Framework 4 (NPF4) identifies the Scottish adaptation programme as a cross-cutting policy link. NPF4 Policy 1 states that Local Development Plans ‘must address the global climate emergency and nature crisis by ensuring the spatial strategy will reduce emissions and adapt to current and future risks of climate change by promoting nature recovery and restoration in the area’. Further policies within NPF4 emphasise the need to consider and take steps to address a range of climate risks within any development and use nature-based solutions. The Civil Contingencies Act (2004) requires Public Bodies to assess the risk of emergencies occurring and maintain plans to ensure services continue to be delivered in the event of an emergency. Severe weather and climate change can cause emergencies that may limit the availability of and delivery of council services. Under the Flood Risk Management (Scotland) Act 2009 the council has a statutory duty to implement and maintain flood protection actions and prepare local flood risk management plans. Moray Council is the lead authority for the Findhorn, Nairn, and Speyside Local Plan District, and works with partners to deliver the plan. The council’s climate change strategy identifies the importance of progressing adaptation actions alongside mitigation (reducing carbon) and for adaptation to be embedded across all departments. Image 2 Scottish Government plans and strategies critical to delivering inclusive and effective adaptation action during the Adaptation Plan five-year implementation period (2024 – 2029), SNAP3 Page 48
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5 | P a g e 2. Methodology 2.1 Data Investigation Several different sources of data were investigated to contribute to the Moray ‘Local Climate Impact Assessment’ including: • Desk-based research. • A media search to establish the number of extreme weather events in Moray that were reported in local and national news between 2018-2023. • Understanding Scottish Government legislation and guidance including the ‘Climate Change (Scotland) Act 2009 and ‘Scottish National Adaptation Plan 2024-2029’. • Contacting internal departments to assess the impacts of extreme weather on different services within Moray Council. • Contacting external organisations including the Met Office and the Scottish Fire and Rescue Service to gather specific data on extreme weather events in Moray which Moray Council does not record. 2.2 Data Used • The Met Office provided daily readings between 1960 -2023 of maximum and minimum temperature from its monitoring station in Lossiemouth. This data was used to calculate the annual number of ‘summer days’ in Moray. A day is considered a ‘summer day’ if the maximum air temperature reaches 25⁰C or above at any given time during the day. Summer days were chosen as a measure of extreme weather as temperatures exceeding 25⁰C can increase the likelihood of heat-related illness among more vulnerable people. • The Scottish Fire and Rescue Service provided the number of wildfire events in the moray area between 2010-2023. • The Met Office archive of storm events was used to gather data on named storms that affected Moray between 2012-202321. For storm events pre-2015, the Met Office archive was used to gather dates of extreme weather events. These dates were then searched on the archival section of local newspapers (Press & Journal and The Northern Scot) to assess if any weather events had caused enough disruption to be reported on. These articles were then cross-referenced with archival Met Office weather warnings to assess the impact of the storm event in Moray.22 • Air Quality in Moray was collected from Moray Council air quality monitoring reports.23 2.3 Research Limitations While researching this project, several limitations impacted the ability to collect information, including: • Hard to measure impacts, for example a loss of teaching hours due to school closures cannot be measured as easily as the financial costs of building damage. • Incomplete records, for example building damage caused at the time of a storm event but not explicitly linked to extreme weather could not be used as evidence. • Slow onset climate impacts and global system impacts due to climate change in other regions have not been tracked/measured. • Confusion between climate mitigation and adaptation within Moray Council staff. • Some services lacked capacity to fully engage with the data collection process. • Staff capacity and deadlines to feed into the climate strategy. • 21 Met Office, Past Weather Events. 22 Met Office, National Severe Weather Warnings Archive. 23 Moray Council, Public Health – Air Quality. Page 49
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6 | P a g e 3. Yearly Weather Events in Moray 2018 2018 began with Storm Georgina in January, followed by significant snowfall in late February into early March. Two amber alerts for snow resulted in the closure of 39 schools, a majority shut for three days. The summer months brought Storm Hector in June and a 3-day heatwave in July with an average temperature of 27.5⁰C. Storm Ali and Storm Callum affected Moray in September and October. In December Storm Deirdre battered the area bringing an amber snow warning for southern Moray; 80 mph winds damaged a residential property leading to the closure of the A961 to protect motorists24. 2019 Moray experienced a relatively calm year of weather conditions with only two storms affecting the region in the first few months of the year. 2019 was a year of high temperatures across the UK, with a heatwave in late July. On the 25th of July, Moray experienced its second highest ever maximum temperature of 31⁰C. This is only 0.2⁰C away from the 2003 record. 2020 Several storms affected Moray in 2020. Storm Brendan caused damage to Moray College, forcing it temporarily shut in January. Storm Ciara and Storm Dennis hit within one week of each other, bringing flood warnings to the area. In August, an amber weather warning was issued for most of the region due to severe thunderstorms and flooding. Storm Alex and Storm Barbara both brought windy conditions in October, followed by Storm Bella on boxing day. 2021 Storm Christoph and Storm Darcy brought wintery conditions for two weeks at the start of 2021 with February recording -13.9⁰C, Moray’s coldest minimum temperature in over 10 years. Storm Arwen caused significant disruption in November. 80mph winds resulted in damage to Buckie High School, closing it for two days. Communities experienced power cuts and some were cut off by fallen trees25. Storm conditions continued two weeks later with Storm Barra. 2022 The end of January saw Storm Malik and Storm Corrie hit Moray within three days of each other. A large proportion of rural schools were closed due to a lack of power linked to storm damage26. Moray experienced a stormy February with Storm Dudley, Storm Eunice, and Storm Franklin all impacting the region within the same week. The UK experienced a year of record-breaking temperatures in 2022. Scotland, Wales, and England all broke their highest temperature record, with UK temperatures surpassing 40⁰C for the first time27. December in Moray was particularly cold with minimum temperatures below 0⁰C for over a week. This cold snap brought up to 10cm of snow in rural areas28 causing the closure of schools for up for three days. 2023 Storm Otto hit in mid-February, closing Buckie High School due to wind damage. 2023 was another hot year in Moray with two heatwaves and the number of ‘summer days’ (days over 25⁰C) almost tripling from the previous year. Storm Betty and Storm Agnes brought high winds in mid-August and late September. An amber rain warning was issued in late October during Storm Babet. Power cuts, rising river levels and travel disruption affected Moray for almost five days. Forres Academy was closed due to flooding, linked to the storm. The storm 24Mackay, David., (The Press and Journal), North of Scotland Battered by Strong Winds and Snow as Storm Deirdre Sweeps Through. 25Whitfield, Alistair., (The Northern Scot), Storm Arwen: The Aftermath in Moray. 26 The Moray Council, Moray’s Storm Malik/Corrie Update- Facilities Available for Residents. 27 The Met Office, Record High Temperatures Verified. 28 BBC News, ‘Arctic Blast’ to Bring Scotland Snow and Ice. Page 50
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7 | P a g e season continued with Storm Ciaran, Storm Debi and Storm Fergus all bringing heavy rain in early November and December. Storm Gerrit brought travel disruption and wind warnings during the festive period. 4. Results 4.1 Extreme Weather Events 2018-2023 Between 2018-2023 Moray was affected by 99 extreme weather events, including summer days (over 25⁰C) storm events, and wildfires. Compared to the previous 6-year period, (2012-2017) the number of storm events and summer days significantly increased; the number of wildfires remained fairly constant. The graph below shows the number of recorded extreme weather events in Moray between 2018-2023 compared to 2012-2017; this graph shows temperatures are rising and storm events are becoming more frequent. 4.2 Flooding Flooding has always been a significant threat to Moray. The region has experienced severe flooding events for almost 2 centuries, with the first recorded event occurring in 182629. More recently, significant flooding in 1997 caused £35 million worth of damages to property, transport links and infrastructure within Elgin30. Additional flood events in 2002 and 2009 damaged multiple residential properties and infrastructure resources. Since 2014, Moray has benefitted from over £170 million of investment into flood alleviation schemes across multiple towns in the area, 29 SEPA, Elgin (Potentially Vulnerable Area 05/05). 30 Ibid. 15 21 29 38 33 28 0 5 10 15 20 25 30 35 40 Summer Days (25⁰C +) Storm Events Wildfires Extreme Weather Events 2012- 2023 2012-2017 2018-2023 Figure 2 Data from Met Office, Local New, and SFRS Image 3 Garmouth Page 51
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8 | P a g e estimated to have prevented around £86 million worth of damages31. However, several areas of Moray remain affected by flood events. In 2021, sudden heavy rainfall combined with a long dry period overwhelmed the drainage system in parts of Forres. A handful of properties were flooded and whole streets lost power32 The frequency and severity of flood events is expected to increase due to climate change. A warming climate will intensify the water cycle; for areas like Moray, this will result in higher levels of rainfall and more frequent flood events33. Met Office data confirms that Moray is already experiencing increased levels of rainfall; the average daily rainfall in the decade 2010-2019 was 1.82mm, an almost 20% increase from a daily average of 1.52mm from 1970 to 197934. Moray is currently experiencing higher numbers of ‘summer days’ (+25°C) and higher levels of rainfall. These factors, combined with rising sea levels will pose a serious threat to Moray’s communities if adaption action is not implemented. Parts of Moray are still affected by instances of flooding. In 2021, parts of Forres were affected by flash floods after a long dry period combined with sudden heavy rain, overwhelmed drainage system. Properties flooded and caused a power cut. 4.3 Case Study – Storm Babet In October 2023, Storm Babet caused extreme rainfall and strong winds that affected several parts of Moray, the storm was worsened by high sea temperatures. Across the UK, 7 people lost their lives35 and over 30,000 Scottish homes lost power36. The total cost of storm damage across the UK was up to £630 million37. 31 Moray Council, Our Flood Alleviation Schemes – Elgin. 32 McCartney, G., Forres hit by flash floods and thunder storms during an expected 48 hours of rain 33 NASA, How Does Climate Change Affect Precipitation? 34 Met Office Data 35 The Independent, Storm Babet death toll rises to seven, 22 October 2023 36 The Independent ‘Improving picture’ in worst hit area, but Storm Babet flooding fears remain, 21 October 2023 37 The Insurer (Reuters), UK’s Storm Babet to cost insurers up to £650mn, 2 November 2023 Image 5 Met Office October 2023 Image 4 Cooper Park Page 52
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9 | P a g e Recorded Impacts in Moray • Extreme waves at harbours, the Lossiemouth emergency plan was enacted, and five households were evacuated. Marina Quay road was also closed. • Coastal erosion of up to ten metres resulted in a partial loss of the Moray Coastal Path. • Multiple power cuts, a community hall opened to offer respite in Aberlour. • Surface water flooding caused the A98 road to close. • Trees felled. • Water levels in the Spey River tripled. • Forres Academy was closed due to flooding. • Flood bank damage on agricultural land, a Scottish Government fund offered to support with repair costs after the event. While actual costs for Moray Council are not recorded for weather events, the impact of Storm Babet was widespread. A significant response was required from the Incident Management Team and action was taken by services including emergency planning, comms, road, consultancy, education, open spaces, housing and property, customer services and GIS. Response and Resilience Measures On the 18th of October 2023, Moray Council issued a news item alerting the people of Moray to the risk posed by high winds and heavy rain. Helplines were published by local news agencies and the council provided social media updates during the storm. Behind the scenes, a co-ordinated response was taking place. Multi agency meetings and correspondence were ongoing throughout the event, with a wide range of partners standing ready with plans in place to respond. The council’s Incident Management Team met regularly and discussed the need for emergency rest places, catering, heaters, accommodation, road closure alert systems, and other communications. People at risk were contacted to offer support and there was liaison with community resilience groups. There was consideration that Moray may be required to assist communities from the worst affected areas in Aberdeenshire, and that ambulance response times may be affected. The incident highlighted that robust systems are in place for planning, but implementation of an emergency response would not be sufficient in the event of more severe impacts occurring in Moray. Page 53
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10 | Pa g e 4.4 Air Quality Moray Council measures nitrogen dioxide (NO²) as a key indicator of air quality. High concentrations of this gas, released through the burning of fossil fuels can irritate the lungs and lower resistance to respiratory infections, especially in children, the elderly and people with underlying health conditions. The Scottish Government recommends a safe annual mean level of NO² exposure of 40 micrograms per cubic metre (40ug/m³). Moray has comparatively good air quality, with an average NO² level from 2018 – 2023 of 18.3 ug/m³ which is well below Scottish Government guidelines. However, in 2021 the World Health Organisation (WHO) recommended a lower safe exposure level to NO² of 10ug/m³. The new WHO levels put Moray’s average air quality readings over the safe levels of exposure. Using the Moray Council air quality monitoring reports covering 2023/24, just over half of Elgin’s monitoring stations recorded a yearly average that exceeded 10ug/m³. The only other stations that exceeded this level were both stations in Keith. Some stations with the highest recorded levels of NO² are in close proximity to young children, teenagers, and elderly people. These groups are more susceptible to pollution related illnesses. The United Kingdom Climate Change Risk Assessment 2022 (UKCCRA) identifies the ‘risk to health and wellbeing from changes in air pollution’ as a potential financial implication of climate change, estimated to cost up to £10 million per year38. The World Meteorological Organisation has concluded that heatwaves worsen air quality39. If temperatures continue to increase in Moray, council services such as Health and Social Care are likely to be impacted. Poor air quality can result in an increased demand on health services, particularly for respiratory issues. Asthma UK estimates an extra 20,000 hospital admissions each year in the UK are linked to air pollution40. 38 UK Government, UK Climate Change Risk Assessment 2022. 39 World Meteorological Organisation, WMO Bulletin: Heatwaves Worsen Air Quality and Pollution. 40 Asthma+Lung UK, How Air Pollution Impacts our NHS. Figure 2 Air quality record averages 2018-2023 Page 54
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11 | Pa g e 4.5 Water Scarcity The Scottish Environmental Protection Agency (SEPA) issue water scarcity warnings when dry conditions occur over a prolonged period of time, and there is a need to protect the environment and water resources for critical functions. Each year between 2018-2023, moderate to significant scarcity warning were issued in Scotland with 2021 being the only year that the North-East was not an at-risk area. 2018 saw the worst impacts in Moray with significant scarcity41. The council provided free bottled water to those at risk from low private water supplies. Eastern Scotland has experienced a decrease in water availability over the last half a century42. Agricultural and manufacturing industries in Moray, especially distilleries, rely on significant volumes of water from both surface and ground water sources for everyday operations. Warmer, drier summers are likely to negatively affect these industries in Moray. 41 SEPA, Water Scarcity Situation Report 2018 42 Centre of Expertise for Water, Future Predictions of Water Scarcity in Scotland: Impact on Distilleries and Agricultural Abstractors Figure 3 SEPA 31st August 2018 Page 55
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12 | Pa g e 4.6 Fire risk Changing weather patterns caused by human driven global heating and biodiversity loss through land use change are both contributing to the increasing occurrence and severity of wildfires. There are other contributing factors to this increase, including a rise in recreational activity in rural land (leading to more campfires and barbeques). The Scottish Fire and Rescue Service recorded 28 wildfires (‘large outdoor fires’ over 100sq. m) between 2018 and 2023. This was a similar number compared to the previous six-year period, however 11 of these occurred in 2018 alone. Media reports suggest that the worst of these fires was on Paul’s Hill in 2019, at the time cited as being one of the largest wildfires in the UK over a long period43. Research by the Met Office shows that the damaging fires (not only wildfires) during the UK’s record-breaking 2022 heatwave were made at least six times more likely due to human-caused climate change44. Fires are expected to increase in magnitude and frequency due to the warmer and drier summers associated with climate change. An increase in high fire risk conditions could lead to devastating impacts and significant demand on emergency response teams. 43 BBC News, Major wildfire could be one of the largest for years 2019 44 Met Office, Climate change made severe UK fires in 2022 six times more likely 2025 Page 56
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13 | Pa g e 5. Impacts on Council Services The following data was collected by asking officers from across the council to detail the impacts of extreme weather on their service. 5.1 Economy, Environment & Finance 5.1.1 Building Services Extreme weather events cause significant disruption to council housing. Heavy rain and winds caused damage to council houses between 2018-2023. In 2021, Storm Arwen caused £82,000 worth of damage, with Storm Otto causing a further £20,000 worth of damages in 2023. These damages put extra pressure on the building services team; emergency repairs and building maintenance both increase workload for staff. Extreme weather conditions are affecting the productivity of the building services team. Staff have limitations on working in certain areas due to weather conditions; work on rooftops is restricted during high winds and work in lofts is restricted during times of excessive heat. Building services has been forced to adapt to more extreme weather conditions. Harsher winters have required investment into 4-wheel drive vehicles to ensure staff can continue to perform their duties. For times of extreme heat, the service has issued new safety guidance for staff working in these conditions and also provides bottled water on the hottest days. 5.1.2 Environmental Services Extreme weather has significantly impacted Moray’s landscape; damage to trees, paths and open spaces all increase workload for Moray Council’s environmental services team. Storm events cause damage to open spaces and infrastructure; fallen trees require reactive tree maintenance, putting pressure on an already strained resource. Additionally, storm events caused just over £8,000 worth of damage to various walls between 2022-2023. Flash flooding, often linked to storm events has caused damage to open spaces and council depot buildings. As temperatures increase, the environmental services team has had to alter normal working habits. For example, warmer weather has resulted in a longer growing season for grass pitches. Environmental services now experience an increased demand for pitch maintenance for a longer period of time, stretching an already in demand resource. Damage to Moray’s core paths has been linked to extreme weather events. Heavy rain, rapid snow melt and storm events have all contributed to land slips and riverbank erosion. Some core paths have been rerouted or closed due to weather related damage. An increase in extreme weather events could increase pressure on the Image 6 Core path erosion at Burghead Bay Page 57
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14 | Pa g e environmental services team. Harsher conditions could result in more areas of Moray’s landscape being damaged, requiring more maintenance from environmental service officers. 5.1.3 Road Services Moray’s road networks are also disrupted by extreme weather events; damage to roads due to flooding, snow, and wind all require additional attention from staff. Winter is a particularly challenging time for the road services team. Snow and ice can make roads inaccessible and harder to maintain; additionally, snowmelt can flood roads and refreeze causing cracks and damage. In extreme cold, grit salt has frozen in -16⁰C temperatures, significantly affecting road safety. Road services have adapted their normal operations to cope with changing weather conditions. The winter gritting season has remained the same length but shifted back by two months, forcing a change in normal scheduling. Furthermore, the heatwave of 2023 forced work to be halted mid-day to prevent staff exposure to extreme temperatures. Although days of extreme cold are likely to decrease as global temperatures increase, storm events and floods are likely to increase. A major change in climate will force road services to reevaluate its normal operations to cope with new challenges. 5.2 Education, Communities & Organisational Development 5.2.1 Organisational Development Extreme weather events have increased the workload of Moray Council’s organisational development team. The need for weather-related emergency communications, increased demand for out-of-ours support and the sharing of guidance/information from partner organisations all contribute to an increased workload. Additionally, weather-related power cuts have affected power supply and connectivity, impacting the ability of the service to function effectively. Climate change is affecting the organisational development team out-with times of extreme weather events. The service has seen an increased demand for health and safety information and clarification of policy provision from other services within the council due to the harsher working conditions experienced by staff. Services often require increased clarification of policy provision regarding the impact on extreme weather on employees and what terms and conditions apply. The organisational development team has the ability to work on a hybrid model which has helped to mitigate some effects of extreme weather. 5.2.2 Sport & Culture Services Extreme weather events have impacted the sport and culture services team. A significant impact of extreme weather on this service is the closure of facilities. Facilities faced closure due to weather-related damage, a lack of staff due to weather-related travel disruption, and for re-purposing during emergency response/evacuation of local residents. These closures prevented staff from working and inconvenienced users of these facilities. The sport and culture service has identified heatwaves and rising temperatures as a significant impact on service delivery. Summer heatwaves increased the temperature of swimming pool halls, this, combined with failing air-con units made it difficult for staff to work. Additionally, this service has also received complaints from users of grass pitches due to an earlier growing season and limited resources within Open Spaces to maintain grass to appropriate levels. Heatwaves have also limited water supply at some facilities. Storm events have caused power cuts and the cancellations of buses which impact the delivery of sports and cultural activities. The sport and culture team use hybrid work practises and online meetings to reduce travel requirements; this can help reduce the impacts of extreme weather on service delivery. 5.2.3 Education Extreme weather events have a significant impact on the education service. Dangerous conditions caused by severe snow and ice were the main reason for disruption during this period, followed by high winds and flooding. A warming climate will reduce the impacts of wintery conditions while also exacerbating the impacts Page 58
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15 | Pa g e of storms events and flooding. Over the next few decades, it is expected that a majority of school closures will be a result of storm damage to buildings and infrastructure. For example, Buckie High School was closed in 2021 and 2023 due to building damage related to storm conditions. Increasingly severe storm conditions will also affect the infrastructure that schools rely on to operate. For instance, when Buckie High School was forced to close in 2023, 3 primary schools were also closed due to a loss of power and heating. The cause of the power disruption was not recorded therefore it is more than likely, the storm conditions that directly damaged Buckie High School also indirectly affected 3 primary schools due to infrastructure damage. Schools are also used as local evacuation centres. Learning Estate is taking projected climate impacts into account on major infrastructure projects. However, they have found that adaptive infrastructure measures increase costs by 20%. 5.3 Health and Social Care Moray Extreme weather predominantly affects Health and Social Care Moray (HSCM) by disrupting transport. Road closures, cancelled transport, and dangerous driving conditions all affect the ability of HSCM to operate effectively. Weather-related disruption in the supply chain can affect the availability of medication and nursing supplies. Weather events that disrupt power supply can affect service provision, HSCM requires power for medical devices like pumps, beds, and alarms. The service has protocol in place for providing batteries to vulnerable people in times of electricity shortage. Page 59
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16 | Pa g e 6. Recommendations Providing recommendations to reduce the risk, and particularly the cost, of climate impacts is difficult within the limitations of this report and further work is required to engage with services and improve recording. Areas that the LCLIP has identified as requiring further consideration in ongoing adaptation work include: Improve recording and reporting of climate impacts • For example SEPA report-a-flood data likely includes duplicate reports of the same event. How can we capture the number of actual flood events and identify the severity or type? • Record emergencies where the Incident Management Team was activated due to extreme weather events. • Name storms if they are the cause of disruption - for example school closures due to power cuts are usually the consequence of storm rather than an isolated power failure but records often don’t capture the cause of the power cut. • Where repair or other costs can be separated for a specific weather event, these should be recorded. Embed resilience into building/infrastructure improvements • Buildings should be able to withstand storms and power supply etc should be protected. For example when energy efficiency measures are being put in place, battery backup that can function in the event of a power cut should be installed. • Apply interventions that provide multiple benefits at low cost, such as nature-based solutions can be particularly effective for cooling and flood management. Embed resilience measures into service delivery and workforce health/safety /wellbeing • Systems need to adapt to increased instances of extreme heat, high wind, flooding, pests and disease etc. For example, new procedures may need to be put in place, staff be made awareness of risks, managers be prepared for impacts on productivity. • Emergency plans should anticipate increase in climate driven impacts. Ensure long term forward planning and budgeting takes projected climate impacts and associated costs into account. • Increase understanding among decision makers • Corporate risk register, business continuity to maintain and build awareness of projected impacts • Should include chronic impacts: Global with local effects e.g. risk of rising food price and availability, refugees fleeing conflict caused by increased competition for resources or more direct climate caused losses; Slow onset local impacts such as coastal erosion, water scarcity, staff productivity. Share learning from adaptation measures that are already in place • Increase knowledge of ways that addressing climate helps solve multiple issues – such as health and inequality in communities to financial savings for the council. LCLIP recommendations within the wider context This report has been produced alongside updating the Moray Council Climate Change Strategy, which will embed the council’s adaptation strategy and action plan within it. Adaptation actions from the Climate Change Strategy are included in Appendix C. The actions within the Climate Change Strategy have taken into account findings from the LCLIP, but are largely based around Adaptation Scotland’s Capability Framework which is designed to guide public bodies on their adaptation journey. A separate report produced in 202345 explains that framework and summarises the council’s baseline adaptation activity, highlighting gaps and opportunities through the use of a benchmarking tool. It found that the main risks to the council were likely to be infrastructure damage, keeping vulnerable 45 Moray Council, Climate Change Adaptation Benchmarking 2023, 25 September 2024 Page 60
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17 | Pa g e people safe, and loss of ecosystem services. Adaptation was very clearly evidenced in some key services areas such as coastal change, flood management and local development planning, being the first local authority in Scotland to produce Coastal Change Adaptation Plans. Some areas were also found to be implementing adaptation measures through business-as-usual activities, but at an organisational level (which the Capability Framework assesses) the council was found to be in the initial stages of preparing for climate impacts. An informal working group of volunteers from some key services oversaw the benchmarking process, learned about adaptation and agreed the baseline results. That groups should be reconvened with wider membership to support ongoing adaptation work. Annual reports following the structure of the Adaptation Capability Framework will be produced to monitor progress. Page 61
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18 | Pa g e 7. Conclusion This report has collated available information on the experiences of council services in response to extreme weather. Services reporting at times significant increased demand or pressure due to extreme weather events include Open Spaces, Roads, Consultancy, Housing and Property, Communications and customer service roles. Schools and leisure facilities have had to close, and hot working conditions have been known to impact wellbeing and productivity for employees and service users. Many services have already changed their ways of working due to the weather. Some services have introduced different ways of working for other reasons, but with results that help them be well adapted to cope with climate impacts, for example the introduction of hybrid working policy. Preparing for a 2⁰C increase in global temperatures over the next century is conservative at best, and a rise of 4⁰C would require significantly greater, and earlier, adaptive measures to be taken to protect our communities, economy, and environment. Greater understanding of how services are likely to be affected by an increase in climate driven extreme weather will help to strengthen business continuity, improve responses to emergencies and chronic impacts. Page 62
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19 | Pa g e 8. Appendices Appendix A – Storm Events Page 63
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20 | Pa g e Appendix B – Impact on Services Feedback Form Risks Have weather or climate events had an impact on your service at any time? This could be directly, for example damage or forced closures due to extreme weather events, or indirectly such as supply chain disruption Please give details. • Have climate risks been assessed for your service? Please give details. Impacts such as damage and disruption caused by severe weather/ flooding/ overheating of buildings/ changes in the natural environment will become more likely. • Please list the plans/ documents you use that you consider to be important in managing climate related risks – these could be for team planning, risk assessment, health and safety, business continuity etc • What is your service already doing to manage/ increase resilience to the impacts of weather/ climate? This could be anything from putting infrastructure in place to changing work practices or enabling adaptation to take place within the community • How effective are the measures currently in place to deal with the impacts of weather/ climate? • What more could your service do to improve resilience to weather/ climate? • And what is preventing you from improving resilience in your service? • What do you see as the main priority for your service in responding to climate change impacts? • Page 64
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21 | Pa g e Appendix C – Adaptation actions in the draft Climate Change Strategy Increase understanding of climate risk We will How to measure success Create and maintain a climate impacts log • Include summary of log in annual report • # towns with mapping complete • Training delivered (# of sessions/staff) • CCRA completed Produce climate risk and nature-based solution maps for larger towns Embed adaptation within climate training and mainstreaming Eventually move towards the production of a Climate Change Risk Assessment (CCRA) Align adaptation activities with Council’s priorities We will How to measure success Integrate or mainstream adaptation action into relevant service plans, strategies and reports. • # of these referring to adaptation and climate risk Deliver and monitor adaptation action We will How to measure success Undertake annual benchmarking exercise • Incorporate adaptation guidance into CC guidance for developers • Measure proxies for adaptation works as per SNAP3 eg nature network, # of local place plans, roads maintenance (RCI) etc • Flood Risk Management Plan and Coastal Change Adaptation actions delivered (3 yearly) Implement flooding and coastal risk action plans Incorporate adaptation into LDP Implement Nature Network Work collaboratively with partners to progress adaptation action We will How to measure success Encourage communities to consider climate risk and adaptation • No. of resilience plans in place Page 65
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22 | Pa g e 9. References REPORTS Centre of Expertise for Water, Future Predictions of Water Scarcity in Scotland: Impact on Distilleries and Agricultural Abstractors (https://www.crew.ac.uk/sites/www.crew.ac.uk/files/publication/CRW2023_05_Main_report_and_appendices_ FINAL_V2.pdf) Climate Change Committee, Independent Assessment of UK Climate Risk (https://www.theccc.org.uk/wp-content/uploads/2021/07/Independent-Assessment-of-UK-Climate-Risk- Advice-to-Govt-for-CCRA3-CCC.pdf) Highlands and Islands Enterprise, Moray Key Statistics (https://www.hie.co.uk/media/6342/moraypluskeyplusstatisticsplus2019.pdf Met Office, Climate Report for Moray, generated on: 25/10/2024 from https://climatedataportal.metoffice.gov.uk/pages/lacs Moray Council, Moray, Official Guide (http://www.moray.gov.uk/downloads/file117621.pdf) Scottish Government, Scottish National Adaptation Plan 2024-2029 (https://www.gov.scot/binaries/content/documents/govscot/publications/strategy-plan/2024/09/scottish- national-adaptation-plan-2024-2029-2/documents/scottish-national-adaptation-plan-2024-2029/scottish- national-adaptation-plan-2024-2029/govscot%3Adocument/scottish-national-adaptation-plan-2024- 2029.pdf) SEPA, Elgin (Potentially Vulnerable Area 05/05) (https://www2.sepa.org.uk/frmstrategies/pdf/pva/PVA_05_05_Full.pdf) SEPA, Water Scarcity Situation Report 2018 https://www.sepa.org.uk/media/373198/water-scarcity-situation- report-30-august-2018.pdf UK Government, UK Climate Change Risk Assessment 2022 (https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1047003/ climate-change-risk-assessment-2022.pdf) WEBSITES Adaptation Scotland, Climate Change Impacts in Scotland (https://adaptation.scot/scotland-and-climate- change/impacts-of-climate-change/) Adaptation Scotland, Climate Change Trends and Projections (https://adaptation.scot/scotland-and-climate- change/climate-change-trends-and-projections/) Adaptation Scotland, What is Adaptation? (https://adaptation.scot/scotland-and-climate-change/what-is-adaptation/) Asthma + Lung UK, How Air Pollution Impacts our NHS (https://www.asthmaandlung.org.uk/support- us/campaign-with-us/clean-air-campaigns/how-air-pollution-impacts-our- nhs#:~:text=It%20can%20worsen%20their%20symptoms,linked%20to%20air%20pollution%20episodes.) Page 66
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23 | Pa g e BBC News, ‘Arctic Blast’ to Bring Scotland Snow and Ice (https://www.bbc.co.uk/news/uk-scotland-highlands- islands-63872934) BBC News, Another Storm Could Turn Our Village into an Island (https://www.bbc.co.uk/news/articles/ck5pe0709gdo) Greenpeace, Climate Change and Extreme Weather (https://www.greenpeace.org.uk/challenges/climate-change/climate-change-extreme-weather/) Mackay, David, North of Scotland Battered by Strong Winds and Snow as Storm Deirdre Sweeps Through (https://www.pressandjournal.co.uk/fp/news/moray/1633489/north-of-scotland-battered-by-strong-winds- and-snow-as-storm-deirdre-sweeps-through/) McCartney, Garry., Forres hit by flash floods and thunder storms during an expected 48 hours of rain (https://www.forres-gazette.co.uk/news/flash-flood-thunder-and-lightning-storms-246006/) Met Office, Effects of Climate Change (https://weather.metoffice.gov.uk/climate-change/effects-of-climate-change) Met Office, National Severe Weather Warnings Archive (https://www.metoffice.gov.uk/research/library-and-archive/publications/national-severe-weather-warning- service) Met Office, Past Weather Events (https://weather.metoffice.gov.uk/learn-about/past-uk-weather-events#y2013) Met Office, Record High Temperatures (https://www.metoffice.gov.uk/about-us/news-and-media/media-centre/weather-and-climate- news/2022/record-high-temperatures-verified) Moray Council, Our Flood Alleviation Schemes – Elgin, (http://www.moray.gov.uk/moray_standard/page_81702.html) Moray Council, Public Health – Air Quality (http://www.moray.gov.uk/moray_standard/page_1790.html) NASA, How Does Climate Change Affect Precipitation, (https://gpm.nasa.gov/resources/faq/how-does- climate-change-affect-precipitation) Scotland’s Census (https://www.scotlandscensus.gov.uk/) Scottish Licensed Trade News, Rising Visitor Numbers Deliver £187 Million Tourism Boost for Moray Speyside (https://sltn.co.uk/2024/12/17/rising-visitor-numbers-deliver-187m-tourism-boost-for-moray-speyside/) The Moray Council, Moray’s Storm Malik/Corrie Update- Facilities Available for Residents (https://newsroom.moray.gov.uk/news/morays-storm-malikcorrie-update-facilities-available-for-residents) The Moray Way, The Moray Way (https://www.morayways.org.uk/routes/the-moray-way/) United Nations, What is Climate Change? (https://www.un.org/en/climatechange/what-is-climate-change) World Meteorological Organisation, Extreme Weather (https://wmo.int/topics/extreme-weather) Page 67
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24 | Pa g e World Meteorological Organisation, WMO Bulletin: Heatwaves Worsen Air Quality and Pollution (https://wmo.int/news/media-centre/wmo-bulletin-heatwaves-worsen-air-quality-and-pollution) Whitfield, Alistair, Storm Arwen: The Aftermath in Moray (https://www.northern-scot.co.uk/news/storm-arwen-the-aftermath-in-moray-258569/) Page 68
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: HIGHLANDS AND ISLANDS REGIONAL ECONOMIC PARTNERSHIP - RECENT STRATEGIC DEVELOPMENTS BY: EXECUTIVE DIRECTOR ECONOMY, ENTERPRISE AND OPERATIONS 1. REASON FOR REPORT 1.1. This paper seeks to outline progress with delivery of the Highlands and Islands Regional Economic Strategy (RES) and also to provide a short update on governance changes at Moray Economic Partnership. 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: (i) Considers and notes progress to date with the Regional Economic Strategy Delivery Plan; and (ii) Considers and notes work ongoing in Moray Economic Partnership and recent governance changes. 3. BACKGROUND 3.1. Highlands and Islands Regional Economic Partnership (HIREP) was established in 2021 to enable inclusive and sustainable economic growth and build resilience throughout the region, by identifying and focussing on areas of joint strategic purpose to provide co-ordinated action in pursuit of regional growth opportunities and to address shared challenges. HIREP is a partnership of public, private, third sector and academic organisations, working together to realise the regions’ economic potential in a sustainable and inclusive way. 3.2. In early 2025 the HIREP Regional Economic Strategy 2025-2035 (RES) was published. The full document is found here: Highlands and Islands Regional Economic Strategy 3.3. The RES aims to galvanise collaborative partner action in pursuit of shared ambitions, goals and actions to deliver on the region’s potential. It brings a Item 6. Page 69
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regional focus and coherence to a strategic landscape informed by a range of national strategies and plans, such as energy, climate change, just transition population, housing, digital, innovation, community wealth building, rural and island development, agriculture, land use and biodiversity. 3.4. The Highlands and Islands Regional Economic Strategy sets out where regional scale collaborative actions by HIREP will be crucial for realising the once in a generation opportunities present across the Highlands and Islands and address the significant development challenges facing the region. The strategy recognises that HIREP partners will continue to work to their own plans and strategies, delivering at regional or sub regional level. The Strategy identifies the need for collaborative regional action and focusses on areas where working together is the most effective and efficient means to generate maximum impact and benefit. Actions considered best delivered at a local level are not incorporated but HIREP will remain agile and consider additional actions if required as part of biennial delivery plans. 3.5. The Strategy has identified four cross cutting themes considered fundamental to meeting the goals and adding value to the actions: • Community Wealth Building (CWB) and Benefit - CWB is fundamental to a successful place based approach to socio economic development. HIREP’s focus will be on the identification of CWB actions that are most effectively delivered at regional scale, for example community benefit from energy and other investments, natural capital benefits and procurement approaches. Sharing community benefits is a core component of CWB. The potential scale could yield considerable sums for the region, to stimulate key sectors and for long lasting sustainable impact, is a challenge and key opportunity. • Innovation and Entrepreneurship - Extensive social innovation, high social capital and the number of social enterprises has been impactful in finding novel ways of delivering community services and benefits. Innovation is key to increasing productivity. The drivers of change will require the region to adopt and exploit technology, data, artificial intelligence and advance innovation. • Population - The Highlands and Islands has experienced periods of significant population decline throughout its history. The 2022 Census highlighted that every part of the region had experienced a decline in working age population. The Strategy recognises the core need for significant investment in people, infrastructure, businesses to tackle this challenge. • Just Transition - The region has opportunities for renewable energy to achieve national ambition and has extensive natura capita both to sequester carbon whilst generating economic opportunity and good biodiversity outcomes. Challenges include the need to reduce emissions impact of agriculture and land use and the scale of work required to decarbonise domestic and commercial heating. 3.6. The approved Strategy identifies 6 Strategic goals and actions, summarised in the table below, detailed actions are on pages 34-39 of Appendix 1. Page 70
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Goal Sub goal 1. Increase the profile and understanding of the Highlands and Islands to support effective policy and unlock regional investment 1a. Enhance the regional evidence base to support advocacy and business case development 1b. Bolster advocacy efforts with national government to better highlight the region’s needs 1c. Identify new pathways to deliver public services across the region, including the use of technology and innovative parentship delivery models 2. Become a region which delivers high quality and affordable housing for residents 2a. Improve the functioning and responsiveness of the housing “system” to emerging needs in the Highlands and Islands 2b. Support the revitalisation of rural areas by increasing access to high- quality housing across the entire region 3. Enhance the region’s transport and digital infrastructure to become an exemplar of efficient rural connectivity 3a. Improve transport connectivity for local residents, businesses and visitors by increasing the availability, reliability and affordability of public transport across the region 3b. Pursue innovation in technology and service provision to deliver enhanced and more resilient and sustainable transport connectivity across the region 3c. Identify new ways to deliver public services across the region, including through use of technology and innovative partnership delivery models 4. Build resilience and competitiveness through place based opportunities and stimulating an active culture of entrepreneurship and innovation 4a. Stimulate an entrepreneurial and innovation-active culture within the region 4b. Support new opportunities to enable growth and resilience in our priority sectors 5. Maximise the economic and community benefits from renewable energy investments and 5a. Maximising the economic and community benefits from renewable energy development Page 71
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drive the region’s move to net zero and climate resilience/adaptation 5b. Maximising the economic and community benefits from renewable energy development 6. Develop a coordinated response to skills and labour requirements across the region 6a. Develop a shared understanding of labour and skills needs 6b. Protect and build on the best of provision 6c. Workforce attraction and Retention 3.5 Since its publication HIREP has been working to develop a Delivery Plan for the first two years of the RES. Given the breadth and ambition of the RES and the constrained resources across all HIREP members, it is important that the delivery plan is focused on a small number of collaborative actions, adding value to wider activity. This means that not every aspect will be addressed in the first two year delivery plan. HIREP subgroups have been asked to identify a small number of priority actions in each goal. These will be those that enhance and add value to existing work over the next two years, and where there is strategic need for a collaborative approach. The Delivery Plan is still in draft format awaiting formal approval at HIREP and so cannot be shared. 3.6 Delivery priorities in the present Draft Delivery Plan include actions with a focus on developing effective regional economic data and intelligence, supporting routes to external funding, coordinating engagement on the Regional Transformation Opportunities (RTOs), exploring and supporting local housing solutions, working to develop region wide digital inclusion and high speed connectivity. The working groups sitting under HIREP are being reviewed to align with the two-year Delivery Plan. 3.7 Similarly, Moray Economic Partnership (MEP) has also reviewed its governance and sub-groups and an Annual Review report will be prepared in December for reporting to the Community Planning Board early in 2026. MEP will track progress with the RES Delivery Plan and strategic skills planning after the Skills Summit for Moray. 4 CONCLUSION 4.1 Delivery of the RES viewed alongside the RTOs set out in a partner item on the agenda represent significant steps forward in collaborative working across the Highlands and Islands. 4.2 Board members are asked to consider and note this activity and to note that updates will be provided at least annually via MEP in their new Annual Report and more frequently through stand alone updates as required. Author of Report: Rhona Gunn, Executive Director, Economy, Enterprise and Operations, Moray Council. Background Papers: Regional Economic Strategy 2025-2035 Page 72
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: REGIONAL TRANSFORMATION OPPORTUNITIES BY: EXECUTIVE DIRECTOR ECONOMY, ENTERPRISE AND OPERATIONS 1. REASON FOR REPORT 1.1. In advance of the proposed Skills Summit for Moray, this paper seeks to raise awareness amongst Community Planning Board members of Regional Transformational Opportunities (RTOs) that have the potential to drive economic growth in Moray and to consider the role of the Board and its members in realising these opportunities. 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: (i) Notes Highlands and Islands Regional Transformational Opportunities (RTOs) and what could be realised in Moray; (ii) Considers the part each member can play in helping to maximise these opportunities; and (iii) Supports the Skills Summit for Moray on 4 December 2025. 3. BACKGROUND 3.1. In May 2025 Highlands and Islands Enterprise (HIE) released a report prepared by Ekosgen that summarises anticipated areas of major investment in the Highland region. The report collates and quantifies strategic projects and investments planned in the region up to 2040, with a view to developing scenarios based on different levels of optimism regarding the ability for opportunities to be delivered. 3.2. HIE, supported by Skills Development Scotland (SDS), provided a briefing for Moray Council Elected Members in June 2025 and this paper summarises the information provided at this session. To provide further background, a copy of the RTO report can be found on HIE’s website. Item 7. Page 73
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4. WHAT DOES THE RTO REPORT TELL US AND WHAT DOES IT MEAN FOR MORAY? 4.1. The RTO report was commissioned by HIE and HIREP, with the aim of clarifying both the scale and potential impact of planned future project investment in the Highlands and Islands Region. As part of their work, Ekosgen reviewed activity that is likely to be delivered throughout a wide range of different sectors as set out below: On and off shore wind Hydro pumped storage Green hydrogen Marine energy Space Natural capital Marine biotechnology and processing Life sciences, digital health and social care Critical infrastructure developments 4.2. Headline findings are that there are 250 large scale, strategic projects planned to run up to 2040 and if all are realised they will bring £100bn in investment to the region. This would result in the creation of 114k FTE jobs in construction and 18k long term, direct FTE operational and maintenance jobs. 4.3. The scale is significant and potentially bigger than other periods of investment seen in the region (when figures are recalculated using 2023 pricing), namely: - Hydroelectric dam expansion of (1943-19965) was £5.6bn - Exploration and development of oil and gas between 1965 and 1980 of £78bn 4.4. Given the figures produced by Ekosgen are forward projections of best case investment, they undertook sensitivity analysis and prepared a number of scenarios of which the most likely focused on a number of the projects failing to materialise or deliver their full potential. This still shows overall investment levels of £79.36bn for the Highlands and Islands region, with 79.4k FTE roles created in construction and 12.8k long term direct jobs in operational and maintenance roles. 4.5. Focusing on the adjusted, sensitivity analysis figures, the opportunity for Moray is: - £8.91bn in investment (13% of the total) - 6k FTE jobs in construction - £3.36bn in GVA - 0.8k FTE operational and maintenance jobs 4.6. Whilst it is clear that the next 15 years present significant opportunities for Moray and the wider Highlands and Islands region, consideration needs to be given to enablers that will help maximise the number of projects being successfully delivered and the benefits achived for Moray. These enablers fall into one of three categories: Page 74
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4.7. Availability of a skilled, working age population - Across the Highlands and Islands as a whole, including Moray, there needs to be an increase in the working age population. Temporary increase in working age population during peak construction Long term increase in working age population based on operational employment requirements Overall need of 16,270 additional people (6% uplift). Moray figure is 890 (1.7% uplift) Overall need is 12,760 additional people (4.7% uplift). Moray is 800 (1.5% uplift) 4.8. Strategic skills pipeline - This needs to focus on the emerging skills requirements of businesses, the volume needed and associated timing to prevent projects being constrained by a lack of people. Given the long term nature of the RTO pipeline, consideration needs to be given to the attraction and retention of people to region to avoid reliance on contactors from outside of the region or outside of Scotland. - This pipeline will need to be multi-dimensional, targeting a number of different demographics including apprenticeship expansion, upskilling / reskilling, talent attraction / retention and generating interest within schools and the wider community in the opportunities available. 4.9. Local factors: - Appropriately skilled people will not be sufficient to fully realise RTO projects, instead consideration needs to be given to local infrastructure requirements. There is a need to ensure sufficient / adequate: o Accommodation capacity. In Moray during the next 10 years current build rates are expected to deliver 86% of need for construction staff (shortage of 565 homes) and 92% of need for longer term operational and maintenance staff (shortage of 325). o Grid capacity and connection capaciility. Two significant investments underway (National Energy System Operator (NESO)’s Pathway to 2030 and SSEN Transmission’s Accelerated Strategic Transmission Investment (ASTI) programme) o Digital connectivity o Capacity within the Moray Council’s planning Department to review and provide determinations on applications in a timely fashion. o Port infrastructure, with the potential role of Buckie Harbour. For Moray to best position itself within the wider Reginal context and prepare its own readiness and competitive position, strategic planning and action will be needed at a local level that could include (and is not limited to); Page 75
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• Key strategic themes / topics / strands with which to frame a potential route map. Some examples might include: o the policy and enabling environment o demand-side o supply-side (e.g. ports, supply chains, skills, grid connections, as well as cross-cutting infrastructure such as housing and transport) already highlighted above. o public finance o private finance • Critical dependencies between these themes/topics – both regional and local • Identifying Moray’s USPs and where a leadership role by any specific Partner can add greatest value. 4.10 Members of the Board are invited to consider the part they can play in harnessing the opportunities created by the reagional transformation activities. 5. SKILLS SUMMIT FOR MORAY 5.1 A Skills Summit for Moray is being convened by SDS on 4 December. A Briefing Note outlining the purpose, scope and structure of the summit is also due to be considered by the Community Planning Board. The summit seeks to focus on energy transition, which is a key aspect of the sectoral scope of the RTOs. As such the summit will be a key step towards building the future workforce and strategic skills pipeline set out above. Partners support is invited. 6. CONCLUSION 6.1. With the Highlands and Islands region facing significant opportunity in terms of infrastructure investment during the next 15 years, Community Planning Board members are asked to ensure they are both aligned regarding the desire to maximise the benefits to be realised for Moray and to understand the role their organisation can play in supporting this. 6.2. The Moray Skills Summit on 4 December 2025 is a significant moment that will draw together public and private organisations to start discussing what will be required in Moray. Members are encouraged to participate in this and support future joint working opportunities to secure this increasingly important opportunity for the region. Author of Report: Michael Kelly - Service Lead, Growth Deal in collaboration with David Reid, Area Manager, HIE Background Papers: A copy of the RTO report can be found on HIE’s website Page 76
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REPORT TO: COMMUNITY PLANNING BOARD ON 26 NOVEMBER 2025 SUBJECT: MORAY PATHWAYS ENERGY SKILLS & WORKFORCE SUMMIT BY: REGIONAL SKILLS PLANNING LEAD – SKILLS DEVELOPMENT SCOTLAND 1. REASON FOR REPORT This report provides an update on the planned Moray Pathways Energy Skill & Workforce Summit to be held on 4 December 2025 at UHI Moray, in partnership with the Moray Pathways network and wider stakeholders. The Summit is being organised as a place-based approach to embedding the Highlands and Islands specific Workforce North project – an action from the May 2025 Convention of the Highlands and Islands in response to the Regional Transformational Opportunities research (HIE, 2025). 2. RECOMMENDATION 2.1. It is recommended that the Community Planning Board: i. Notes the purpose, structure, and focus of the Moray Skills Summit 2025; ii. Recognises the Summit as a key action in responding to the Regional Transformation Opportunities within Moray and the Workforce North Project established via the Convention of the Highlands and Islands; and iii. Supports ongoing collaboration through the Moray Workforce Group and partners to deliver agreed outcomes and ensure alignment with regional and national workforce planning frameworks. 3. BACKGROUND 3.1. Moray is advancing workforce planning within the Highlands & Islands region’s transformative agenda, with major investment expected across offshore wind, transmission, grid, and energy infrastructure. Item 8. Page 77
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3.2. The Moray Workforce Group, comprising DYW Moray, Skills Development Scotland, Moray Council, UHI Moray, HIE, and others, has convened this Summit to provide a coordinated, evidence-based response. 3.3. The event has been promoted through the Moray Pathways network, ensuring strong visibility across the local pipeline of employment, training, and enterprise partners. LINK TO REGIONAL TRANSFORMATIONAL OPPORTUNITIES (RTO) 3.4. The summit aligns to the RTO research (HIE, 2025) and is recognised as a strategic priority for Scotland’s economic and low-carbon agenda: • Moray has significant energy and transmission infrastructure assets and supply-chain capability. • Employers in this sector have flagged current and future skills shortages (engineering, technical, project management) that require immediate attention. • Focusing on energy as the Summit theme establishes a replicable model for future sector-specific workforce events 4. SUMMIT STRUCTURE AND OBJECTIVES 4.1 The Half-day event includes: • Scene-Setting Presentations: Context on investment, economic opportunity, and workforce implications. • Employer Panels: Employers from energy and related supply chains highlighting skills needs. • Workshops: Delegates will explore five themed areas aligned with the Workforce North framework: o Raising the profile of opportunities via campaign activity. o Education and community engagement. o Vocational learning expansion. o Upskilling and reskilling pathways. o Working age population talent attraction and retention 4.2 Outputs: Priority actions and recommendations, tied to regional and national workforce strategies, to shape Moray’s workforce planning and investment readiness. 5. STRATEGIC ALIGNMENT 5.1. The Summit supports the following key frameworks: • Regional Transformational Opportunities– enabling Moray’s contribution to energy-transition and infrastructure investment. Page 78
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• Workforce North – aligning Moray with Highlands & Islands regional workforce priorities (see appendix – Workforce North – Moray CPB Nov 25) • Moray Economic Strategy / Community Wealth Building – leveraging skills as a driver of inclusive growth. • Scotland’s Just Transition commitments – ensuring fair transition to a low- carbon economy for Moray residents. 6. GOVERNANCE 6.1 The Moray Workforce Group is the lead working group for this Summit. It is a subgroup of the Local Employability Partnership in Moray, which reports to the Moray Economic Partnership, itself accountable to the Community Planning Partnership and the Community Planning Board 6.2 The Convention of the Highlands and Islands provides overarching governance for Workforce North activities with progress reported to the DFM in relation to current CoHI actions. Skills Development Scotland has been tasked to take forward Workforce North in collaboration with public sector partners, third sector and industry. SDS have been asked to ensure governance of Workforce North is via HIREP and the Labour & Skills subgroup has been identified as the appropriate group. 6.3 The HIREP Labour and Skills subgroup provides regional oversight and strategic guidance on workforce and skills planning and is currently developing the 2 year delivery plan aligned to the 10 year HIREP Strategy. The Moray Workforce Group has representatives on this subgroup, ensuring Moray’s local priorities and perspectives are fed into regional workforce planning and decision-making. 7. EXPECTED OUTCOMES 7.1 The following are the expected outcomes from the Summit: • Agreed priority actions to address Workforce needs of Moray, particularly in relation to Energy and enabling sectors. • Strengthened collaboration between employers, providers, and public sector partners. • Clearer alignment of Moray workforce planning with national and regional frameworks. • Foundation for future sector-based summits (2026 onwards). • Enhanced reputation of Moray as a proactive, investment-ready region 8. NEXT STEPS 8.1 Following the Summit, a comprehensive Roadmap will be developed, capturing key outcomes, assigned responsibilities, and timelines for action. These actions will be integrated into the Moray Workforce Group’s ongoing work programme, with progress reported back through the governance structures in place. Planning will also commence for future sector-focused events and appropriate activities including life sciences, digital health, and natural capital using the Summit as a replicable model. Page 79
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9. CONCLUSION 9.1 The Moray Skills Summit 2025 presents a strategic opportunity to align workforce supply with investment in the energy sector. By addressing this critical RTO, Moray can secure economic benefits, strengthen pathways for learners and workers, and position itself as a key partner in Scotland’s low-carbon transition. 9.2 Active engagement from the Community Planning Board and partners is essential to maintain momentum and embed Summit outcomes into ongoing workforce and economic development planning. Author of Report: Sarah Barnes, Head of DYW & Claire Sim SDS Regional Skills Planning Lead – Highlands and Islands Background Papers: • A copy of the RTO report can be found on HIE’s website • A power point presentation providing background to Workforce North is included as Appendix 1. Page 80
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Workforce North Moray CPB Nov 2025 Appendix 1 Page 81
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Origins Workforce North was established following a Convention of the Highlands and Islands (CoHI) decision in Autumn 2024. It brings together Skills Development Scotland (SDS), Local Authorities, Highlands and Islands Enterprise (HIE), the University of the Highlands and Islands (UHI), DYW, SFC, Third Sector and Industry. Page 82
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The opportunity Workforce North responds to a once in a generation investment opportunity of over £100 bn in renewables and infrastructure projects across multiple sites in the Highlands and Islands. There’s potential for up to 16,000 new jobs and lasting benefits for people, employers and communities. Page 83
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The jeopardy There are major risks to realising the potential benefits of the investment including: • a declining working age population • labour market shortages • the nature of the skills system • shrinking public sector finances Page 84
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Moray Workforce Data Page 85
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The response A new way of working – industry and public partners collaborating and co investing to expand the regional workforce. A place-based approach to taking forward activity in LAs Page 86
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7 Workforce North – Progress to date Data Analysis into economic and labour market conditions Consultation with 50 employers / stakeholders to understand regional skills issues Identification of key themes through analysis of consultation Tested findings & agreed draft actions Page 87
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8 Themes • Enabling our schools and communities to better understand the scale of the local opportunity Extensive Campaign • Generating the future workforce and improving access to fair work opportunities School and Wider Community Focus • Develop new approaches to deliver an expanded offer Apprenticeship Expansion • Short, sharp opportunities for those seeking a new role Upskilling / Reskilling • Encouraging people to return home and attract new people to the area Talent attraction and retention Page 88
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10 Local Skills Governance Page 90
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Next steps • Moray Energy Skills Summit - Dec • WFN Data benchmarking • Creation of Moray Workforce North Roadmap • Finalise governance arrangements via HIREP and alignment of WFN implementation plan to HIREP Delivery Plan Page 91
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