PROJECT TEAM

This project was initiated by The Moray Community Planning Board, who were represented on the project by a Project Steering Group, which comprises representatives of the Moray Council, Highlands and Islands Enterprise, Moray College, and NHS Grampian. The Project Steering Group worked alongside an external consultant team, all of whom are as listed below.

Consultants: Project Steering Group:

Mace The Moray Council Project Management David Duncan (Chair of The Steering Group) Robbie Smith Pamela Harty Martin Scott Gordon Holland M

SLR Consulting Highlands and Islands Enterprise A E T

Planning and Regeneration Kathleen Ryan (up to September 2010) T C E Paul McTernan Scott McKnockiter (from October 2010) J O R Aislinn O’Brien P The Moray College Roger Tym and Partners Bill Duncan Economics and Economic Development Nick Skelton NHS Grampian Elaine Brown 1 Montagu Evans John Gill Commercial Property Hugh Rutherford

Colin Buchanan Transportation Claire Carr David Siddle

Bennetts Associates Architecture and Urban Design Rab Bennetts Alasdair Gordon

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN CONTENTS

1 Introduction and Background 5 1.1 Approach and Methodology 6

2.0 Summary of Drivers, Assets and Inhibitors 10

3.0 The Partnership Assets & projects 14

4.0 The Elgin Regeneration Model 19 4.1 Key Enabling Projects 21 4.2 The Bronze, Silver, Gold Attainment Scenarios 22

Platform 1 – High Street First 25 Platform 2 – Innovation in Technology and Business 29 S T N

E Platform 3 - Education and Health 31 T N

O Platform 4 - The Visitor Economy 33 C Platform 5 - Arts, Culture and Heritage 36

5.0 The Elgin Masterplan 39 5.1 Introduction and background 39 5.2 The Masterplan development strategy 39 2 5.2.1 Masterplan Aims 39 5.2.2 Development Options for the Masterplan 40 5.3 Masterplan Design Principles 46 5.3.1 Lossie Green 47 5.3.2 Transport Strategy and Testing 49 5.3.3 Car parking 52 5.3.4 A96 Improvements & Alexandra Road 52

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 6.0 The Action Plan – Implementing the ECFTF Masterplan 55 6.1 Economic Benefits 57 6.2 The Action Plan 58 6.2.1 Platform 1 High Street First 59 6.2.2 Platform 2 Innovation in Technology and Business 68 6.2.3 Platform 3 Education and Health 71 6.2.4 Platform 4 The Visitor Economy 76 6.2.5 Platform 5 Arts, Culture and Heritage 80 6.3 Delivery Structure 83 6.3.1 Resources and Potential Regeneration Models 84 6.4 The Property Intervention Strategy – Building Land Value and 90 Strengthening the City Centre S T N

7.0 Conclusions and Recommendations 93 E T N O Appendix 1 Transport Analysis and Trip Generation 95 C

Appendix 2 Details & Features of Potential Structures for Different Delivery Options 102

Appendix 3 Transformational Sites – Issues, Assumptions and Further Commentary 104 3 Figure 1: Overview of Approach & Methodology 7 Figure 2: Location & Extent of Partnership Assets 15 Figure 3: Elgin platforms for Change 24 Figure 4: The Regeneration Model 24 Figure 5: The Elgin Regeneration Model with Identified Platform Projects 38 Figure 6: Gold Scenario - New Civic Square 47 Figure 7: Cooper Park Promenade and New Civic Square fromt he Amphitheatre 48 Figure 8: Transpormation of Alexandra Road to a Boulevard 53 Figure 9: Moray Life Science Centre 72 Figure 10: Structure & Roles 83 Figure A1: Development Trips - morning peak 100 Figure A2: Development Trips - evening peak 101 Figure A3: Transformational Sites 109

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN D N U O R G K C A B & N O I T C U D O R T N I

4

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 1 INTRODUCTION & BACKGROUND

The Elgin City for the Future (ECFTF) project was commissioned and led by the Moray Community Planning Partnership (MCPP). The project was conceived in order to coordinate substantial capital development projects planned by public agencies within the MCPP, to improve efficiencies and opportunities that could be derived from a co-ordinated approach and to develop a comprehensive redevelopment strategy for Elgin town centre. The project is based on defining a regeneration strategy for Elgin, and in particular Elgin town centre, that responds to issues facing the city including the likely impact of recent decisions to restructure the defence sector and the underlying need to diversify the regional economy across all its sectors.

The Moray Economic Strategy (TMES) is the overall strategy for Moray. The ECFTF provides a D

‘framework for development’ (masterplan) using Moray Community Planning Partnership assets to N U O

stimulate and revitalise Elgin as the chief economic centre for Moray. R G K C A The ECFTF is based on the core city concept, which is a widely accepted economic growth B &

principle, providing the justification for an identified space for cities within the policy framework. N O I T

The research by ‘Centre for Cities’ and others establishes the need for clear policies that are C U D

supportive of dynamic cities which are a prerequisite for regional growth. O R T N I Whilst acknowledging the role and potential of other towns within Moray, the overarching importance of Elgin within the regional economy is a fundamental concern of this project. As the primary economic engine of the region, a performing core city is an essential component for 5 sustaining wider regional economic well being; by implication an underperforming core city will have the opposite effect, stalling regional growth and potentially stagnating a strategy for diversification and recovery.

Both the ECFTF and the TMES are strategic responses lead by the MCPP who possess a collective capacity to influence and direct structural change within the city and region. The MCPP was formed in 1999 with the aim of taking forward Community Planning in Moray and the statutory Partners are:

- The Moray Council - NHS Grampian - Highlands and Islands Enterprise - Moray College - Voluntary Action Moray - Grampian Police - Grampian Fire and Rescue Service

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Outputs of the ECFTF Project

The brief for the strategy requires the following key outputs:

- a comprehensive redevelopment strategy for Elgin town centre, including the Lossie Green area; - the co-ordination of capital development projects and the optimisation of the property interests of the MCPP, involving negotiations with private sector property interests; and - The preparation of a masterplan and action plan that details the delivery mechanisms required for a successful regeneration strategy.

This is the ECFTF Strategy and Action Plan; the final reporting stage of this project. It follows the completion of ‘The Interim Report and Baseline Study’, a working technical document presented to the project steering group in Feb 2011.

D An Executive Summary and Action Plan comprise Part 1 of the Final Draft Report. Part 2 comprises N

U the following Chapters: O R G K C

A Chapter 1 introduces the project in more depth, and sets out its approach and methodology. B & N O I

T Chapter 2 summarises the baseline information collected during the initial stages of the project C U

D and presented, in more detail in a separate but related document; ‘The Interim Report and O R

T Baseline Study (Feb 2011). This baseline summary is structured here in terms of identifying the key N I economic drivers in Elgin, the assets upon which they rely and the things that inhibit their performance.

6 Coordinating substantial capital development of the Moray Community Planning Partnerships is a central component of the project brief and therefore Chapter 3 updates the position in relation to the partnership projects and shows assets that can be utilised as part of the masterplan to lever new investment opportunities.

Chapter 4 captures the strategic value of these opportunities and sets them within the strategic framework of the Elgin Regeneration Model, which is the sectoral economic strategy that informs proposals for physical interventions set out in Chapter 5 , the Elgin Masterplan.

The Action Plan in Chapter 6 details the proposed delivery strategy for projects and outcomes identified within the main strategy. Chapter 7 provides broad conclusions and recommendations for the implementation of this strategy.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 1.1 Approach and Methodology

The study sets out to understand why Elgin is underperforming and examine what potential exists to deliver positive change. It reviews how the positioning of the assets of the Moray Community Planning Partnership and others can best be deployed as catalysts to best deliver that change. The methodology used follows an established approach to regeneration planning, which focuses on understanding the underperformance of key economic sectors and how partnership approaches can help address this. The approach is illustrated in Figure 1.

Figure 1 Overview of Approach & Methodology

A FRAMEWORK FOR DEVELOPMENT D N U O R G K C A B & N O

DEVELOPING A ESTABLISHING THE CREATING THE I T

ROBUST AND REGIONAL OPTIMAL SPATIAL C U D

CONVINCING SIGNIFICANCE & CONFIGURATION O R ECONOMIC DISTINCTIVENESS AND PATTERN OF T N MODEL OF ELGIN DEVELOPMENT I

7

A COHERENT AND SHARED VISION FOR THE FUTURE

THE ELGIN MASTERPLAN

CONSULTATION AND VALIDATION

THE DELIVERY FRAMEWORK

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Stage 1: The Interim Report and Baseline Study (Feb 2011)

In order to have a full understanding of what a ‘framework for development’, or masterplan can best deliver, a comprehensive understanding of the regional significance and distinctiveness of Elgin was presented in the ‘The Interim Report and Baseline Study’, which was approved by the Project Steering Group in February 2011. This understanding sits at the core of the approach and was informed by two separate but inter-related modules of work: developing a robust and convincing economic model on the one hand and defining the optimal spatial configuration (or the masterplan) on the other. In other words finding the best economic strategy to guide Elgin, in the context of Moray, to prolonged and stable prosperity and linking this very directly to the best use and deployment of land, infrastructure, resources, and community assets.

Based on a recognised regeneration approach, the terms drivers, assets and inhibitors are used throughout this assessment stage. D N

U Drivers are those sectors, industries or agencies of the Moray economy that will drive positive O R

G change. These will include third level education capacity, a District General Hospital and access K C

A to healthcare, indigenous industries, Moray’s quality of life, the appeal of the environment, the B & service and retail offer, the enterprise sector, culture and arts and the sense of community. N O I T C U

D The assets are the things that the drivers rely upon to succeed. The alignment of training and O R

T education, the availability of good infrastructure including good access to healthcare, linkages to N I markets, land in the right place and of the right quality, good governance, a high quality built and natural environment, cultural richness, a compelling visitor product, clean, safe, vibrant towns,

8 good housing and schools, as well as good levels of general health across the community.

The inhibitors are the things that stop the drivers and assets from developing. These can be issues related to access and peripherality, poor infrastructure, the skills profile, governance and leadership, perceived inconsistencies and delays with the planning process, constrained land supply, a lack of business confidence, and an absence of support for key sectors.

The assessment of drivers, assets and inhibitors provided the basis of the analysis stage and emerging strategy. The combination of these strands, assisted by a wide range of one to one consultations with representatives, groups, agencies and investors helped to shape a coherent and shared masterplanning vision. A vision that forges a fresh understanding of the potential of Elgin and which signposts how the MCPP can best deploy its considerable collective assets and expertise to lever significant new investment opportunities and put new structures in place to effect lasting change.

This stage also included a number of stakeholder workshops which took place in September 2010 and in April 2011. The purpose of these workshops was to validate the initial findings and analysis of the project team and obtain feedback on the emerging strategy and platforms for change (the themed components of the regeneration model set out in Chapter 4).

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN As a result of this first engagement in September 2010, the platforms were revised to address the role of the indigenous business base. It was also felt that the theme of community capacity and improved regional leadership should be an enabling theme (See Chapter 4 for a detailed explanation of the platforms for change, the themed components of the regeneration model). A summary of the issues discussed at the stakeholder workshops is set out in Appendix 3 of the ‘the Interim Report and Baseline Study’ (Feb 2011).

This work allowed the ECFTF project team to establish Elgin’s regional significance and distinctiveness and develop a robust and convincing economic model which provided the basis for Stage 2 of the strategy, the development of the optimal spatial configuration and pattern of development, or the masterplan strategy and action plan which is described in this document.

The key outputs of the Interim stage were the:

• The Regeneration Model for Elgin within the Moray Context - The key economic platforms D N

(Platforms for Change) that will power regional performance and improve competitiveness; and U O R

• The masterplanning options for intervention - The assembly of projects and investments that G K C

would require testing in stage two of the study in order to determine the optimal investment A B and growth strategy for Moray. & N O I T C U

Stage 2: Final Report - The Elgin Masterplan D O R T N The masterplan stage encapsulates the strategic response to the issues confronting Elgin. It brings I together policy issues, economic positioning initiatives, governance issues, partnering opportunities and site specific interventions that will all come together to inform the action plan 9 and delivery strategy. Its role is to define the optimal spatial configuration and pattern of development that will enable Elgin to perform as the regional economic engine in the context of the Moray settlement hierarchy.

This study’s final output is a costed and tested masterplan and action plan, with delivery mechanism, for a wide range of projects that will have the potential to permanently redirect and diversify the regional economic base to effect a much more robust, stable and sustainable region. This report is the final output which includes:

- Key project components of the spatial strategy - Master plan principles (Phasing, economic capacity) - Possible site specific interventions- what could happen? - The action plan – how the strategy is delivered? - Details of a recommended delivery mechanism

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 2 SUMMARY OF DRIVERS, ASSETS AND INHIBITORS

SUMMARY OF BASELINE ISSUES FOR MORAY

• Moray is a relatively self-contained economy in a remote, rural location with limited wider employment opportunities. The economy is shaped by an established lead role in food and drink, a robust engineering/manufacturing sector, an established yet underdeveloped tourism sector, and a relatively high concentration of public sector jobs.

• Despite high employment, a trend which masks Moray’s high levels of out migration, S R

O pay levels are traditionally low with average wage levels lagging behind the rest of T I B I

H Scotland. N I & S T

S • The RAF has been in Moray for over 70 years. Its bases are a key part of the economy, E S S

A supporting over 5,700 jobs (16% of full time employment) and generating gross income , S R

E of some £158 million each year. Recent decisions as part of the Strategic Defence and V I R

D Security Review underline the need to diversify and strengthen Moray’s economic F

O base. Moray’s economic position is increasingly precarious. Y R A M M

U • The need for economic diversification is the critical issue facing Moray as a whole and S Elgin as its main centre. There is a need for diversification into higher value economic 10 sectors and the availability of labour and appropriate skills are critical requirements for businesses wishing to expand or locate here.

• The challenge for the ECFTF is a measurable transformation that deals with the scale of this challenge. Without this gear change, Elgin’s economy will at best remain stagnant with stability and growth becoming increasingly difficult to achieve.

• The focus should be to grow and develop the Elgin and wider Moray economy using a combination of indigenous business growth and targeted inward investment, coupled with strengthening key sectors and related opportunities. Within the overall economic structure, it is also clear that the visitor and tourism economy has considerable assets which remain to be exploited. Approaches need to emphasise destination development at town and area level.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN • Moray’s peripheral location along with its rural character means that the ease with which movement of goods and people is undertaken is a fundamental consideration for businesses choosing to locate here. Moray needs to establish itself as a region with its own distinct identity and exploit its strategic location between Aberdeen and Inverness.

• Economically, the relationship of Elgin with its regional towns is critical to the Moray economy. There must be mutually supporting roles that complement the special attributes of each location and which enables a diverse economic base to be established serving all of Moray. From our assessment however, it is Elgin that is in most need of attention. Elgin’s underperformance as the region’s leading urban centre affects the whole Moray economy. Elgin’s underwhelming offer as the regional primary service and retail centre is of considerable concern as is its role in terms of a regional capital, tourist hub S R

and centre for arts and cultural industries. O T I B I H N I

• Moray’s population in 2009 was an estimated 87,660, a 1% increase on the 2001 & S T

figure and 4% higher than the 1991 population. Population growth over the past 25 S E S S

years has been boosted by the in-migration of armed forces personnel and support staff, A , S R

and more recently by a significant increase in migrant workers. E V I R D F

• Moray’s demographic structure is similar to other rural areas in Scotland with a relatively O Y R

low proportion of people of working age and a higher proportion of people over 65 A M M

years old relative to the national average. U S

• Almost three quarters of those brought up in the area leave, often for work or 11 education opportunities elsewhere. Moray has a lower proportion of both males and females of working age than Scotland or Great Britain. This trend when combined with the increasing proportion of people of pensionable age could be a serious threat to Elgin’s development. This pattern would also have serious implications for future levels of service provision with regard to health, education, care for the elderly and housing supply as well as capacity for economic growth.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN SUMMARY OF BASELINE ISSUES FOR ELGIN

• Over a quarter of Moray’s population lives in Elgin and the city also serves a large catchment population of close to 100,000 . It is the main urban centre between Inverness and Aberdeen.

• Previous reports and initiatives including the Moray Towns Promotions and Development Project and Moray 2020 have acknowledged the need for action to address increasing levels of expenditure leakage from the town centre (both to external centres and to other parts of Elgin such as Edgar Road) if the town centre is to perform its function as Moray’s principal retail centre effectively.

• Some 97% of Moray Households’ spending on convenience goods is retained in Moray S

R shops. However, nearly half of all comparison goods expenditure is directed to O T I

B centres outside Moray . For general comparison goods, leakage is 47%, falling to 32% I H N I for bulky goods. These levels of expenditure leakage remain similar to the situation in &

S 1997 despite significant retail provision at Edgar Road. T S E S S A ,

S • Aberdeen and Inverness are recognised as strategic concentrations of economic activity R E V I at the national level and are drivers of the Grampian and the Highlands regional R D

F economies. As a city Elgin is dependent on a thriving and diverse economy; this relies on O Y

R a transportation system which can deliver access to settlements and markets A

M throughout the Moray Region and beyond. M U S

12 • Public transport should be at the forefront of any improvement in regional wide transport linkages from/to Elgin. Currently, away from the A96 and at off peak times throughout the day and evening bus links are infrequent and indirect and do little to support early morning/evening commuters or the night time/weekend economy.

• Improvements to the A96/A95 are also essential because of the need to have strong connectivity within the region along its east/west axis and the need for better links to the A9.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN • Elgin city centre is constrained by the severance of the Alexandra Road/A96 and the persistent threat from flooding by the River Lossie which appears to undermine confidence in strategic land assembly. The hiatus over the implementation of the flood alleviation scheme has been a significant threat to Elgin’s potential as a regional capital

• Unless retail and related redevelopment such as leisure is encouraged in Elgin and other town centres in Moray, the influence of out of town and other centres will continue to increase to their detriment. This issue, as well as the grants of planning permission at appeal for open Class 1 non food retail applications at Edgar Road, have implications for the development of a town centre strategy and the future application of retail policy. S R O T I

• In relation to city centre retail consents, further emphasis on resolving urban design B I H N issues and creating an attractive functional and pedestrian friendly city centre is I

1 & required rather than a singular focus on the sequential approach . Issues in the vicinity of S T S E

Alexandra Road will need to be addressed as part of the masterplan strategy. S S A , S R E V • The key challenge for Moray is to ensure that Elgin develops as a regional business I R D

centre in its own right and is the primary hub for the Moray economy attempting to F O Y

attract inward investment activity into the area. R A M M U • Despite public and private sector intentions to develop industrial sites and land, including S

the Linkwood Estate and Barmuckity (where an application for a new road layout has 13 been approved by the Planning & Regulatory Services Committee) few buildings or sites have been brought forward. There remains a shortfall in industrial land and the sourcing of alternative and viable strategic locations is imperative.

• There is an under provision of hotel accommodation in Elgin as well as a shortage of floorspace at venues for events. There are opportunities for both a high quality hotel servicing the international export industries located in and around Speyside as well as for organisations within Elgin itself.

• Despite Elgin’s location in close proximity to Scotland’s main concentration of whisky distilleries, the city derives little benefit from this sector of the tourism industry . There is a significant disconnect in that the visitor economy of the regional capital benefits so little from the potential provided by global food, drink and clothing brands.

1Scottish Planning Policy states that the sequential approach should be used when selecting locations for all retail and commercial leisure uses unless the development plan identifies an exception. The sequential approach requires that locations are considered in the following order: town centre, edge of town centre, other commercial centres identified in the development plan, out of centre locations that are or can be made easily accessible by a choice of transport modes.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 3 THE PARTNERSHIP ASSETS & PROJECTS

The ECFTF project aims to deploy a range of interventions using the collective assets of the MCPP. In development terms these are mainly land assets, in some instances housing existing operations or held in expectation of meeting future needs. Collectively they present a formidable asset base for combining strategic projects, sharing resources and for enabling new partnering opportunities with others including the private sector.

The Partnership’s assets are of course not just the land and buildings of the partnership shown in Figure 2. Through cooperation the Partnership can also influence new approaches to training, education and skills development. It can nurture research and development activity linked to education programmes and can spearhead innovation and private sector investment S T C

E opportunities. But it's through the collective land bank that it can best lever some very strategic J O

R development projects that can help to unlock the potential of Elgin and build a new capacity to P &

S accommodate some key project interventions. T E S S A P I The Interim Report and Baseline Study looked at the collective land assets of the partnership in H S R

E relation to known constraints and opportunities. This has helped the project team to understand N T

R the following: A P E H T • The full potential of the partnerships estate • Key site assets that have strong development values 14 • Key buildings and sites that may become surplus and suitable for joint venture • The best alignment of uses to support investment and key economic activity • Potential early win projects that can kick start economic restructuring.

Producing a costed and tested masterplan based on the collective land assets of the partnership will have the potential to permanently redirect and diversify the regional economy. This section starts the process of identifying the optimal spatial configuration, pertaining to the use of these assets as well as providing an update on progress with partnership projects, set out in Table 1.

Again, the understanding of the progress and status of each project is based on information gathered during the first six months of 2011. The preferred optimal spatial configuration, based on these assets and projects and viability testing, provides the basis for the masterplan and delivery strategy.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Figure 2 - Location and Extent of the Partnership Assets S T C E J O R P & S T E S S A P I H S R E N T R A P E H T

15

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Table 1 The Partnership Projects

NHS Grampian Status

Dr Gray’s Hospital Masterplan being prepared. Reconfiguration of hospital underway.

Staff and Student Residential No requirements tendered to date, but a need in Accommodation (in conjunction with the the short to medium term remains. Moray College)

Life Sciences Centre (in conjunction Funding and project team in place with design with the Moray College and HIE). underway. Due for completion 2013. S T The Moray College Status C E J O R P

& Life Sciences Centre (in conjunction Funding and project team in place with design S T

E with NHS Grampian and HIE) underway. Due for completion 2013. S S A P I H

S College Campus Redevelopment Funding from Scottish Funding Council currently R E N

T on hold. R A P E H T Student Residential Accommodation (in No requirements tendered to date but conjunction with NHS Grampian) requirement in short to medium term remains.

16 Regional Sports Facility (in conjunction As per the Moray Council Capital programme with Moray Council) 2010, the allocation deferred until 2014 /2015 at the earliest.

Moray College

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Highlands and Islands Enterprise Status

Elgin Technology and Business Park (West) HIE is considering the potential of site for business park /research facility, with possible opportunities to promote innovation and business development in Life Sciences and related sectors.

Creative Industries Audit HIE has recently published a Creative Industries Audit (March 2011) which is an economic audit of this sector in Moray. It notes Moray College and Moray Council as main catalysts of creative activity and the need to provide physical infrastructure in Elgin to support the sector. S T C E J

Establishment of new Art School/Arts Combining performing arts with visual arts. O R P

Centre, in conjunction with Moray Council Includes a theatre that is available to UHI, a & S T

local commercial theatre, and UHI’s premier Arts E S S and Design School. A P I H S R E N

Life Sciences Centre (in conjunction HIE’s contribution is linked to encouraging T R A with NHS Grampian and Moray College research and development of commercial P E H opportunities in the Life Sciences sector. Its T contribution to the capital costs is likely to be

also reflected in ongoing activity after 17 completion.

Elgin Youth Theatre

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN The Moray Council Status

Elgin Community Centre (possible Aspirational with no current commitment upgrade or relocation)

Local Heritage Centre Aspirational with no current commitment

Regional Sports Hall and Associated As per the Moray Council Capital programme Facilities (in conjunction with Moray 2010, the allocation deferred until 2014 /2015 College), including all Weather Running Track, at the earliest and Football Pitch (full sized, floodlit, synthetic) Two additional Football Pitches (full sized, grass) S T Grant Lodge A Feasibility Study, completed 2006, C E J

O recommends restoration to accommodate one of R P

& two possible options; a combined community S T

E centre / genealogy / registrar option and the arts S S A centre option. A detailed viability study is now P I H

S required. R E N T R A P ‘Green/Healthy Living’ transport solutions Still on-going with a number of transport E H T to integrate projects and town centre with initiatives currently being undertaken. The open spaces (Urban Freedom Initiative) majority of the construction of cycle paths has

18 been completed with work still underway in the city centre. Signage has been improved in the city centre. Linkages from the railway station and city centre to be improved as part of this initiative.

Elgin Traffic Management Project The Council’s term consultant Jacobs is currently developing traffic management options including a feasibility study for the western distributor road

Elgin Town Hall The long term future of this facility would be influenced by progress made on the new Arts Centre/ Arts School project which is referred to above.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 4 THE ELGIN REGENERATION MODEL

Existing assets, drivers, as well as inhibitors have shaped Elgin’s performance and its health as a city. This analysis provides an insight into the particular elements of the area’s economic structure that need to be addressed when defining a new regeneration model. The definition of this model serves to identify what areas of activity and what assets or projects are likely to act as catalysts for Elgin’s future sustainable development and growth.

The overall analysis also explains what’s not working well and supports the urgent need to diversify the economic base away from a dependency on the public and defence sectors towards a much broader base of economic activity centred on localised strengths. It also provides a steer towards the key partnering and development opportunities that the MCPP can advance to help re- L E

gear the economic base towards a more sustainable future. D O M N O A Vision for Elgin I T A R E N E

A shared and single vision is essential for the Masterplan. The Community Planning Partnership is G E determined to ensure that all stakeholders including the community are committed to delivery. R N I G L E E

Stakeholder workshops were held in September 2010 and April 2011 to present the assessment H T of the key issues facing Moray and Elgin, and potential solutions. These were very well attended with productive group analysis confirming support for the proposed direction. The ‘vision’ for Elgin was subsequently drafted to reflect these inputs. 19

A sustainable Economic Model for Moray Based on an energised Core City Concept

Elgin will define its role within the north east of Scotland to become a strong and vibrant economic hub of the Moray Region. It will attract investment and people because of its excellent health, education and retail services as well as improved connections, its unique environment and cultural and leisure offer. Key health and education services, including the Life Sciences Centre, will attract and develop skills which will reinforce Moray as a location for commercial health opportunities and world leading companies, while also providing a catalyst for broader business development, diversification and innovation. The City of Elgin will define itself as a compelling destination.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Diversifying the Regional Economic Base Historically, the Moray economy has been relatively stable, with a strong base in food and drink production and the long-term presence of the RAF at Kinloss and Lossiemouth which has reinforced demand in the service sectors. While the importance of some traditional industries such as fishing has declined, they have been replaced with opportunities in the oil and other sectors. This, and employment in the public sector, has meant that unemployment across the area has been low relative to other parts of Scotland. However, average incomes tend to be lower reflecting the balance of employment in low paid jobs (food processing, tourism etc) and the public sectors and relatively low employment in higher paid sectors such as higher education, financial and professional services.

These challenges have been recognised for some time: in 2005 they were the main focus of the Moray 2020 strategy; they were also reflected in the strategy adopted in the 2008 review of the Moray Local Plan. They are also addressed at a regional scale in TMES, commissioned by the

L MCPP to establish an overarching economic vision for Moray. Different parts of the region have E D

O different roles to play depending on their accessibility, economic legacy, environmental assets and M

N population concentration. O I T A R E N

E The development of the Elgin Masterplan is consistent with this regional perspective and the G E

R strategy for economic diversification. As its principal settlement and service centre, Elgin’s N I

G economy responds to Moray-wide demands and pressures, whether this in the whisky, tourism, L E

E defence, retail & leisure, Government, health and education sectors. H T

Driving City Region Leadership

20 Successful towns and cities are created and sustained by strong and focused leadership. Leadership is the force that directs change and manages collective effort. Delivering change as a result of this Masterplan strategy is about a clear vision, a well brokered consensus, and a determination to achieve progress and clear results. Having a good strategy is not simply an end in itself and good leadership is required to deliver progress on the ground.

For Elgin to be transformed into a city for the future it needs to address significant challenges concerning economic uncertainty and decline. The city will have important decisions to make about addressing and managing change and enabling innovative responses. The leadership agenda is not just about Elgin, it is also about how it assumes and sustains its role as a regional leader, driving forward the agenda for Moray.

The vision is to create a sustainable economic model for Moray based on an energised core city concept. At the centre of this model is the need to drive city leadership at the regional level through a singular delivery mechanism to coordinate, deliver and monitor action. This delivery mechanism is described in more detail in Chapter 6 – the Action Plan.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 4.1 Key Enabling Projects Setting this model in motion will require a number of enabling projects. There are four critical infrastructure projects without which the ECFTF Masterplan strategy cannot progress. These are essential investments, non-negotiable, that must be driven by the public sector. Without these projects fully funded, constructed and in place, Elgin and Moray will be unable to build the necessary investment capacity it needs to broaden and deepen its economic base. This is a must- do agenda and comprises:

The Elgin Flood Alleviation Scheme: Essential because prime land and business assets within Elgin city centre cannot be developed without this in place. The current hiatus over the full funding requirement continues to blight business confidence in the city. This is a project of regional and national significance.

The A96/A95 Network Improvements: Essential because of the need to have strong

connectivity within the region along its east/west axis and for better links to the A9. L E D O M

The A96 Alexandra Road Re-design: Essential because of the severance this trunk road N O I T

causes within Elgin city centre continues to inhibit the assembly of key sites and frustrates A R E N

pedestrian movement and linkages throughout the central area. E G E R N I

Moray Broadband Enhancement: Essential because of the need for other areas in Moray G L E

to be linked to Elgin. Rural areas within Moray should urgently develop and upgrade their E H ICT infrastructure in order to develop a critical mass within Moray, allowing it to compete as T a destination for international research and globally linked businesses.

21 These projects have a collective significance to the role and function of the City of Elgin as the regional capital. These projects provide the foundation to the overall strategy and will be required to set the regeneration model and ‘platforms for change’ in motion. The capacity for change depends on their delivery, combined with measures adopted to diversify the regional economy and harness City leadership to its full extent.

Enabling Actions Streamlined planning procedures should be developed to encourage development in key employment and service sectors. The Masterplan identifies the preferred locations and the nature and type of activity which will be supported in Elgin city centre and in other key sites. A protocol should be prepared for proposed developments in these sectors and areas. This should include preparation of processing agreements specifying the time in which the application will be dealt with, allocation procedures, specifying which officers will be involved in processing applications and commitments to efficient levels of service. Measures such as a design codes should be considered to ensure that the quality of design is maintained, particularly for development close to the city centre, a location which incorporates a conservation area designation and a number of listed buildings.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 2 THE ELGIN REGENERATION MODEL b I se e t G F 4 Und The ou wha id imple d c The d f D wit has c e T b e int Br p Si e p se b e n rans orge i a a c x c c nhan he uild ep lo eliv ecaus art ro ut nal .2 eve ent old lv ct ct ist onz on on on pa c pac erv o t h co duc er o o par rde ic in t ing le ma p Draft ery St fo ife er lo r r d ent th menta ip m yed ace new ad ity ity – e mic mic my ced key st pr – rm atus ping es e r f tnere e at e stan ste d The rom ‘d Tr imu p – ions to oje T . of of of Repo b to ion. ati in rogra re p to an o a end rpla n T p rec pe ag est pr rojec ita re n f the the tion exi latf cts onal lus nd aci a nothig’ b Quo d d ma with omtin ding rfoman Bronze enc a by rt roa nd ove This outc tie tes w sting rested suc orms litat T me I and an , pa com Div ke ith ransf ts is t red PA ies d he as c ry n Pl st – d rtne ha ome c the e is RT it at es si th us: e the ru a an the lo A re in . Pa a a r g d f ng h n tai a c o or ctu si n e t Tha or 2: , ca un an pp v nif i sou r d ap e. d se Mor sc r rtn sh d be of estm g on: T Th S nm e e co d Capcit ma ‘a TE suta r l, o a ity i ra d r u . c ilver, p th ca ip el end er re oa t rc is th od li sio en t Thi ul CHNIAL a re r l b ay e e c iv , n shi la e a n e t tion: c Th e e nt ch eg ap a c d re e g i e tur . nd s t h p nt. ts ’s h ti s o i su : o io n ry ne i p p Su is ri nd be a a o pe i sc ev a utc Thi l ns v to n su . ri va C ev c na ng G n o c er i o Thi d a m e c ts ro ’ va Thi e r shi ity f y om t f pp f om old sum mi h e na te o d s to d a or Th l e l e ec w e s g l th te el for s l s an s is REPOT p tr s c i ve ha ov o t, ov t r se mu nv is d o e arg ets e El i is s. ano to ios a EC Co the r very, the sect th ivert se d nomic l ting but Atain n er ct ernance t . es gin esto with asu an It De nity sformation e t lev nat FT The or. munity he is t time lo base wil or o the ‘ set t do ase o ag en whic el live r th an cal me i AND b some re a spe c Planig o se v in c strate e e er ac n of take bronze on giona ag ain prede men no line ve and est s al t lev eco t rtive ry h re tivy ake struc the cies at pu fide ifc th stment. ACTION ablish tren rec nd els Pla posit tainme n gy ing’ al lea de po nomy blic t n t l st hat te med ium nc game struc ognise a with t e n ures. S ds ch ca a leve sit for ow Partn rmined nd a co e. ce nd i sce ed sec v ion ing an n al clea a rship e ards nomy tu gra nted PLAN w nario the l This a b maste ge c im t nario. app tor ershi it c cop For ra t e s on Partn as he be is hang h r l pa to thr su p pro req gra v at s com co tin in pr sp roac ri it Elgi n ome i and mar p sio ct l ee s v e rp te e ong odu pre ok er u op lo u a gra in du r It c an and e ati rv on la ire t n e n, me shi cal e g le e d h asum er a sa e re se n d g ce me on of ve s se nt age te l a t ste t ati ise p th ro nsu lie o hi n ne w ma su a nd a s rm ion ry ls c w t e c wt u s on on l ide re ady d s t y mod o st st ed s or h nda th ra of st re u . . y es t u h ge s at a a as stan a nderstandi or ru Thi r Thi pon wi pu te pe have sources ge d ined w ilor a i a d neration n c no i t ctural it est nd f ho tain th s o wi om ecli vo ol ratio bl wi s s y ds ed to be th l ic asu posi leve change si th proce lving e ows: prog ram growth gro wil ’s munity to ne and vel gni ment be secto de l the n the match trends be can l ti wth. m in o ficant lea d o achie ved. ve and ng iver based pr s n i es o f cap acity t bu E r above bjective ivate a key asumes nati and an lgin’s be of of y pr This that ed tainm i th l viso lt withn ea dership ag ency. d pr oject es pha sed capacit e onal public or to on no ivate secto al that an n th en of the s o o the e f t f r y e ra a fr th I d a (o mod p fl re a th ye • • Pla • An c The b g c I a sc imple m t n n h at ons ex i co l ev re ieces s road old no am os e e pre verl he nge ars es o alys a alyst int elo no v p tf ble the ne a e br dule el. ew o sen ario reg art se w ime eaf or er- fro lida i my is onze o pme d ca il r, of sens nts s o enta a Fiv ners Silv Bronze G f ent ce, ms rela ional m ), of rk us . gra d nd f teg f inv of or ting a old or e hav t if nt a , er now in t e he pla tion ji the hip g he ted estme ie ories dua l p resp t ‘ for futre silv g pla e the oten of ma achi d c E saw, e ult tforms. ity aset the lgi pla er 20 20 20 an and a whic tform as b a se onsi Cha ly nag , imat s ee n’s of nts tial ev d a ne nu 1 1 2 tfo pa de bu ba t in a nd he 1 6 2 n s, i t at ve a t h in ng w he r te b nge r e v a s r il si p tu ai ct i ms t ta The e i g d e d is nd r g ro p nh f r vi t io - - - o n re lo st or en an in o a wi in o ro e the f me de sio f je o or ns l ib pm la s ld o g 2 2 a th me str d ti Th g g nw c c c f a th se 015 021 ta i te fi er ha re n e v e ts tor a nt p a a c the a ed e e al re e n d te il d ar ha ha n n sio o of te nt a n c ts e t. , le et s u Mor d b g f el om d g nd i gi d to e i n sin m r a v y o ai op Thi the n an a s e em eg i s gi el n c nt nd i ri te nd ’, p f n le d mu ac a g in a sa p d s ng m l er fr e s r- ri eme nta e d nd t y C m ortun n te he om c refe rs d i d nts a a grow v tio alig n v litat n eration an Eco hapte unde Fi aste rplan e r entio epe rvent eco lso rket ive ity, cap ac n n strat t al o he th be e nom it o rs f help s nde nomic th ing an Dr e ie an f to rst t io tion t he viso . he ’ egy t r any co s s b aft ha d ns an These d it m th nt ase line; 5 t ic th withn he y nside wh creat vison Re t . in o e strate ding to at liste strat n ba se s an S h proje del enviro m p vest fo trate at ave le o for b struc d rt low t ading d fo io roade n re eg y; o is (Fig e . me ove o d gy. I n Elgin ct rm ach unde r d gy sh These thro f a PAR T be st nment on ture in th of nt as . or a be sp rlapp in ure t t g e ped he he se ug wil prio a o pha int t suit to p 2: th a ime pp o ct e more l h art o basi 4 ok ea er ac e di in o TECHNIAL 205. E de pti ri e t se a r he l v i g. sc e a ti scu din d rt gi h c a e a nd te ma es ppe s s ul u l ec a n n’ t pla The se rm n o pro br w t fo g le t ar sio he io s dire it on l he 5 lf s: on t al r ie t The t ine his ou p n he form el me ) y act t o su e r s. n he z ca of e sh em c are m rfo tc m e t st w ar s, t iv Th ly o REPOT p h o ou n ic e t El a ai i r e e he ne e la ound de r m s a ilu m nd rela te e besp oke be nt gi g ni ld re way, tfor su are e ance r gold s n city stag e owth strated sil for rema in strate ces compared al g that regeneratio ms the v co igne d AND d and enab l er for E scen and to nsitent lgin f strate gy wil wil or gy stag e options to of a in diver ACTION , noethe les ch a ing with wi i El the the act tw t build Figure r s gin io ange der s to enty health se th n with to as using these the fo e and city upon the PLAN r are 3 2

3 THE ELGIN REGENERATION MODEL Figure 3 Elgin Platforms for Changes

ARTS CULTURE HERITAGE

HIGH VISITOR STREET ECONOMY FIRST DRIVING REGIONAL LEADERSHIP L E

D TECHNOLOGY EDUCATION O

M AND AND HEALTH N O I BUSINESS T A R E N E G E R N I

G Figure 4 The Regeneration Model L E E H T

24

MISSION A Sustainable Economic Model for Moray based on an Energised Core City Concept

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN PLATFORM 1 – HIGH STREET FIRST Cities boost regions by providing a compelling city centre destination offer, a critical mass of public and private knowledge institutions, a vibrant environment for knowledge creation and transfer and a strategic and centrally located business services sector. Elgin High Street is the most important economic space in the region and this is why the health of central Elgin is positioned at the core of this strategy, with vibrancy and vitality of this space providing the measure of success. It is and must remain the prime civic, retail, cultural and event space in Moray.

Elgin High Street, because of its outstanding architectural character, will play a significant role in driving the economy. Within the city centre, creating and leveraging the right type of development in the right place is essential to improving the environment for retail, business and leisure development.

Generating more activity within central Elgin will be achieved by promoting new opportunities to

accommodate a new mix of uses including comparison retail, student / healthcare staff L E D accommodation, tourism, leisure and cultural activities, new office facilities and improved civic O M spaces, all linked to the region by a comprehensive suite of sustainable transportation and N O I T accessibility initiatives. Developing this critical mass will build networks and opportunities for A R E N

business and provide a range of services and attractions that will assert Elgin’s role within the E G E retail and service hierarchy. R N I G L E

There will also be a need to recognise that other factors, including the effectiveness of retail E H planning policy, may result in the approval of developments which appear to be inconsistent with T 2 this Platform. The sequential approach , an established planning principle within Scottish Planning

Policy, in addition to some recent planning decisions, including for example the Open Class 1 25 consents at Edgar Road and Linkwood Road, will set constraints to future prospects. These ‘external’ factors reinforce the need for the city centre to maintain and develop a distinctive retail (independents, speciality etc) and leisure offer.

This platform promotes projects which explore the opportunities provided by the considerable physical and environmental assets within Elgin in order to establish the optimal spatial configuration for the city improving quality of life and health and wellbeing of its residents. The strategy will focus on realising two strands:

• Improving transport infrastructure and connectivity • Develop critical mass and attractiveness of Elgin City Core

2 requires that locations, with respect to retail and commercial development, are considered in the following order: town centre, edge of town centre, other commercial centres identified in the development plan, out of centre locations that are or can be made easily accessible by a choice of transport modes

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Strand 1: Improving Transport Infrastructure and connectivity • Promote active travel and health and wellbeing through improvements to cycling and pedestrian infrastructure, focusing on Lossie Green • Ensure that the buildings and spaces are universally accessible and designed to cater for all sections of the community independent of age, ability, disability or income. • Quality and sustainability of built environment to be of a very high standard – most notably 3 along the river, within the High Street and conservation areas • Enhance linkages with ‘destination’ retailers within the city • Develop improved connections between existing retail areas e.g. city centre and Edgar road and the main arrival points including the railway station • Capture maximum potential UHI campus development through improved links with Dr. Grays and the potential for a civic campus to house associated activities • Improve the distribution and legibility of car parking • Enhance local and regional bus services to support off peak travel and the night time economy

L • Reduce the severance of the A96 and allow for better pedestrian crossing facilities E D O M

N Strand 2: Develop critical mass and attractiveness of Elgin City Core O I T

A • Enhance services and comparison retail uses; strengthen independent speciality and R E N

E comparison retail offer despite challenges with respect to retail development at Edgar Road G E

R and the corresponding retail policy position N I

G • Capture maximum potential UHI campus development through improved links with Dr. Gray’s L E

E and the potential for a civic campus to house associated activities H T • Locate new buildings where they strengthen the city during the day but do not create a ‘closed’ feeling at night and weekends

26 • Improve the public realm and activity within public open spaces • Provide imaginative solutions for workspace, deepening activity in city centre and supporting the creative economy • Develop an attractive evening economy, from bars and restaurants through to arts and leisure • Provision of workspace on flexible tenures and ‘expansion ladder’ within the city centre • Provide townscape heritage improvements as part of existing Elgin BID scheme • Expand the role and attraction of Elgin for visitors and the existing community by providing new uses: comparison retail, cultural, student accommodation and office space • Link and interpret heritage assets through signage, lighting and an enhanced walking route.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Platform Projects Description Phasing Improving transport infrastructure and connectivity Improved Regional Discussions with transport operators to enhance bus Bronze Public Transport Links and rail services to better support the local and regional economy. Could be considered as part of an Elgin wide Travel Plan Overarching Travel Plan Overarching Travel Plan which will capture the 3 Bronze main partners - Moray Council, NHS Grampian and Moray College. Improve walking and Building upon the Council's urban freedom project Bronze cycling links with a focus on north south linkages and the green corridor along the River Lossie as part of the flood defence works L E

Bus Station Relocation Relocation of bus station to Lossie Green within a Bronze D O

new civic square M N O I

Alexandra Road/A96 The creation of a new boulevard with the Bronze T A R E

Re-design replacement of a number of key roundabouts N E G

with more compact traffic signalled junctions with E R N at grade pedestrian crossings on the A96 and I G L segregated shared walk/cycle paths adjacent to E E H the A96 as it passes through the city centre. T Multi-storey car park on The provision of a new multi-storey car park on Silver/Gold Lossie Green Lossie Green to replace all car parking spaces lost 27 to the Masterplan and additional spaces to serve new development within the Masterplan area Improved car park Improved signage to car parks on the key Bronze signage approaches to the central area on the A96 and A941 and within the central area

Develop critical mass and attractiveness of Elgin City Core St Giles Church – Use of St Giles Church as Tourist information centre Bronze New use or events venue High Street Pavilion Public Meeting/events venue/ exhibition space Bronze Townscape Heritage Focused improvements on key landmark buildings Bronze Improvements City Centre Enabling Fund to enable and support site assembly /CPO/ Bronze fund demolition / removal of constraints for the area behind city centre

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Moray College / Teaching restaurant relocated from existing Bronze UHI Teaching restaurant College premises to reuse of vacant property in/ near High Street.

A96 – Southern Frontage Extension of St Giles Enhance comparison retail within city centre and Bronze Shopping Centre raise the profile of the High Street and rear entrances. Current opportunity to acquire the Clydesdale Bank property.

2 Marks and Spencer Extension of retail unit of over 1,100m , with other Silver Expansion leisure & retail and possibly office use. High Street East Site for a mix of uses with potential for hotel/office Silver 47-71 High Street/ /retail/leisure and residential accommodation Northport L E D O M Lossie Green Masterplan Area N O I

T Grant Lodge Restoration Seek funding and listed building consent in order to Bronze A R E redevelop and sensitively extend Grant Lodge for use N E G

E as Museum / Archive / Cultural space. R N I

G Lossie Green (including A new mixed use area including a civic space, leisure, Gold L E

E land adjacent to Cooper culture comparison retail, residential and potential H T Park & Halfords, future office development. Anderson & England and 28 Tile and Carpet Centre)

Elgin High Street

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN PLATFORM 2 – INNOVATION IN TECHNOLOGY AND BUSINESS Elgin’s economy is built on significant manufacturing in food and drink, the public sector, health and education and retailing services. Compared to other economies of its size, its weaknesses relate to its reliance on some of these industries, which make it vulnerable to change. Although the service sector is usually driven by the health of these other industries, in this case retail is currently underperforming due to a higher quality offer in competing centres and the dampening effect of the current over supply in the Edgar Road area.

While Elgin and the surrounding area have broadband access, the area needs to maintain a position in the vanguard of telecommunications infrastructure. Alongside investment in strategic road infrastructure, this will counter perceptions of business peripherality. Substantial investment is needed to ensure telecommunications (broadband and its successors) are of world-class quality and coverage and are being effectively used. This will enable local companies to build their business models on the ability to communicate remotely at high speed with markets in Scotland,

the remainder of the UK and abroad. L E D O M

This platform prioritises projects that build and nurture the indigenous business base, creates N O I T expanded production and innovation capacity, aligns skills development and training to new A R E N

opportunities and enables new infrastructure to be put in place that provides access to global E G E markets. R N I G L E

The Action Areas proposed as part of this platform include: E H T

• Growing the Economy - Job Creation and skills

• Diversify the economy through the identified economic themes including innovation in Business 29 and Technology, the visitor economy, education and health and the commercial opportunities offered by the life science sector.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Strand 1: Growing the Economy - Job Creation and skills • Grow and develop indigenous small businesses, fostering an enterprise culture – through community and schools – stressing lifelong potential rather than a one-time career choice • Attract inward investment through improvements in infrastructure and skills development • Business and other skills development, providing localised training and support for online learning • Provide workspace on flexible tenures and ‘expansion ladder’, allowing for business to grow by taking successively larger units • Identify optimal locations for office and business park development • Attract inward investment – where additions strengthens the base rather than displacing • Grow supply chains – creating linkages with other firms e.g. energy, tourism and manufacturing • Work in partnership with local organisations to build critical mass in market-led research activity, specifically in the food and drink and sustainable development sectors. L E D

O Strand 2 Diversify the economy through key sectors,namely the tourism, M

N education, health, energy and life science sectors O I T

A • Maximise Elgin’s potential as a centre of excellence in the knowledge economy R E N

E • Support SME business development in key sectors; tourism facilities, social economy and G E

R healthcare opportunities N I

G • Develop supporting infrastructure including availability of suitable industrial land, improved L E

E telecommunications and road connectivity. Provide workspace for key sector development. H T

30 Platform Projects Description Phasing

Elgin West Research Research and business accommodation for Bronze and Innovation park health-related commercial activity

Stream lined planning Stream lined planning procedures to encourage Enabling Process procedures sector development and business location

Barmuckity Business Park New industrial floorspace Bronze/Silver/Gold

Central Elgin Serviced Provision of flexible small office suites to meet Bronze office accommodation the needs of small businesses

Business Development Partnership between higher education and public Bronze/Silver/Gold Support Unit sector to encourage innovation and business development across Elgin’s key sectors

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN PLATFORM 3 - EDUCATION AND HEALTH At a regional level, the importance of education, skills and lifelong learning is acknowledged and endorsed as a key component of economic development strategies and increasing productivity. A key ingredient for competitiveness is the stock of skills available and the proportion of graduate skills in an economy, which is strongly correlated with productivity. The presence of a dynamic and ambitious third level institution, a cutting edge regional teaching hospital and a state of the art Life Sciences centre will be a potent combination for Elgin. There are major opportunities for shared research and development projects harnessing the depth of expertise that these institutions nurture. The education offer within Elgin has the potential to become a leading factor in enticing inward investors and spurring the economic development of the City. There must be a logical link between education and employment. Moray College has a critical role in assisting the future development of the Moray economy through; further development of courses relevant to the developmental requirements of key sectors such as food and drink, tourism and health; L E establishing expertise (and a strong reputation) in these fields; and reinforcing its links with key D O sectors through the potential development of related research and advisory capacity, as well as M N O I provision of customised training programmes and a range of short courses to meet the needs of T A R industry, commerce and the public sector. E N E G E

The College, which currently sits on the Moray Economic Partnership Programme Board must R N I

continue to develop its leadership role in partnership with local enterprise, industry and schools, G L E building on good work to date and ensuring that Elgin fully exploits the considerable educational E H assets within the city. Links between enterprise and education/research should be established more T formally and this could include a business development unit to support local employers. This platform is focused around enabling Dr Gray's and The Moray College to deepen their 31 collaboration and integrate fully with the needs of the city economy. Action Areas • Develop the leadership role of the Moray College, including the development of the broad sectoral experience of middle/senior managers to work with local businesses in developing potential commercial opportunities. • Invite NHS Grampian to sit on the Moray Economic Partnership Programme Board. • Pursue opportunities for Moray College to realise the full potential of campus redevelopment. • Strengthen links between local businesses and enterprise and Moray College. • Match the needs of industry with education provision and attainment targets and facilitate engagement with local employers so that the demand for skills is met. The College should generate the capacity to adapt to the changing local, regional, and global economic context. • Develop the profile of Moray Collage, NHS Grampian and Elgin as a centre of excellence in relation to life sciences. • Provide suitable student accommodation within or near the city centre. On this basis, develop links and attract more international students to the area.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN The Life Sciences Centre The Life Sciences Centre presents a singular opportunity which has the potential to have a catalytic effect on educational, social and economic wellbeing. More specifically, it will also result in: • Collaboration and joint working; building pathways between research and business development; • Shared facilities, reducing costs and raising efficiency; and • Greater opportunities to access specialist facilities.

Links with Dr Gray’s, creating an emphasis on learning with practical research benefits, which will also assist in attracting and retaining highly qualified medical staff to the area.

Platform Projects Description Phasing Residential Student and health board staff accommodation Bronze Accommodation on or close to the High Street Dr. Gray’s masterplan Masterplan being prepared, reconfiguration of Gold L E

D & redevelopment the hospital underway. O M Moray Life Science Centre for research and development of life Bronze N O I

T Centre sciences. Funding is approved and design teams A R E appointed. Construction contracts yet to be N E G

E completed. R N I

G Overarching Travel Plan Overarching Travel Plan which will capture the 3 Bronze L E

E main partners - Moray Council, NHS Grampian H T and Moray College. Specialist Research Chairs Funding of key chairs and specialist research Bronze 32 augmenting potential investment from GE and others Moray College / Redevelopment (phases 2 & 3 of OBC) including Silver / Gold UHI Campus teaching and laboratory space incorporating conference centre Elgin West Research and The provision of research and offices pertaining Bronze Innovation park to research/innovation campus Business Development Partnership between higher education and public Bronze/Silver/Gold Support Unit sector to encourage innovation and business development across Moray’s key sectors Regional Sports Facility As per the Moray Council Capital programme Gold (in conjunction 2010, the allocation deferred until 2014 /2015 with Moray Council) at the earliest Establishment of new Combining performing arts with visual arts. Gold Art School/Arts Centre, in Includes a theatre that is available to UHI, a local conjunction with Moray commercial theatre, and UHI’s premier Arts Council and Design School.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN PLATFORM 4 - THE VISITOR ECONOMY The tourism economy contributes 11% of the Scottish services sector and brought a spend of over £4 billion to the economy in 2009 (Tourism in Scotland 2009, Visit Scotland Research). The tourism market in Scotland is largely generated by UK visitors (83%) with a smaller proportion of this spend coming from overseas markets (17%).

Tourism has been identified as having particular potential as a relatively untapped sector within Elgin due to the significant assets within the city and the wider area. In this context, tourism and the potential to grow the visitor economy warrants specific attention.

The key to unlocking the economic potential of tourism for Elgin is to increase visitor dwell time within the area through the provision of visitor accommodation, attractions, amenities and activities. Developing a compelling visitor experience within the city is a central component of this platform. L E D

A further challenge relates to the profile of Elgin as a destination regionally, nationally and O M internationally. There is a general sense that there is a need to develop Elgin’s identity and brand N O I T so as to convey the particular assets and attributes of the area. Marketing activity needs to play to A R E N

the key strengths of the region and focus on growing year round, higher value, extended stay E G E business. R N I G L E

The proposition is about creating compelling themes, activities, attractions and experiences. This E H not only allows for the diversity of the region to be captured within a coherent marketing T framework it also provides an opportunity for each of the component parts of the destination- such as Elgin - to showcase their own particular strengths and distinctiveness. 33

Action Areas include: • Engage with Visit Scotland in the external marketing of the destination through the use of a coherent ‘Elgin’ product identity within the Moray Speyside brand. • Identify what is unique and special, enhance the tourism product and develop the brand. • Formulate a revised tourism strategy for the region to help Elgin compete as the touring base for the Moray / Speyside area. • Providing the necessary tourism infrastructure; initiate an immediate action plan to address a particular deficit in restaurant and hotel facilities. Support and facilitate the industry to take the lead in driving this forward. • Work with Moray Tourism Development Group Ltd to realise the ambition for growth in the Tourism sector. • The potential to link local food produce to local dining out facilities. • Provide a coherent visitor product/offer with the infrastructure that citizens and visitors need. Align the needs of visitors, the place and the community e.g. Improve the Arts and Culture Offer.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN • Tell the story of Elgin, whilst respecting the identity, nature and sense of place. Interpretation and lighting of key buildings should be linked by a signed walking route such as the existing proposal for the Cathedral to Castle route. • Be focused on nurturing a distinctive, high quality, niche offering based on the natural and cultural heritage of the area. • The development of a package of visitor experiences based on particular product strengths such as whisky tasting, clothes, food, and heritage needs to be undertaken (e.g. whisky tours and combination packages linked to other activities providing a wide range of experiences within the destination). • Develop a programme of events for the key themes - active in the great outdoors … walking, cycling and riding … - participation and enjoyment … events and festivals - understanding and appreciation … culture, wildlife and heritage … - the urban experience … shopping, eating out, the night time economy L E D

O Platform Projects Description Phasing M N O I T

A Revised Tourism Preparation of a product development strategy in Bronze R E N

E Orientation Strategy/ addition to Castle to Cathedral Heritage Trail that G E

R product development would direct visitors to sites of interest within Elgin N I

G City Centre. The orientation strategy will focus on L E

E information provision at key arrival points such as H T Johnston’s or the train station.

34 Lighting Strategy for Lighting at night of key landmark buildings and Bronze Key Buildings attractive streetscape features

Regional Sports Facility As per the Moray Council Capital programme Gold (in conjunction 2010, the allocation deferred until 2014 /2015 with Moray Council) at the earliest

Elgin TIC Relocation Tourist information centre to be relocated to the Bronze High Street. Possible locations include St Giles Church or the High Street Pavilion.

Business Development Business Development support packages to Bronze/Silver support packages to hoteliers and restaurants hoteliers and restaurants

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN New city centre coach New facilities to be located central to the High Bronze drop off and pick up Street. This will be in addition to the Johnston’s facility one. Two options at present allowing facilities close to the High Street and the new pavilion and relocated Tourist Information Centre.

Establishment of new Combining performing arts with visual arts. Gold Art School/Arts Includes a theatre that is available to UHI, Centre, in conjunction a local commercial theatre, and UHI’s premier with Moray Council Arts and Design School.

Grant Lodge Redevelop and if required sensitively extend, for Bronze Redevelopment Museum/Archive/Cultural/Tourism use L E D O M N O I T A R E N E G E R N I G L E E H T

35

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN PLATFORM 5 - ARTS, CULTURE AND HERITAGE The tourism sector has been identified as one of the most underperforming sectors of Elgin’s economy which is all the more remarkable given the outstanding built heritage qualities of the place. Creative and cultural activity enhances a city’s quality of place, helps to reclaim and revitalise neighbourhoods, enables more innovative thinking and problem-solving across all sectors of the economy, and shapes a city’s identity in the face of increasing competition for talent, investment and recognition. Creative and cultural activity is also a powerful vehicle for community development and engagement.

Arts and culture are central elements to the development of this sector and will have overlapping benefits for tourism. Watching performing arts (including cinema) is one of the top ten visitor activities undertaken in Scotland. Enhancing arts, culture and heritage will therefore benefit the tourism economy and will help to leverage an existing set of local assets to generate economic activity. In turn, these benefits can be enhanced through a number of multiplier effects, ranging

L from the ability of the city to host facilities, services and events that the host population might not E D

O sustain by itself. Enticing visitors to stay longer spreads these benefits. M N O I T

A Elgin Historic Core R E N

E Elgin’s historic city centre provides the location for much of the heritage and architecture offer G E

R because of its rich and varied past. It has an enviable stock of historic buildings and a good story N I

G to tell. As documented by the Elgin BID Business Plan and Moray Tourism Strategy there is a need L E

E to enhance the services and infrastructure for visitors in Elgin and address specific weaknesses that H T reduce or limit Elgin’s destination appeal to visitors.

36 Opportunities for Elgin to enhance its visitor appeal through arts, heritage and culture include • Maintaining and enhancing the character and appearance of the historic built environment • Maximising the use of public space for events and markets • Ensuring that the city’s story is told in a clear and engaging manner • Enticing visitors to stay longer with shopping, restaurants and a range of attractions • Promoting opportunities to walk around the city by enhancing connectivity and Signage

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Platform Projects Description Phasing

Improved Regional Public Discussions with transport operators to enhance Bronze Transport Links bus and rail services to better support the local and regional economy. Could be considered as part of an Elgin wide Travel Plan

High Street Pavilion Public Meeting/events venue/ exhibition space Bronze

Townscape Heritage Focused improvements on key landmark buildings Bronze Improvements

Establishment of new Combining performing arts with visual arts. Gold Art School/Arts Centre, Includes a theatre that is available to UHI,

in conjunction with a local commercial theatre, and UHI’s premier L E D

Moray Council Arts and Design School. O M N O I T

Grant Lodge Redevelop and if required sensitively extend, Bronze A R E N

Redevelopment for Museum/Archive/ Cultural/Tourism use E G E R N I

Regional Sports Facility As per the Moray Council Capital programme Gold G L E

(in conjunction 2010, the allocation deferred until 2014 /2015 E H with Moray Council) at the earliest T

37

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Figure 5 illustrates the complete Elgin Regeneration Model with the identified platform projects and actions for each economic sector that will act as platforms for transformational change within the Elgin economy.

Figure 5 The Elgin Regeneration Model with identified platform projects

ACTIONS ACTIONS ACTIONS

Improved Regional Public Transport Links, Overarching Improved Regional Public Transport Links, High travel Plan, Improve walking and cycling links, Bus Street Pavillion, Townscape Heritage Improvements, Station relocation, Alexander Road/A96 Re-design, Establishment of new Art School/Arts Centre, in Multi-storeycar park on Lossie Green, Improved car conjuction with Moray Council, Grant Lodge park signage, St Giles Church - New use, High Street Redevelopment, Regional Sports Facility (in Pavillion, Townscape heritage Improvements, Town conjuction with Moray Council) Centre Enabling Fund, Moray College/UHI Teaching restaurant, Extension of St Giles shopping centre, Marks and Spencer Expansion, High Street East,

L 47-71 High Street/Northport, Grant E

D Lodge Restoration, Lossie Green O

M (including land on Cooper Park

N & Halfords, Anderson and O I

T England and Tile and A R

E Carpet Centre) N E G E R N I Elgin West G

L Revised Tourism E Research and MISSION E Orientation

H innovation park, T A Sustainable Strategy/product Stream lined Economic Model for planning devbelopment, procedures, Moray based on an Lighting Strategy for Key Buildings, 38 Barmuckity Energised Core City Business Park Concept Regional Sports (SDI), Central Facility (in Elgin Serviced conjunction withy office Moray Council), Elgin accomodation, TIC Relocation, Business Development Business Development Support Unit Support packages to hoteliers and restaurants, New city centre coach drop off and pick up facility, Establishment of new Art School/Arts Centre in conjunction Residential Accomodation, Dr gray’s masterplan & with Moray Council, redevelopment Moray Life Science Centre, Overarching Travel Grant Lodge Plan, Specialist reasearch Chairs, Moray College/UHI Campus, Redevelopment Elgin West Research and Innovation Park, Business Devbelopment Support Unit, Regional Sports Facility (in conjuction with Moray Council), Establishment of new Art School/Arts Centre, in conjuction with Moray Council.

ACTIONS ACTIONS ACTIONS

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 5 THE ELGIN MASTERPLAN

5.1 Introduction and background The Elgin City Masterplan articulates the spatial interventions of the ECFTF strategy. It was informed by baseline information gathered at the initial plan stages, as presented in The Interim Report and Baseline Study and takes into account the requirements of the project brief which sought the preparation of a masterplan for the city centre area, including Lossie Green, encompassing the assets of the partnership.

5.2 The Masterplan development strategy The preferred development strategy is based on an urban strengthening agenda, addressing current issues facing Elgin, detailed in Chapter 2, and the core city principle, focusing investment on Elgin High Street and building value in adjacent areas. The strategy development process

considered a range of physical intervention options that would deliver these objectives. N A L P

The preferred option or masterplan will ensure that development over the next 10 - 15 years R E T S

strengthens the positive spatial qualities of Elgin whilst allowing flexibility in the type of A M N

development as the economy transforms. I G L E E H

5.2.1 Masterplan Aims T Figure 6 , the Elgin masterplan (page 47, and for a more detailed plan refer to Part 3 Masterplan), illustrates the physical interventions proposed at the gold attainment scenario and in doing so aims to: • Provide a vision and an aspiration of what is possible spatially and physically in terms of 39 developing the future city, which is critical to facilitating a shared understanding and visual articulation of what the Partnership are trying to achieve by way of transformational change. • Address fundamental and difficult challenges of assembling Partnership assets, primarily in the form of land and buildings in the heart of the city and addressing the physical and economic constraints that need to be overcome. • Set out the key strategic synergies between opportunities presented by Lossie Green, opportunities to develop new frontages onto Alexandra Road, underused buildings such as Grant Lodge and St Giles Church and the other assets of the partnership that have potential to be assembled with the assistance of private interests and benefactors. • Provide the guiding spatial principle; the concept of ‘High Street First’ looking to sequence opportunities that strengthen the role of Elgin High Street as the primary economic and cultural space within the future city. • Explore opportunities for the Partnership assets to help lever the development of key gap and back land sites that will build capacity and land values along the length of the High Street.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN A number of spatial objectives were further developed during the information gathering stage, which are supportive of achieving these aims and the overriding vision of the ECFTF strategy referred to in Chapter 4. The spatial objectives are to:

• Build land values and improve vitality and viability within the city centre • Unlock constrained sites • Re use vacant derelict or underused premises, particularly along the A 96 frontage • Improve pedestrian permeability and opportunities for walking and cycling • Reduce the severance of the A96 and allow for better pedestrian crossing facilities • Improve the quality and character of the built form • Minimise impacts on the city centre conservation area and other historic designations • Enhance the relationship between Lossie Green and the High Street • Address issues of comparison retail expenditure leakage • Avoid areas of flood risk and other environmental constraints, identified in ‘The Interim Report and Baseline Study’ • Minimise traffic generation and deliver effective citywide transportation solutions that reconcile N A L

P the needs of all road users. R E T S A

M 5.2.2 Development Options for the Masterplan N I G

L The historical spatial layout of Elgin limits the options for intervening and directing new E E

H development opportunities using the Partnership’s assets. With this in mind, as well as the context T set by the ECFTF strategy aims and objectives, the options are fairly limited and fall into the following broad areas:

40 • Urban Strengthening : Concentrate on rebuilding the city core from the centre out. Put the High Street first and focus on building a strong central space harnessing the considerable strengths presented in the historic built fabric of the city before expanding elsewhere.

• Expanded City Centre : Focus on opportunity to bring forward Lossie Green as a comprehensive development site and develop in parallel with the historic High Street.

• Twin Centre : Develop Edgar Road and the historic city centre as a dual centre model sharing investment with improved linkages.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN There are overriding and well established regeneration reasons for justifying the urban strengthening option as the preferable option that best delivers on a long term and more genuinely sustainable economic return. The location of the Partnership’s assets is also best placed to deliver on this option as opposed to the others. Indeed, as options these are not necessarily exclusive but sequential in nature on the basis that they are all achievable but only if delivered in sequence.

The spatial focus of the masterplan is therefore the urban strengthening of the city centre and Elgin’s High Street, building values and extending activity so that in the longer term development can come forward within Lossie Green. There is clear justification for an initial spatial focus on developing an energised High Street as a necessary pre-requisite for an expanded City Centre. Edgar Road will continue, as at present, to have a complementary role in terms of the wider retail offer.

As a consequence of this spatial focus, a number of more detailed options were considered in relation to the possible land uses that could be accommodated on Lossie Green as well as the N A L

layout and configuration of these uses. These options were evaluated against the spatial objectives P R E T

outlined above. S A M N I G L E E H T

41

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN LAND USE OPTIONS FOR LOSSIE GREEN

Spatial Objectives Option 1 Option 2 Option 3 a scheme led by a scheme led by a mixed use scheme significant comparison retail with pedestrian convenience retail and a mix of uses bridge linking the St incorporating Giles Centre to residential, cultural, Lossie Green leisure and office accommodation

Build land values and 335 improve vitality and viability within the city centre

Unlock constrained sites 535 N A L P R E T

S Re use vacant derelict or 535 A

M underused premises, N I G

L particularly along the A96 E E

H frontage T

Improve pedestrian permeability 535 and opportunities for walking

42 and cycling

Reduce the severance of the 535 A96 and allow for better pedestrian crossing facilities

Improve the quality and 535 character of the built form

Minimise impacts on the city 535 centre conservation area and other historic designations

Enhance the relationship between 535 Lossie Green and the High Street

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Address issues of comparison 53- retail expenditure leakage

Avoid areas of flood risk and 333 other environmental constraints, identified in ‘The Interim Report and Baseline Study’

Minimise traffic generation and 53- deliver effective citywide transportation solutions that reconcile the needs of all road users (a detailed transport options appraisal is set out in Appendix 1) N A L P R E T S A Lossie Green M N I G L E E H T

43 s e g a m i a i v A t o c S f o t h g i r y p o c e g a m I

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN e z i s . 2 k c 4 m o l 0 n b 0 o - i 5 5 5 5 0 a , t s 6 p e 1 O d f i v o o r p e z i s 2 k 3 m c 0 o n l 0 o b - 5 i 5 5 5 5 , t s 1 e p 1 d i O f v o o r p N A L P R E T S A e s M a N e I r s G c L 2 e n E z i i E n s n H t o - T a i 3 3 3 3 o t l r p p o f n O s i w o l l a 6

44 e l 9 b . A t a n e o t e m r m e e n g p o a 1 t r i a n v n r o n o r - o f i 5 5 5 5 e f t e n p g h a n t i i O r t g w s n o e i l l v d a e o r p d p n y y m l a t i r i l e i a v l g e b e o s u n h i a r t c h e i i t k e p t t l n i r r r f i l a s m e m i e a o i o r h t e c g w t t t r p t e i i a a e d e r c s f t p o , w i c n f b l s o n f n d n g y a e e k r o t s r a s e i n a r s c i o s l r i i f e l i f n n e r s l o e i e i t d m b l t s o v 6 s u i a a w i t e l a o r e B e i n 9 r t t r n o a s H v s l d u p c v p l r a t A n e g r e c a d e n d n n d e o p O h o t e a i n r t e a l c n d t w v i p t h e s a e c t r a n n e p k t v o u l y u e y e r s c a c m T c o t o g s o i i c e e r u d l o n u l r l y 6 i d d d d p e d y a o n t t e 9 u l n e n a n e e i i h m B v t L c U a a p u R A R P a I

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 5 5 5 5 5 5 5 5 5 5 5 5 N A L P R E T S A M N I G L E E H T 3 3 3 3 3 3

45 5 5 5 5 5 5 s r e s , u t s r d t d o n n n a d i d p y a t o t o n a n e i r s r a a i n t a s c R l r e h s m l o t n r i k a a g p e n t a i e o s m d s e o p a i h i i o a f h f t r d t r n r n k i r c n s t m a a o e a o a l e e l n n t w i d i ’ n o t t e s n y e y n a n o o y l u o t c e g r t t I i u e i d i i t o l d b o l e f s n i s c e e g l t r t G a e o u f r a e t o l e t e c e s a h e c u f u S e d e S n i t a s h v m v T i r f i t q i r o n ‘ f s e p t n h c e e d e f s i o e a u c s e i o g r s n n h n r m t o i s o h r i i t e t i a h i l t n o f e s L t a t r i f e H v t e o p e d e e r s r e e e l s i n n x e s c s s t i e e a c i i o i s a h e v e r e c c f h n e i p e e e t B o a l n r r m m d t r r s i i i i r a r v t e e w i o n d n n n d d a t l h p o a n i i t c h h e d v a t t e n e n n e h e e r m d b E A M c t d A I c o a r a r o M i

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN The previous tables provide a short summary of the optioneering stage which was an important step in the masterplanning and design process. It helped to develop and refine the masterplan concept and the principles of design which are most relevant to the local context.

5.3 Masterplan Design Principles Some specific design principles have been drafted so that high quality urban design and built form is achieved within the masterplan area. Quality design in the built environment has multiple benefits in terms of townscape, health and wellbeing, energy efficiency as well as attracting higher value end users. Ultimately, planning policy and guidance should be brought forward to ensure that these design objectives are met.

Protect and Enhance Elgin’s Character Elgin is characterised by a number of historic landmarks, civic spaces and an impressive stock of historic buildings. Attracting investment and increasing vitality and viability can help to maintain the fabric of the historic core. Given Elgin’s significant historic environment, its character should not be undermined by poor quality development. Development proposals within or adjacent to historic environment designations N A L

P should respond to, and respect their context in terms of design, scale and height. R E T S A

M Develop Connections A number of ongoing projects as well as proposals within this masterplan N I G

L will result in improved connections within Elgin, particularly for facilitating more sustainable and E E

H active modes of transport, which will enhance health and wellbeing. The majority of these T improvements will be sought in the area adjoining the High Street and Lossie Green (See below).

Improve Pedestrian Movement Elgin is characterised by a dense medieval street pattern and the

46 meandering open landscape of the River Lossie. Small block sizes, in areas where significant change is envisaged, enhanced visibility of destinations within the city and improved interpretation and signage at gateways will help promote pedestrian movement and enhance activity within existing public spaces.

Appropriate Building Heights & Active Frontages Proposed building heights will reflect the existing scale of the High Street conservation area. Historic building lines will be reinstated, unless overriding benefits to permeability and activity within the public realm are achieved. Three storey buildings are proposed for retail uses fronting the boulevard and the new civic square at Lossie Green. Active frontages are important for city centre spaces and will be encouraged at the High Street, Alexandra Road and the new civic square.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 5.3.1 Lossie Green In the long term, the Lossie Green area is where the most significant level of change is proposed. The design for Lossie Green is shown in Figure 6 below, and presented in more detail in Part 3: Masterplan, and can be summarised as follows:

Improving visibility of landmarks and access to civic Spaces; The masterplan will improve activity within existing public spaces and create a new civic square on Lossie Green with views of Elgin Cathedral, which will aid orientation and provide viewing points for visitors to the city.

Figure 6 New Civic Square N A L P R E T S A M N I G L E E H T

47

Key Connections A number of improvements to the A96, creating a boulevard design will improve connections between the High Street and Lossie Green. New crossing points will be provided to enable relaxed pedestrian movement and integrate proposals for Lossie Green with the rest of the city centre. The Elgin City For the Future pavilion on the High Street is coupled with Trinity Church to provide landmarks at either end of North Street, thereby encouraging footfall in both directions. Additional detail on the proposed improvements to Alexandra Road / A96 is set out below in Section 5.3.4.

Proposed Pattern of Pedestrian Movement The new street pattern and grain proposed for Lossie Green will improve connections between the High Street and green cycle and walking routes adjacent to the River Lossie and within Cooper Park.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 48 THE ELGIN MASTERPLAN F F U c t Bui d f id p mas e sp Mi le Mo Pa Fi ight ron i igu on nsure ep ths eop nal g is r ent ace s rt b xe u ur re ldi nec re ting an re 3: Draft ife urb d le e, of det ng 7 7 tions and U tha Ma a t Gr d reta Cop o an the at nd – se ail Repo He p vist tra t ain ste The red gr il, d nume wil new Char is a ight cti ev er rt rpla ain nd ofice ominan pre a and l I Lo ons e Pa be nd PA lop s civ a n. ss i rou t act sen rk ha cti RT & en wor an me Bl e Pro c a t vi s e t Bui 2: ed ock c nd Gr t s i d r ty. use s nt our q k men use A TE a ua a e l th wi r Pe di a c re esi s. CHNIAL a S str ti r n , r ade n thi ng r ou g i e vi as d h i ze d o m e mas ti a n at en ng d use gh es. et ve El Fr an Bl t a he Losi ti er ou g ontage t oc c d t al s er b in Withn ha th e ar d New t Ci REPOT pl k uses en eve l City e th e r e an ty sizes acte ristc e H Gree n. comp de v Maste C ig da y. opme s w Lo Centre ivi h Th it prop osed elop AND sie c hin Stree atib le r Square e rp New nt e of ed Ac or Gree ACTION l a is ha sto t, n Elgin tive . ad jac to c Al de s rey w ha from n f e w h hic lex velop men front xa ra e it mixe d bu C lp hin en PLAN ib nd cte the it i ilty is crea t y t lding s ag es ra rise t t Ce he A o p u mphi Roa d, rov t t o se d nt he e L t a osi a at re by i are a r de c theare c e c har . le e L a d e im Th om a osi nt gib pr n mi G ac as re port e d opose d moda te re l e t x p e e a t w he e er G of r a buil il separate n ar l nt mea bilty ree n new uses de vel ar e t fo as, ea for fab ric dif r whic civ t city op fere nt wi h e reta il at ach docu l wil this ce an contiue a squa re. wil tract n with uses d build in m t prom crital r to e en include an t, ote g the • • • • • p 5 The • • • • • • • • • • rinc .32 with Re on Re The An Tra Re de over de the Pro tr Re Re Lo co Cre n gr Bu of de Lo de A re junc imp inc An Im ex Pro ac e Tra a mov ad e ist nee s c ce ple lo alis co lo duc ne tw pro st ve ve trime ilding f t luding ve m vison he Lo al alow emp ate ro Cit ic inati ie tio ing nsp ca ca arch rep ork se lop lop t Tr gn ot l he s s ing d veme ved w e ct al re M Plan p a n y tion tion ion ansp as iton ie nta a ide lac d or ions hasi to ment ment e nd t f lie on Cent d ast of he a ac ing anc of up de new t of fr e t those nd G folw sig he f prov eme nig l of sign ilte om nts of of St t wa erpl on a stria w with seve r he for ef ree a e t T be nag o ra hat re. il t o rav on of on numbe sut fec he th th lking b for n rt t ppo the nt ide op t s n twe an the o th ad ou ew eg n of e e p in s: n a Ac el t at e h an b th A rinc ac St e ai impr o portu crosi l b a on Elg ig y dre l oth or new Al in en t 941 Co rtu t e e b f A96 u ce he Pla d ce ci n o Jo r c a su v h et al s r di ex ab r at e ese ma ty nd a o y in ni pl s tr c s n un hn the ov ter sta qu o l p n si ti Ed rd rd ef i a tra a p ni e l ty ty c e ; ce ng po f ca on j e de a nd j to un a f ston c a with i e c f s e gy or a ti k tio vi d ga ec nd a l il ic c l yc c to rk n H t r in r s e li es ly rt a of s ra tr ’s c r l e c it the tr fr ty o y t ig a t n pa l in li r e c af ka tio nt c o y o o e an re ’s; lo v sq o ng th n o or p si Ur ‘D f a p a Ro h g f Ro el ; to stre o n fi o re m g su r a f g mo pa e c n; n at u n t ki c re r f Str b esi ba h at t rk a es d de t Lo ad th a ew p ad he n he a pp tr e c e th n i e fl n sp c e th th li r at ed in e v a m nh e g a ee Te ow sie n str e ity g d t n ty e betw tworks e ro o r i e f a on g Fi Ma st ni A96 to bu s ew p de sign A96 fic er spac a Free a rt t ia A941 parks re sting o c n isu . ad ; h a p ng wil in nd nce an al oac di ns n s pro asi Th n nd roposa t Gree a; u he een ce ng st Dr the stree sing erp lan d un dom es Alex S es ese to Alex t me alo ation hrou nt h vide the with tree t aft vita the on o an f wit with b ra asit rie lost drop n n n n nt Re ot and ra t improv orth and t ew w l d l sa he t pro hin lity ndly ghout the ca walking, s’. L o a t h p for lo op he osie wil was improv Boru o to fe the t r mu foc w catio rt A96 ra he of je and in the en an ke parking it an op n th I rounda bou ct be h Roa d ece us p Ro ements lt de PAR T ed t ind d y e and in El he G storey i- r era tion th L ghb Elgin n incpa l Ale v appr oac sou M ad eme nt osie g velo from o re iabilt sary Elgin cyli e ustrial up o in ac n aste en n 2: xa nd pic d to riggs; to th t ti by w e he p by Lo byp vat ng TECHNIAL c ve e t it are al k G rp y prov El s he ou t o and c p d hin sie raf th t g ra lo lo up a ts ar re o f to g he la io he e and as re ar e as ld r f i de A w pm e n eas n n A i Roa d ic i t p s n c Co e de 941 n ou fa , de he ac f G le be on go st ark lo in n o of a w w t en c c M pu x he f re ri v nd nd ros op a co t ou ilt it a a ci e od a o an t th lin ast d t h pa ci e he nd ec lo b t and ty y ha o mo er c ri n o e ne l REPOT t wi a li d de ot k he it pmen e t pe f d ra in c t c e iv c a do c L y s he rpla n n thin w Par her not a e e ty osie d ater i r fe s t it ty umbe r e de st c Bor sire east an addit ion ra nt Roa d; r y safe m part nce en t be tw regio o k; urba n re; centre ; nsport f loca t pr u ol th withou ori oughbriggs; tr for AND development r of l lines, i ti ian Green ov e of e n work and of storey - ee n gin wi cen and an n; of l acord ance i the th de r the fee l an ng ACTION oad to tri e gui and /or s; the tr at the sign dema nds ps. d h city f al the area rontag e the tract av ding with cylin c Tesco area ; ar The i ifcant ng River i PLAN ve park of at a g 4

9 THE ELGIN MASTERPLAN One of the key objectives of the Masterplan is to improve pedestrian access across the A96 and in particular, the section between the Tesco roundabout and the A941. As this is also where much of the traffic from the site will be generated, it is critical to the plan’s success that the road be improved in such a way as to achieve the aim of increased accessibility, whilst accommodating any increase in traffic volumes.

Currently Moray Council is considering a number of traffic management options for Elgin including a potential new western distributor road. The Elgin City For the Future study does not specifically address the issue of the western distributor road as this is currently being worked on by Moray Council’s term consultants Jacobs. Whilst a decision is still to be made on the Western Distributor Road this study recognises the need for a complete and functional distributor road network to ensure that traffic related to the proposals in the city centre can be managed. This will be dealt with as part of the Elgin Traffic Management Project.

Although the A96 is part of the wider strategic network, the problems experienced by many drivers within the centre of Elgin are not generally caused by strategic traffic. A number of studies have N A L

P shown that approximately only a quarter of vehicles on Alexandra Road are travelling through R E T

S Elgin with the rest of the traffic starting and/or ending their journey within the city. The construction A

M of a bypass around Elgin would therefore remove a proportion of traffic from the city centre, but N I G

L not as much as people might expect and certainly not enough to justify the cost of constructing E E

H the bypass. T

A more effective solution would be to complete a series of distributor roads around the city to allow better access to non-central parts of the city from the A96 and A941. In addition to

50 allowing strategic traffic to bypass the city centre, this would encourage drivers with a non-central origin/destination to use the distributor roads and would remove a greater proportion of vehicles from the city centre than the bypass proposals. Furthermore, many of the problems within the city centre are caused by the conflict between east-west and north-south traffic, particularly on the section of the A96 between the High Street and North Street where these two movements combine; unlike a bypass which would remove mostly east-west traffic, the distributor road system would also benefit traffic on the north-south axis, thereby providing yet more benefit.

By allowing ease of movement around the city periphery, the distributor roads would remove the dominance of the A96 and A941, opening up development opportunities elsewhere within Elgin. They would also distribute traffic more evenly and remove pressure in a number of key congestion hot spots such as Edgar Road, as well as the city centre. In summary, the creation of a series of distributor roads would benefit more drivers, would have a much greater impact on reducing city centre congestion than a bypass, and is likely to be much less expensive.

Final Draft Report I MORAY ECONOMIC STRATEGY Preferred Option Testing Taking account of the key findings of the traffic model option tests and based on a number of stakeholder consultations, a preferred land-use strategy was developed. In the intervening period between option testing and the development of the preferred scheme, Jacob’s produced a future- year model which incorporated many of the committed developments and also the Elgin Traffic Management (ETM) proposals. The ETM proposals included new roundabouts on the A96 to permit right-turning traffic, widening of Alexandra Road between the Tesco roundabout and the A941 and the removal of eastbound traffic from South Street between Dr Gray's Roundabout and Hay Street, along with a number of other improvements.

The model nominally models 2014 traffic volumes, although traffic growth is predicted to be negligible over the next ten years and consequently the model is considered as a suitable base for modelling any year within the Masterplan period; indeed, with the addition of the Masterplan developments (and others), it is likely that the resultant traffic growth in the model is significantly higher than predictions and so can be considered as a robust assessment. N A L

The first task in testing the preferred land-use strategy was to estimate the likely increase in trip P R E T

generation as a result of the proposed development. Using the following list of developments, the S A numbers of trips generated were calculated using the TRICS databases, and the number of trips is M N I G given in Table A1 (Appendix 1); trip generation figures are also provided graphically in Figures A1 L E E

and A2 (Appendix 1). A more detailed list of developments assumed in the model is provided in H T Table A2 (Appendix 1).

For each new development the trip distribution of a nearby existing development of similar land use was used to distribute the generated trips through the network. A number of junctions were 51 identified during the option testing phase which were at or near capacity and which would need to be redesigned in order to accommodate the increased levels of traffic expected. These junctions were redesigned and tested firstly in isolation using Linsig (see Appendix 1) and then in combination in the model.

A summary of the modelled impacts of the Masterplan proposals are set out in Appendix 1.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 52 THE ELGIN MASTERPLAN on mul F The 5 Gre t f I f Centre sh in I on st a st t The f 5.34 a n n he he or lor rom i ppea nd nal .3 rat rat o its a a ------an L aro u ti- r t dd i ddi en eg eg o o M tr Draft ep l the s ld the cure sie wn. sto ansf an int Co ne br de hig inc sig line the an ling ast y ic a und tio tio a b c ace Car A96 sume oa to nor nd ar egra rey w dic e d nali t rea A9 Repo erp leg h ex n n, raf s; or Gre pe The nt n s d a b re ment qua p 1 ca at tensio tree t th ot ma 6 a uild ca he fic sed lan de se ark 50 e park tr rof con l tion rt Impr ed ocat ed en. r and d ee new of chosen r d Str stria I tion lity fun pa t lory ing p p r ca PA p fo cy t e of tha emo E eet rafic lined a n lot with d I ed ion. ect nvi rki lgi n ctio r p in RT A9 rs rk lor ec n o to t o fro av lew mi he t est ; t ng p vemn n. si ro g f he an p k c 2: v 41. the the ry ar n. th si in ze th Al ), ou er nta xe es se nm ri p j ay I un d te wi TE k, t g e lo pa e a ex av p d It ld of d , w tr e a s; c n g vi r l St CHNIAL e ng f c wi a ec Losi sta a o e re a str wil in r il e tio nt sua nu k m a be nd 4, me r vi nsp l s l Gi e e ta k t ee c tr l to bl p ov d s n an r a . mb co g r g il a b a l in n s p le a n e ish 0 t I t or iv / & ra e t er nsf e rk re r ts; r d d m em g re f s ep ov me e R e Wy is ur t in m in c e c oa r co Alexandr o C p o or sq m ac ha on d REPOT l ni id asu g p v o ac la v n en n oda te of t ode lin ercome r m d l m era l he tu f t ed t ces d o r ne ne spa ce c ow e acte ex istng tr a i yme re to th ng t an and me e. rs, nd he c the Ma st for n e tion and tree d spa ce to rised roundabou c up nt c AND d defin prese act s g en the 13 loses; t an he driv t the erp lan in a use w he of t line tre cyle ivty; c o ork spac a ar a resid e Ro ACTION No by: re No ers nt for 50 b low s w d new g ar and pa rks to would ad rt it asu traf rth boulev a p es a rier to prov h h anc i arkin r nt t ts n new ound L o Po mu cat St at co ic osie me ial w PLAN efe 60 e ide w re rt rpora t be domi i Losie lt ering t it g; of ard s et a spa h i c hin stor - s ct nd ar 60 tha c fou Gr 2 -T s t r he pa ce c o 6.5 wi osin nat ri pa r th e e t e ee f and ey r nit G mpl l t t e c f l in he c d he l e n, ar k. re ex y be a sqm e c d c s. g Elg r a c it e Plac s. oyme to ib S Cope The road, e ks r y n pa r Th poi t a nv ile il p in ce G n wi it pe ( i ark e s iron gro t y ’s king nt i esential Ma sterplan nt l , nt le fa l r f t s i o w st L re g s be r c cil un osie o l at ment re hi u ar , and de car Park n as including r lst et d ti built e pede Losi velop e pr f has r s pa rk patern; lor, main , uses eq uir Wyn oviding in part with t h to t e stri o e be pr th Gree d tain is t the pr e Cathed a an wo o ovide s easy en e Losie d. and r f opose d l eta in ivel St the ing desire spa ce east It ba sed upp er n Giles . aces y Nort its This r e fo a of d l r h re re numb fu st Tr Fi • • • • • • • gure ud ea l desig desig Sig Sig Re (rep be Re Re of Sig mid ea fu lo N lis y tme o ture ca m te m tw st er t unde e na na nali 8 wa dua lac ast bo o ned ned ntio tio ov ov ee nt Tra o f li li to y und f al al sat sat sat bo a n ed n of nsfo rpin ling junct sume be and in t t lok of of und o ion ion ion he of b t he twe orde lane y rmati the ped pa r two of ions Hig cr te of of of A ve en d at g osing st ex 96 ki A9 s. r est o th th C hicle -wa n h e t opti ng n hi to Haug ist e we d um Ped e e 6 Stre ri two a o s f a y Hi Ha a ng nd f f re ir Al on str s ro mi n c est Al tra stl f e g rk co e e ac h u at m i c exan s t un h n Al xa d xi y ri gh r f a g m c fi Ro eg en to osi i ti an e St i li L n d ha nd n c ng osi xa ti mo St dr er re ti y. a dra R ad es o i ng fi re so ng o c d n p a e Lo n St ed ro da a dr d e Du t as, e a a l e Roa Ro Sou d a re sie t / sin t on n G a s, W te tio wh / ri b d / A s ad il Ro ynd l d ng o A lexa Fi the the th Alexandra argely n es Al C g ich Gree th th l n into exa ad i u using exa al mo s S is th reb Ca ming jun / in tree nd propose d, we Dr e isu w nd Mu a crease nd ve n; r y ra aft ct opt as a re B t Pa ra p d Linsg f ra io oulevard lt e; fec ( Re Ro ro betw c store i- at i rk ea ns) on Ro on R St p R viding ting ad; d oad; o oad o and st re ; s ad rt side r lev ee and te et from I althou n y Ale PAR T jun sting . ea n els be a r c This e alt Dr ar r then de d xa twe ctio e o ernat c in 2: xist gh nd f pa rk apac tai Gray ph wo e tr n. de TECHNIAL n le in ra af in ase p ul iv Th d H art g fic t i c 's t ail R e t d o igh y omb , st oad is loc s ia Ro de e pla udy an be f as w x l or a un pe S sc w il d in t c tr b i par l ion id s pe e m ribe dabo ut c ee u w ati h t a REPOT e ilt t e ay ave hic d he s t ned t on d. t e d o of on and fol str h b c These i point impli in e n the r wou ians to ows: Lo si osi an n Sectio Ha the AND ee ded alow d transportation l cation ng d ugh cr appr oximately e junctio Hay mo need osing Gree n ACTION n i n del. two Road in 5. a s St); 2., i the sim to n s The ; terms were be PLAN ilar a 5

3 THE ELGIN MASTERPLAN 54 THE ELGIN MASTERPLAN F Al • • • • I jun of a if c of n i ou nal ex t W he o unce sim ct B R a S Ne S b ld an rde est igna igna elo c rid o Draft ion W ro de w ila req u es ern ge r c rta ughb ri DR s r pe d r ation lisa lisa s/eg to Repo on Ro unce int to D ire a w ad tio tio est istrb y low the alow res ere rt t gg s of reg n n he rtai rian I PA of of A96, the pr u the a fr use ntie t Rd. RT r or om sout ovi So A9 c d r bus i p osi ng 2: s uth Ro of de 41/ an ro Aso th hb re TE ad d po th the e d stat ng g C ou Bor . CHNIAL a ir b a c Th sa ol i rd d u ia nd s on io l n e -p ou le s ls is in no te um ve n g sta a tr g to A96 g d wo e t l t r a o s hb ty b the tio p sig f S b of er ul n ro REPOT tre ic ri l e a or n. d no na g v of flow pro n test to et ; gs ide d th obv d l rt s pre / pa s h and po ed , of Ro may Ale th io of AND t limnary sed Alex ad rafic at usly asump tions North xa ndra C right be wil (inc PO W and ACTION inc re v est -turners). lu olumes nee d proc re qu ra C la ern de s R ase o yout ired oad Roa d/A le ed u PLAN Dist to limt ge th w s c o ju be ere res. e wer oul n rib S nc e size tr d 96 t ac he u d ee t e ma io t w or c be de t w n; ide o A941 om ; de it f Roa d and si m h th nig gne re ore ac e oda t g to ju c d. ard (W e i th nc m a s ed , Ho an DR lo med iately ing tions fr weve r, w om ). 20% larg el t h safe In req uired e th som four e y th gr south A941 as er e e main ate r e a case an is r e of and a d t sult h s, l an ot if

Image copyright of ScotAvia images ACTION PLAN

Abbreviations

CoS Church of Scotland

EBID Elgin Business Improvement District

FSB Federation Small Businesses

HEI Higher Education Institutes

HIE Highlands and Islands Enterprise

MC Moray Council

MCoC Moray Chamber of Commerce 55

MTD Ltd Moray Tourism Development

NHSG National Health Service Grampian

SDI Scottish Development International

UHI University of Highlands and Islands

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 56 ACTION PLAN 6 DELI T F de li Fun Th wide r • div mea • • • • i nal e HE ersif he la S ra Find in re The a Mo A t E ra t li D re Mo whis S e a re le veri da m his he ving, Draft sta tra tra lg sure s t M rts, eve ad clud ngu ta se se isng nge rita ract a econmy in as ray ray r ica ing teg teg blis ng arc arc t hor k ing M egio hro enta co loping cu y, s ter ge and age Repo ing ing or ’s o wo tion y y to Coleg h h hed The th re lture n gle f ugh pla . bra VERY ay not hig tourism ns : servi and e re ly ACTION . wel rking, Found a rt new loca its he ns Wh chie profi n , ta of E nds, I Mora hlight reg es v . a a and the conm arious alth Cit PA il aims C qual - and c es inova e hig ile tion compre t e firms an onsi ional con ve he RT le ati lea y and Ma e for ofe y her s h li rese d Cen stab 2: th co of on mi va to ife E th rni for q le ic ste a is: t co Mo mi an ita ti TE a ua en r e e lu , te Mo tr th isu in n d a on tr sta l d Str h i th th rp ish no CHNIAL e c d n g s rc g d e a t te li e uc en ra sta ee re e e ty ese FRAMEWORK cti r wi th ac l t a l h at a p gr de li ay an mi i o ed y a s si te , h n Mor ha nk o e d f th o a a ti tio a f e th re d Mo v pr to v ’s te c gy nd ns. v c f te a se e to i ri l e s v oc s ea ity e the tiv si nti u Str l n ese c lo e ta cu e wi a r ek ri a ra d se tiv E ec de an isu c u i an d y pi ge c al ty sm REPOT in a e l lt th o s g k o ’s y n s e ek i wi nt Ar t ur o ng tie v mpr g e eg y re i rsh d t, nsi , t for f n’s to a el no o the or e y d s s e PL ts a i s, El hea ts p er op r ti e i f nd der to t o ip . a s my ang an ea t he r e Ce c me a gin xistng m ec and f ime fo dd re he onsi at M de po AND mea su Elg l . w d able arts on t o ure nt C of h ora e nsiv AN ide ac the ha d its v siton ity re r also omic in d infrastruc s el of et th an tivy. e s , of and y ACTION arch op busine e pot ran a Ce rabl as h e t se a a E he re d i eart e l t nd c re in he c ke d in s a nt e loc drin a pe ge on c to it e cau gion’s uc nt to re ultre, bu le y ec vistor Mora arts strat r rs, om de ses of a ial for of at ad ro tu & k po tu t PLAN to ilding se i ion ve on: re the a o le ic m ral, ou a e eg y, sit s r nd fe en ’s y cr lo in dev ole duc ance in giv St of ‘ tdo an ion gat and os Ec p r cou ac arc t ra t h he m t he p – e E e d he and at fo on igh t t la s ew lop lg ions e th e w se ra r ha M ion e r more he nt gy it c A in’ omi it e S ngin a M a e ge oray c in h , val t e th t , se c alt ra ’ y c he s ti ol or b as t in a g it it th e i on c c u v u te d i ue h y b ee ay m to it pr . c cl e nd ild pot w E t S a gy gic r he i as u i i e l ose Pla tr rs, nfra ri e omtes re dgi gin The lt t ac i e in c s. o at l n ng. e ur al t en rpe rfo gi a nort hrou g nt n t a e t atract ly ng key iv al i struc on Th M pr me gy. nd tr a o ial Moray bri it E with e nd n aste rplan y o h e e lgin and . gh h econ f ngs de fer, for E for rmance i e and sutaina bl of Moray t ome lgin’s ure industrial s r A red veloping a that bui renowed has Sco the a signpostin t fo Econ in br r expenditure. and a key lding mic rward to cl location oader tl cting o wel Scots a udin Econ an ad dreses f as world omic key r the sectors e ole d, pa rt on g and omic and r g the in ole f or of 6.1 Economic Benefits 3 The potential economic benefits of Action Plan delivery are estimated as follows .

BRONZE SILVER GOLD ELGIN CITY FOR THE FUTURE Construction Investment (£m) £53.4 £84.1 £211.3 Jobs 102 162 407 EMPLOYMENT net 828 1,466 2,649 annual GVA (£m) £49.9 £80.0 £123.1

High Street First Construction Investment (£m) £12.1 £31.5 £63.5 Jobs 23 61 122 EMPLOYMENT net 78 270 762 annual GVA (£m) £2.0 £7.5 £17.0

Innovation in Technology and Business N A

Construction Investment (£m) £24.1 £35.4 £45.6 L P

Jobs 46 68 88 N O I T

EMPLOYMENT net 641 974 1,336 C annual GVA (£m) £42.3 £64.8 £89.6 A

Education & Health Construction Investment (£m) £10.8 £10.8 £78.8 Jobs 21 21 152 EMPLOYMENT net 68 68 237 57 annual GVA (£m) £4.2 £4.2 £9.9

The Visitor Economy Construction Investment (£m) £6.4 £6.4 £6.4 Jobs 12 12 12 EMPLOYMENT net 41 154 266 annual GVA (£m) £1.4 £3.5 £5.7

Arts Culture Heritage Construction Investment (£m) £0.0 £0.0 £17.0 Jobs 0033 EMPLOYMENT net 0048 annual GVA (£m) £0.0 £0.0 £0.9

3 Estimates have been prepared consistent with HM Treasury and Scottish Enterprise guidance.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 6.2 The Action Plan The Action Plan specifies measures in each of the five platforms for change, highlighting lead and support partners, the likely timescale for delivery, the key supporting actions required and a broad indication of cost.

The timescale for delivery has been specified for each action and can be referred back to the bronze, silver and gold attainment scenarios (detailed in Section 4.2 of the main report). The timescale of this plan is from 2011 to 2021 with some of the longer term actions envisaged for delivery in 2022 onwards. The bronze, silver and gold phasing therefore refers to the following timescales

• Bronze 2011 - 2015 • Silver 2016 - 2021 • Gold 2022 onwards

The action plan is indicative and there may be projects that are interchangeable between platforms and phases. N A L P N O I T C A

58

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Platform 1 High Street First

Bronze: 2011 - 2015 Silver: 2016 - 2021 Gold: 2022 onwards T S R I F

High Street First Phasing Lead Role Support Cost T E E R T S

Maintaining and improving the centre’s accessibility for Elgin and Moray is critical to raising its H G I

attraction. Actions therefore focus on: improving links between Elgin and other settlements in Moray; H and developing hub facilities consistent with Elgin’s role.

i Improved Regional Public Transport Links Improved links to central Elgin from other parts of Moray will support its key retail, leisure, civic, administrative and employment role. Maintenance of a comprehensive 59 public transport network - servicing both peak hour and leisure time requirements - will also enhance Elgin’s ‘Gateway’ role to the rest of Moray. Proposed service enhancements will require liaison with businesses in the centre’s retail, leisure and other sectors.

Develop Elgin-wide Travel Plan; Bronze Moray Council/ Elgin BID, Implement service improvements Transport Transport Operators Scotland

ii Bus Station Relocation £4m An improved, relocated bus station is needed in the City Centre. Relocation is needed to support consolidation and improvement of the St Giles Centre. The preferred area for its relocation is Lossie Green, ultimately as part of a new civic square. Parking spaces will be reprovided elsewhere in the Masterplan area.

Commission Bus Station design, Bronze MC / transport Private (including options review). operators sector Relocate car parking developers/ Procure bus station redevelopment investors

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

Bringing increased activity and animation to the High Street environment will help to attract increased footfall (from residents and visitors) and related business activity. This should combine initiatives which help give a distinct sense of Elgin’s identity; broad-based environmental improvements which build on the High Street’s high quality; and initiatives to maintain high levels of service in businesses in the central area.

iii Moray College / UHI Teaching restaurant £100,000 Moray College has established strengths in hospitality and leisure. It has an existing for fit out. restaurant facility located on the campus. This would be relocated (or supplemented) Excludes in a centrally located property (High Street/South Street), providing operational, annual management as well as hospitality training in a ‘real world’ context. operating costs

Develop and agree training restaurant Bronze UHI MC/Elgin concept and operating model. BID, MTD

T Ltd S R I

F Identify appropriate premises (with a Bronze UHI MC T

E preference for sites in Moray Council’s E R T

S portfolio) H

G Agree lease arrangements, fit out and Bronze UHI MC I H commence operation

iv St Giles Church as the centre piece of High Street activity £2.5m St Giles Church is the most dominant building in the High Street, although it is increasingly under-used. Its re-use as Elgin’s main visitor information centre and/or 60 an events venue would help to attract and better orientate visitors to explore the High Street and neighbouring areas. This can only be done with the agreement of the congregation and the Church of Scotland. There has been a religious presence on the site for some 800 years, which in itself may provide the basis of a related exhibition.

Discussions with Church of Scotland Bronze MC, Church of MC, EBID, /congregation on acceptability of reuse Scotland MTD Ltd

Liaison with Historic Scotland Bronze MC Historic Scotland

Agree use specification Bronze CoS MC, EBID, MTD Ltd

Design & Implementation Bronze MC, CoS EBID, MTD Ltd

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost v A High Street Pavilion as a showcase for change £320,000 A temporary building with innovative design would be constructed and prominently positioned in the High Street. This would provide both a showcase for progress in implementing the Masterplan and as a temporary exhibition space. Opportunities to fund this privately should be explored.

Agree temporary use of space Bronze MC Community Councils, Statutory consultees

Prepare detailed concept and activity brief Bronze MC EBID, private sector

Identify potential sources of funding Bronze MC EBID, HIE

Commission Design Competition Bronze MC, Private EBID, Royal T S R I

Sector Institute of F T

Architects E E R T

Scotland S H G I Implementation Bronze MC, Private EBID H Sector vi Townscape Heritage Improvements £250,000 Elgin has a strong character of historic townscape and buildings and its central street pattern, High Street and Little Cross have a unique identity. This is 61 accompanied by high quality civic and institutional buildings. These features should be maintained and where possible enhanced to make the centre an increasingly attractive place to come to, use and spend time and money.

Prepare prioritised rolling programme of Bronze MC, EBID Building key buildings and related improvements owners, MC, (costed). Private Sector, Lottery and other funds

Implement improvements Bronze MC, EBID Private Sector

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

vii Business development & support to the leisure and retail sectors £500,000 Development of a package of advice, training and other support to assist businesses in investing in greater levels of business activity in the City centre, targeting visitor growth markets, improving their service offer, and engaging with City centre events and promotions. While promoting the active engagement of multiple retailers as well as the City Centre’s independents, this should include provision for targeted consultancy to smaller businesses.

Develop business support package Bronze EBID MC, UHI, MCoC, FSB, Private Sector

Development of employee training programme Bronze EBID MC, UHI, based on a training needs analysis of City MCoC, FSB, Centre retail and leisure employees (including Private

T those interfacing with visitors to the City Centre Sector S R I

F e.g. taxi drivers) T E E R T

S Reinforcing the City Centre’s retail & leisure role is a key strategic aim, and a benchmark by which H

G the success of the Masterplan will be gauged. The lack of central expansion opportunities has I H frustrated various attempts to redevelop and extend the city centre’s retail offer, while at the same time encouraging retailers to occupy space outside the city centre for example at Edgar Road. If Elgin town centre is to build its retail, leisure and commercial function, city centre sites need to be assembled and promoted for redevelopment. At the same time, development needs to be carefully phased in order to build city centre values. 62 viii City Centre Enabling Fund A City Centre Enabling Fund is proposed to support site assembly, compulsory Purchase Orders (if required) and the removal of constraints behind city centre development located to generate maximum economic benefit. There are a number of assets which the partners own which could be inputted into such a fund. Further discussions between the partners are required to ensure that sufficient funds are available to drive improvements to the city. In certain locations 4, Council sites may form part of an investment to improve and attract private sector funding for development by making development more viable.

Establish the scope for using Council and Bronze MC other public sector assets (land and buildings) to support city centre development (e.g. through disposal to generate receipts, or as contribution to a joint venture)

4 Subject to procurement regulations.

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost ix Physical Extension of St Giles Centre £12.1m The St Giles Centre is a key retail space; the city centres only covered mall provision and the town centre’s prime retail area. Despite various proposals for its extension, none has yet been implemented. It is unlikely that the city centre will be able to attract significant investment in the absence of modern and available floorspace. The extension of the St Giles Centre to the north and west (and possibly back towards the High Street could make a further 7,300 sq.m (76.600 sq.ft) available for retail/leisure-led mixed use development, albeit a smaller extension may prove more viable in the current economic/property climate.

Prepare development brief for extended Bronze MC Private site (acknowledging requirement for bus Sector, EBID station relocation)

Broker site assembly discussions with Bronze MC Private landowners Sector T S R I

Agreed Heads of Terms for consolidated site Bronze Private Sector F T E E R T

Site assembly Bronze Private Sector MC S H G I Planning application for mixed use Bronze MC, Private H development Sector

Implementation Bronze/ Private Sector Silver 63 x Southern A96 frontage consolidation £4.3m Marks & Spencer’s High Street store anchors the western end of the High Street. The area fronting the A96 also houses leisure and office uses. From the A96 this area presents a fragmented unattractive aspect. There is scope to introduce new activity here, reinforcing the Elgin city centre’s retail and leisure offer. A96 frontage consolidation could realise retail/leisure led mixed use development of 3,716 sq.m (40,000 sq.ft). Potentially, this would enable an M&S expansion, along with an extended leisure offer, without compromising car parking levels in this area. The site could be developed in individual parcels or as part of a combined development.

Prepare development brief for extended Bronze MC Private site Sector, EBID

Broker site assembly discussions with Bronze MC Private landowners Sector

Operator discussions re potential Bronze Private Sector requirements

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

Agreed Heads of Terms for consolidated site Bronze Private Sector

Site assembly Bronze Private Sector MC

Planning application for mixed use Bronze/ Private Sector development Silver MC

Private sector Bronze/ Private Sector Silver

Implementation Silver Private Sector

xi High Street East £4m The limited availability of potential retail development opportunities in the centre of Elgin extends in equal measure to hotels. The Masterplan findings indicate a shortage of good quality accommodation in Elgin in both business and leisure

T sectors. A centrally located hotel would support the development of Elgin’s night S R I

F time economy and potentially attract increased levels of expenditure to it. A site at T E

E North Port has been identified with High Street frontage and opposite the Moray R T S Council buildings. H G I H Prepare development brief Bronze MC Private Sector, EBID

Operator discussions re potential Bronze Private Sector requirements/ involvement 64 Broker site assembly discussions with Bronze MC Private landowners Sector

Draft Heads of Terms for consolidated site Bronze Private Sector MC

Site assembly Bronze Private Sector MC

Planning application for mixed use Bronze/ Private Sector development Silver MC

Implementation Silver Private Sector

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost

Planning for the City Centre’s future growth Lossie Green is critical to the future of Elgin’s city centre. It links the River Lossie to the centre. It’s proximity to Cooper Park also gives it considerable potential to better link the existing and potential visitor/cultural offer to the city centre. It is presently occupied by the Town Hall, car parking, and a combination of office, retail and industrial uses.

Projects such as the bus station relocation may be able to proceed here in the bronze development phase. At this stage, mixed use development combining retail, leisure, commercial and residential uses is not sustainable.

One of the Masterplan’s objectives is to build central area values over time, so that they are sufficiently robust to enable Lossie Green’s beneficial development for a range of uses. Its comprehensive development is envisaged in the late silver/gold development phases. Given the projected timescale for its development, the Development Brief for Lossie Green needs to be sufficiently flexible to enable it to respond to different scenarios. It also has to be able to reflect critical considerations such as the Town Hall, the challenges posed by the escalating costs of its

maintenance, its continued suitability for a range of community and civic functions, and its Listed T S R I

Building status; and progress in improving pedestrian access between Lossie Green, the remainder of F T the city centre and other areas such as Cooper Park. E E R T S H

xii Town Hall Feasibility Assessment G I The required strategy for the future of this building should acknowledge the scale H and nature of the building’s usage (existing and potential); increasing maintenance costs and the likelihood that this will continue; the potential benefits and costs of relocation and redevelopment; and community views on its future. The Town Hall occupies a strategic frontage site. Whether it remains as it is; is redeveloped in situ; or is relocated to a new building will have a critical bearing on the response of 65 developers to the opportunities the rest of the site offers once flood alleviation works are completed (anticipated 2014). Clarity over the Town Hall’s future is needed to prepare a meaningful Development Brief that the market will respond to.

Detailed assessment of: Bronze MC Town Hall condition, maintenance costs and implications; & Options for future provision of Town Hall functions

Consultation and decision on preferred Bronze MC option

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

xiii Lossie Green Development Brief The Masterplan has examined various development mixes for Lossie Green, none of which are viable at present. Once a decision has been taken on the future use of the Town Hall site, the flood alleviation works are close to completion and other activity is underway in the centre of Elgin this can be addressed. The availability of expansion space for the city centre is key for Elgin going forward. Having this land, adjacent to the existing High Street area will greatly assist the future direction of development of Elgin in the longer term.

Undertaking of site investigations to Bronze include contamination analysis

Preparation of Development Brief (involving Bronze MC, Private ElBID neighbouring occupiers/owners) Sector

Marketing of development opportunity for Bronze MC extension of town centre uses and

T identification of development S R I

F partner/funder. T E E R T

S Agreed Heads of Terms Bronze H G I H Submission of planning application Silver MC, Private Processing of planning application Sector

The area to the north of the A96 between the City Centre and Cooper Park has considerable potential in the medium to long term as pedestrian linkages across the A96 are developed and as 66 Lossie Green comes forward. This site helps define access to Cooper Park (and the Cathedral) as well as perceptions of Elgin. It is presently occupied by a combination of bulky goods retail and trade uses which would require relocation. The site could potentially accommodate relocated civic uses/ arts centre or residential uses.

xiv A96 North Development Brief/To East of A941 £32,170 The range of potential development mixes is linked to the findings of feasibility assessments for the Town Hall and the Arts Centre.

Preparation of Development Brief (involving Bronze MC, Private EBID neighbouring occupiers/owners) Sector

If appropriate, marketing of opportunity for Bronze MC UHI/others appropriate uses and identification of as development partner. Otherwise business appropriate case submissions for civic and related uses.

Submission of planning application Silver Private Sector/MC/UHI Processing MC

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost xv Alexandra Road Improvements £2.5m The replacement of a number of roundabout junctions on Alexandra Road with traffic signals and the introduction of at grade pedestrian crossings. Associated with this the widening of Alexandra Road between the Tesco and A941 junctions. The provision of shared foot/cycle ways along the north side of Alexandra Road and a footway to the south. Public realm improvements to create a boulevard along Alexandra Road.

Scheme Design Bronze Transport Scotland MC

Land Assembly Bronze Transport Scotland MC

Construction Bronze Transport Scotland MC xvi Lossie Green Multi-storey Car Park £4.5m The provision of a new multi-storey car park on Lossie Green to replace the existing

car parking and to accommodate the Masterplan. Access from the A941 and T S R I

Boroughbriggs. F T E E R T

Planning and Design Bronze Private Sector MC S H G I xviiReplacement Lorry Park £100k H The long term plans for Lossie Green will require a replacement and purpose built lorry park to the east of the town.

Land assembly, design & construction Bronze MC Total £35.20m 67

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Platform 2 Innovation in Technology and Business

Phasing Lead Role Support Cost Manufacturing in Moray accounts for a significantly higher proportion of economic activity than S

S Scotland as a whole. Much of this is based around its established food, drink, textiles and more recently, E N I offshore engineering sectors. Elgin itself is home to successful businesses including distillers Gordon & S U N I B MacPhail, Diageo, cashmere manufacturers Johnstons, and games developers Hunted Cow. N D N O I A T A Y

V The Strategy supports the continued development of businesses in established and emerging sectors G O O N L through actions to ensure continued provision of appropriate premises and sites, and encouraging N O I

N the ongoing development of effective links between local businesses and the skills and expertise H C

E available within Moray College. T

Facilitating development of new employment areas Industrial areas such as Chanonry, Tyock, Linkwood and Pinefield remain popular with local 68 businesses and there is continuing demand for expansion space. The Flood Alleviation Scheme will affect a number of these areas, generating a further relocation requirement. The need for additional business land was identified in the 2008 Review of the Moray Local Plan and in previous reports.

i Promotion of Barmuckity Business Park £40.1m While part of the site is constrained by flooding, Barmuckity is a key resource to enable the expansion and relocation of local businesses, and attract new investment to Elgin. It could provide at least 30 ha of general industrial land.

Completion of Flood Alleviation Scheme Bronze MC Finalise design guidance to ensure MC treatment of approaches reflects the sites location on the eastern gateway to Elgin. Develop Site Marketing Strategy Private Sector HIE, MC, SDI Submission of subsequent planning Private Sector applications for individual sites. Processing of planning application MC Site Servicing MC Private Sector, HIE Implementation Private Sector

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost ii Elgin West Research & Innovation Park Building on the development of the Life Sciences Centre and the skills and expertise £150,000 available at Dr Gray’s and Moray College, suitable ancillary office and research per space is required if opportunities in research and applied technologies are to be annum captured locally. The phased development of some 2,787 sq.m (30,000 sq.ft) of high quality business floorspace in the west of Elgin proposes to do this.

This is dependent on business provision elsewhere and the CPP partner’s assessment of displacement and additonality. Site acquisition Bronze Private Sector NHS Planning application submitted HIE Private Sector Private Sector, HIE NHSG, UHI Planning application processed Park development MC NHSG, UHI S

Private Sector S E N I S U N I iii Industrial Estate remodelling/ refurbishment B N D N O I

Expansion and relocation will leave existing industrial properties vacant, some of which A T A Y V

will have been subject to incremental development as businesses have developed. As G O O N businesses move to new space, this provides an opportunity to refurbish the vacated L N O I N

units to current standards, and to remodel units to the scale required by start ups and H C E

other businesses. While there is provision in the Moray Council’s Capital Programme T for £155,000 in 2011/12 and £113,000 in 2012/13, a similar level of provision is required following FAS implementation and as Barmuckity is developed.

Develop and implement refurbishment Bronze MC 69 remodelling programme iv Identification of expansion land Development rates over the past 3 years have shown a steady take-up of land. As Council-owned sites are fully occupied there is an acute shortage of serviced land ready for development. Elgin’s available employment land supply is limited to approximately 4 to 4.5 ha of developable land.

There are current and anticipated requirements in the area for some 16 hectares. In addition to Barmuckity and Elgin West further allocations are required to ensure that major external inquiries or the potential expansion/relocation requirements of larger businesses in the area in the medium to long term can be met and economic activity and employment retained locally.

Identify future employment allocations Bronze MC Private Sector through the Moray Local Plan process (reference in the Main Issues Report) MC Indicate allocations in the Proposed Plan Plan adoption anticipated MC

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

Moray and Elgin’s education sector can play a lead role in attracting new investment and developing business capacity to spur Elgin’s economic development. It has a critical role in assisting economic development through: further development of courses relevant to the developmental requirements of key sectors such as food and drink, tourism and health; establishing expertise (and a strong reputation) in these fields; and reinforcing its links with key sectors through the development of related research and advisory capacity, and provision of customised training programmes/ short courses to meet the needs of industry, commerce and the public sector.

v Continual dialogue Continual dialogue between Moray College staff and representatives of Moray’s key business sectors to ensure education and training provision closely tailored to business requirements.

Liaison through Wealthier & Fairer ongoing UHI MC, MCoC, FSB, Strategic Group MTD Ltd S S E N I

S vi Establish Business Development Support Unit £200,000 U N I B Moray College provides courses in Arts, Business & Management, Care & Social per N D N O I

A Work, Hospitality, and Science & Technology (including engineering). In addition to annum T A Y V

G their educational value, the skills and experience of its staff can be a useful resource O O N L for the local business community, both in providing advisory services and in assisting N O I N

H innovation in product and service development. C E T The support unit would provide a brokering service between local industry and educational resources (which may also include the Scottish Agricultural Colleges Business Services Office and other UHI campuses), assistance with product and service 70 development audits, signposting to potential funding sources and assistance in developing funding applications. (Dundee’s Innovation Portal provides a comparable example)

Identify collaborating HEIs Bronze UHI UHI, MCoC

Develop Support Unit Business Case Bronze UHI UHI, MCoC (potential for SEEKIT and other grants)

Establish Moray Business Development Bronze UHI Business Gateway, Support Unit UHI, MCoC

Site location of Elgin West Research & innovation Park Aerial photography copyright of ScotAvia images

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Platform 3 Education & Health

Cost Moray College and Dr Gray’s have a central role in the Elgin strategy. Moray College’s University H T status and its developing focus in key sectors will help to attract and retain highly skilled teaching staff L A E

and young people to Moray, supporting labour force skills development and efforts to promote higher H D

value economic activity. The development of training, advisory, research and product development N A

relationships aims to improve business competitiveness while also developing academic staff. N O I T A C

Dr Gray’s District General role is vital to the provision of accessible secondary health services in U D Moray; continuing medical training in Elgin; and the retention of highly skilled staff in the area. E Moray College’s campus re-development is critical to its future ability to provide university-standard courses and attract students and staff to Moray.

i Moray Life Science Centre £6m 71 Moray Life Science Centre is a joint Moray College/NHS Grampian initiative. It will become a key research, education and continuing professional development facility for the life science sector in the North East of Scotland and will be housed in a new building on the Moray College Campus. In addition to space to accommodate the College’s Health and Social Care faculty and NHS Grampian’s Clinical Skills Unit, commercial space will be available for related SMEs. Conference and meeting facilities will also be accommodated in it.

Additional research activities and commercialisation will be introduced to increase knowledge transfer with local companies. Remote and digital healthcare based on research and development being carried out by Moray clinicians is the initial focus of research activity.

The development of Moray College’s Life Science Centre, the particular expertise of senior medical staff at Dr. Gray’s, and the availability of comprehensive information at population level of the health of Moray residents presents a clear opportunity for Elgin to develop its position as a focus of health-related research. The combination of research and new facilities will help attract and retain key staff in the area.

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

Funding is committed by key partners and a Design Team has been appointed.

Construction of Life Science Centre Bronze UHI NHSG, HIE

ii Promotion of Specialist Research Chairs £6m Specialist Research Chairs will be supported to embed digital healthcare research in (3 years) Elgin and raise the prospects for attracting related companies to commercialise and apply related opportunities. These chairs should be supported by UHI specialist researchers.

Working with the private sector, establish Bronze UHI, Private NHSG, HIE Digital Research group Sector

Establish Chairs in Medical Web Science, Bronze UHI, Private NHSG, HIE Sector

H Consumer Heath Psychology and Mobile T L

A Health Technology with research support. E H D N

A iii Develop Moray marketing proposition to Digital Health sector N

O Effective marketing of Elgin’s package of: skills; academic facilities; demographic I T

A characteristics; and availability of related research and business premises to C U

D healthcare companies to encourage their development/location in Elgin. E

Develop Moray’s Health-related investment Bronze HIE, SDI UHI, NHSG proposition.(skills, resources, premises, support) 72 Develop & implement related Marketing Bronze HIE, SDI UHI, NHSG Strategy (target markets/companies)

Figure 9: Moray Life Science Centre

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost iv Serviced residential accommodation £4.8m When people are making choices about where to study or train, the availability of Phase 1 suitable accommodation is an important consideration. Accommodation is required to meet: Dr Gray’s staff requirements (trainee doctors and medical staff); and for those moving to Elgin to study. This should be provided in central Elgin, -medical staff need to be close to the hospital, students close to their place of education and the services and facilities they require. Hospital staff and students help generate a critical mass of activity in the centre of Elgin. While there may be opportunities for joint provision, NHS and College requirements may dictate separate provision.

There is an immediate requirement for some 50-75 spaces (the NHS requirement is for up to 30). As Moray College develops its University status, this is expected to increase in the medium to long term. This needs to be taken into account when developing solutions. As appropriate, the potential for reuse of former Council properties should be considered. Long lease arrangements and security of a long term income stream are needed to attract the private sector to develop this H T L

accommodation. A E H D

Specify accommodation criteria (location, Bronze UHI, NHSG N A

scale, cost) N O I T A C

Prepare and issue market brief Bronze UHI, NHSG MC U D E

Select preferred development partner Bronze UHI, NHSG

Agreed Heads of Terms 73 Submission and processing of planning Bronze Private Sector UHI, NHSG application MC

Develop accommodation for immediate Bronze Private Sector UHI, NHSG needs.

Plan for medium to long term Bronze UHI, NHSG requirements.

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

Dr Gray’s and Moray College each provide important services to Moray residents while making a major contribution to economic activity in their own right. The quality and condition of Moray’s hospital and higher education campuses dictates their future roles. Campus redevelopment at Dr Gray’s and Moray College will enable both to maintain and improve the quality and range of services provided to Moray’s residents, and extend their economic contribution by acting as focal points for research and related business activity.

In each case, recent redevelopment proposals have not been approved by their respective funding bodies. The scale of investment needed requires external funding approval, demanding that robust business cases be supported by consistent, concerted political support.

v Moray College Campus Redevelopment £28m Campus redevelopment will enable the College to provide a range of courses and facilities which capitalise on its University status, making Elgin an attractive alternative to more established Scottish seats of higher education. It will be a contributory factor in staff recruitment and the extension of advisory and research H T L

A capacity. E H D

N Refine & submit Business Case to reflect Bronze UHI Scottish A

N RAF rationalisation in Moray. Funding O I T

A (Accompanied by a strategy to influence Council, MC, C

U Government Ministers and key decision HIE, Private D E makers). Sector

Campus redevelopment Silver/ UHI Gold 74 vi Dr Gray’s Hospital Redevelopment £40m NHS Grampian has been preparing a masterplan for Dr Gray’s. Redevelopment which will provide a modern, high quality, medical service provision and research environment. It will also address access and parking issues and capitalise on partnership projects located nearby. Its comprehensive redevelopment was not prioritised in the latest Capital Plan.

Complete redevelopment masterplan, Bronze NHSG MC, HIE incorporating economic and business case (linked to economic impact and health research)

Pursue prioritisation in NHS Grampian Bronze MC, NHSG NHSG Capital Plan

Hospital redevelopment Gold NHSG

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost

Along with their core education and health service remits, Moray College and Dr Gray’s (NHS Grampian) also have an important role in harnessing their acknowledged research and delivery specialisms to the benefit of the local economy. vii Moray College/UHI Teaching restaurant See related action Platform 1 - High Street First, Project 1(iii) viii Continual dialogue Continual dialogue between Moray College staff and representatives of Moray’s key business sectors to ensure education and training provision closely tailored to business requirements See related action Platform 2 - Innovation in Technology & Business, Project 2(v) ix Establish Business Development Support Unit See related action Platform 2 - Innovation in Technology & Business, Project 2(vi) H T L

£84.8m - A E

£96.8m H D N A N O I T A C U D E

75

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Platform 4 The Visitor Economy

Phasing Lead Role Support Cost

While Moray’s tourism offer linked to whisky, the Spey Valley is of world renown, it has a limited Y

M number of visitor attractions marketed as such, its accommodation offer is limited, and the O

N availability of good quality food and drink establishments is inconsistent. Moray lacks a ‘gateway’ O

C and its coastal towns and Elgin in particular are not well linked to the attraction of Speyside. E R O T I S

I In Elgin, tourism is a relatively untapped sector despite the presence of significant assets in the town V

E and wider area. The strategy aims to give Elgin a clear strengthened tourism identity, promoting H T visitor facility and activity development under the regional Food & Drink, Environment and Heritage themes. It promotes action to improve the quality and range of visitor accommodation, attractions, amenities and activities and extend visitor dwell time and spending. It aims to position Elgin as a gateway to Moray’s Speyside and coastal attractions. 76 Moray Tourism Development Ltd will be a key delivery partner.

i Elgin Destination Strategy £60,000 There is a very specific requirement to establish a bespoke destination strategy for Elgin. A strategy that is targeted at altering the current dynamic for the visitor economy, challenging the status quo (which is not working for Elgin) and addressing a complacency about visitors and the untapped potential of Elgin as a compelling destination.

A new approach is needed that gathers all stakeholders around a refreshed and integrated strategy for city promotion with new thinking around key elements such as product development and product innovation, heritage appreciation, the welcome experience, the evening economy offer and the synergies with the development of local arts and culture activity.

Commission Strategy Bronze MTD Ltd, MC EBID, HIE

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost ii Visitor Management Strategy £25,000 As a sister strategy to the Elgin Destination Strategy above, this will concentrate on developing: clear arrival and information points which showcase the full range of Elgin’s developing tourism offer; path and other infrastructure to guide visitors around Elgin and its attraction and points of interest; and co-ordinated information on facilities, accommodation and events. It will also develop well-located parking facilities for car and coach-borne visitors.

Commission Strategy Bronze MTD Ltd, MC EBID, HIE iii Castle to Cathedral Heritage Trail £350,000 A Castle to Cathedral heritage trail will be developed as a central and currently missing component of the tourism infrastructure, encouraging visitors to explore the links from Ladyhill through the High Street to the Cathedral. An external loop from the Cathedral through Cooper Park would complete the circuit. This would be accompanied by interpretation, signage and promotion events Y M O

Develop Castle to Cathedral project, Bronze EBID MC, MTD N O C

specifying phases Ltd, HIE E R O T I S I

Implementation Bronze EBID HIE, MC V E H T iv City centre coach drop off and pick-up facility New facilities would be provided central to the High Street, providing easy access to relocated visitor information services and the proposed High Street pavilion.

Bronze MC EBID, MTD 77 Ltd v City Centre Lighting Strategy £250,000 Key buildings and spaces will be illuminated to highlight attractive features in the City centre to encourage visitors and residents to make use of the area in the evening. This would be part of the extension of Elgin’s evening economy and would be supported by coordination with city centre business to ensure appropriate leisure, food and drink and cultural opportunities are available.

Prepare Lighting programme, identifying Bronze EBID, MC MTD Ltd priority buildings and spaces

Implementation Bronze EBID, MC vi Relocation of Elgin Visitor Information Centre

See related action Platform 1 - High Street First, Project 1(iv)

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Phasing Lead Role Support Cost

vii High Street Pavilion

See related action Platform 1 - High Street First, Project 1(v)

viii Business Development Support £50,000 Business Development Support packages for hoteliers and restaurateurs. Elgin’s per accommodation and food and drink sector is tailored to a combination of local trade annum for and business-related demand. Business development support packages, including 3 years marketing, business development advice and potentially small scale grant funding, will be developed to assist restructuring towards the tourist and visitor economy.

Development of support packages Bronze Business Gateway, MTD Ltd, (including identification of available MC Business business development funding and Gateway, eligibility criteria) HIE, Visit Scotland, Y

M Private O

N Sector O C E R

O Business development & support to the leisure and retail sectors T I S I V E

H See related action Platform 1 - High Street First, Project 1(vii) T

ix The Moray Story / Grant Lodge Redevelopment £6m Grant Lodge is one of Elgin’s signature buildings and is in need of urgent repair. Its central location, within Cooper Park, between the Cathedral and the town centre, 78 suggests its use as a focal point for a major attraction and or interpretative facility.

It is proposed that the building be redeveloped as appropriate and extended to accommodate a range of functions: The Moray Story – a permanent exhibition telling the story of Moray’s people, its way of life and its key industries, temporary displays; and the Council’s archives (which are acknowledged to be of national importance).

Develop Moray Story concept Bronze EBID MTD Ltd, MC, HIE Grant Lodge Feasibility & Options Analysis, Bronze MC EBID, MTD including: Ltd, HIE, Legal/ Common Good factors Historic Current condition and risks Scotland Restoration options Expansion/redevelopment options Funding sources

Design Moray Story Centre Bronze MC or Trust Body

Implementation Bronze As above

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost x Events & Promotions Strategy £150,000 This would build on existing events in the Food and Drink and other specialist per sectors and seek to extend the range (in focus and size). annum

It would be designed to increase footfall at all times of the year. While promoting a range of events, it would also involve co-ordination of retail, leisure and accommodation business to ensure marketing and promotions are consistent. The Events & Promotions Strategy should identify emerging short and medium term opportunities as well as longer term objectives.

Develop Events and Promotion Strategy Bronze EBID MC, MTD Ltd, HIE

Develop integrated approach to Retail Bronze EBID MC Markets including farmers markets. Quality produce and goods should be emphasised, reinforced by strong Y

management and enforcement. A M O

programme of themed speciality markets N O C

should be co-ordinated with regular E R

market provision. O T I S I V E

In addition a loyalty card system should be H T further developed to attract retail and leisure customers to make greater use of the town centre and undertake return visits. £6.69m + £200,000 79 per annum

Strathisla Distillery

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report Platform 5 Arts, Culture and Heritage

Phasing Lead Role Support Cost E

G Moray has considerable cultural and heritage assets including the story of its development, its A T I

R archaeological and architectural heritage, and its coastline and valleys. In the Findhorn Foundation, E

H the Moray Arts Centre and Moray College’s renowned Arts School, it also has the basis for further D N

A development of a wider arts offer. E R U T L Developing the Arts Culture and Heritage infrastructure in Elgin will reinforce efforts to promote the U C

, City as a visitor gateway. It will also raise the profile of the area as a place to live, further adding to S T R

A the positive quality of life characteristics which the area presently enjoys.

i A new Arts Centre/Arts School UHI/HIE £10m- An expanded Arts School would enhance Moray College’s profile while also £12m 80 supporting arts-based activity across Moray. The proposed Arts Centre would include theatre, performance, and exhibition space, as well as artists’ studios. It would complement the work of the Findhorn Foundation. Such a facility should be centrally located to bolster Elgin’s role as a focus for arts and heritage activity. Feasibility work should be undertaken in tandem with analysis of Town Hall feasibility options as there is clear co-location potential.

Detailed assessment of Arts School/Arts Bronze UHI HIE Centre requirements, including facilities and floorspace. Location options to include Town Hall co-location.

Preparation of Business Case (dependent Bronze UHI HIE on findings of assessment)

Funding submissions Bronze UHI HIE

Implementation (linked to Campus Gold UHI HIE redevelopment)

Final Draft Report I PART 1: EXECUTIVE SUMMARY AND ACTION PLAN Phasing Lead Role Support Cost ii Regional Sports Facility Developing the area’s sports infrastructure will broaden the area’s cultural profile, £6 while also improving its links to tourism linked to outdoor recreation. Development of a regional sports facility for Moray will help develop Elgin as a focal point, complementing existing leisure centre provision. It will also assist in Moray College’s efforts to attract students from further afield as well as providing accommodation for its developing programme of sports and fitness courses.

Implementation (linked to available Silver/ MC/UHI budgets and consistent with Moray Gold Council Capital Programme) iii High Street Pavilion

See related action Platform 1 - High Street First, Project 1(v) E

iv The Moray Story / Grant Lodge Restoration G A T I R E

See related action Platform 4 - The Visitor Economy, Project 4(ix) H D N A E v Events & Promotions Strategy R U T L U C

See related action Platform 4 - The Visitor Economy, Project 4(x) , S T R

£16m- A £18m

Moray College - UHI 81

PART 1: EXECUTIVE SUMMARY AND ACTION PLAN I Final Draft Report 6.3 Delivery Structure As the area’s overarching partnership body, the Moray Community Planning Partnership should be the main reporting mechanism for implementation of the Elgin City For the Future project. Progress should be reported directly to it.

The project is comprehensive, and includes a holistic range of economic, regeneration and improvement themes. It aims to generate a major change of gear in the Elgin and Moray economy. Accordingly, its implementation will require action: by all of Moray’s key public sector bodies; by key businesses and across the main businesses sectors; and in some cases, commitment to resources by the Scottish Government.

Moving forward, there are some fundamental delivery issues linked to this:

• responsibility for implementation of the Elgin City For the Future project(s) needs to be clear; • co-ordination will be critical.

The people and organisation(s) leading implementation need to have decision-making capability N A

L and authority. In a project such as the ECFTF, this will mean the capacity to influence a range of P

N public sector bodies at senior level and either some delegation of decision making or the O I T

C development of clear channels of communication to enable swift decision-making. A

ECFTF will be a significant project, a key element within the overall Moray Economic Strategy and requiring concentrated staff resource for its implementation. Those involved need to have appropriate skills and experience in co-ordinating the delivery of complex projects. While these

82 skills may be available within Moray CPP member organisations, implementation will require a central focus on the ECFTF and the commitment and prioritisation of resources behind it. The approach to implementation clearly needs to be fit for purpose, and to that end the Community Planning Partnership has agreed the model (Figure 10).

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Figure 10 Structure and Roles UK GOVERNMENT AGENCIES, SCOTTISH MINISTER, TASK FORCE MORAY COMMUNITY SCOTTISH GOVERNMENT (INCLUDING PLANNING BOARD STAKEHOLDERS/LINK COUNCILLORS)

MORAY ECONOMIC PARTNERSHIP MORAY ECONOMIC STRATEGY PROGRAMME OF ACTION ELGIN - CITY MORAY ALIGNMENT OF CORPORATE, FOR THE ECONOMIC CAPITAL & REVENUE PLANS TO FUTURE RESPONSE PLAN DELIVER STRATEGY

OFFICER IMPLEMENTATION N A

GROUP L P N O I T

An Officer Implementation Group would be recruited from the Community Planning Partners and C A would be charged with implementation of the MES and the ECFTF project within it. This is a significant role and the resource implications are clear: i.e. this should be the officer’s main function. This Group would be responsible for developing an aligned Action programme. It would report progress in achieving this to the Programme Board, and from there to the Community

Planning Partnership. 83

The Moray Economic Partnership has been established to provide an economic focus within the Community Planning Partnership and specifically to deliver The Moray Economic Strategy and supporting projects, including the Elgin City for the Future project. The Programme Board would be its administrative arm, and include:

• Broad-based political representation: to establish a medium to long term consensus behind economic priorities; • Key business involvement at senior level: reflecting committed investment in the economy and their critical role in delivery; and • Key funding partners, represented at Convenor/Chief Executive or Director level. This includes: the Moray Council; Highlands & Islands Enterprise; the Scottish Government; NHS Grampian; Moray College; Skills Development Scotland; and the Moray Chamber of Commerce.

The Programme Board will be responsible for ensuring progress on the Elgin City For the Future project as part of its role in delivery of The Moray Economic Strategy. It will report to the Community Planning Partnership.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 6.3.1 Resources and Potential Regeneration Models Investment by both the public and private sectors will be required to help Elgin city and the wider economy to get back on track. The development platforms described earlier, depend on major investment.

With reduced levels of public and private sector capital investment in the current economic climate, there is now a need to consider and develop more creative and innovative financing models to support major capital projects. Below is a review of the main models, some of which could be relevant in assisting with the future growth of Elgin city. (Further information on the different structures for delivery options is provided in Appendix 2).

Local Asset Backed Vehicle LABV (local asset backed vehicle) is a corporate joint venture (JV) involving one or more public sector bodies and the private sector. The public sector’s interest in the JV is generally provided through the injection of land and property assets, with the private sector investing cash equivalent to the deemed value of these assets. However, this does not preclude the public sector injecting cash on its own with the private sector providing “in kind” specialist input such as development N A

L and delivery expertise. P N O I T

C The core aims of the LABV are likely to be linked to projects where the benefits manifest A themselves in land and property values, such as economic development, regeneration and corporate asset management. The future business plan will be predicated on realising sufficient latent value within the assets and to fund the servicing and repayment of private finance.

84 The nature of the project included in the business plan for an LABV is important because the real added value of an LABV is where it facilitates investment activity that otherwise would not take place.

An LABV also has the potential to deliver a pipeline of projects without having to enter into a series of separate procurements and provision on ability to ring fence planning, development or regeneration proceeds within the vehicle to help fund future projects. It can also provide the private sector with exclusive access to a potential substantial “deal flow” and the opportunity to work with the public sector to develop a long term, coherent investment programme.

In relation to Elgin, the main issue would be in ensuring sufficient value can be created from the asset inputted by the public sector bodies which can be matched by the private sector and then geared up to a sufficient level to undertake the development.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN It is envisaged in Elgin and Moray terms that such a model might well have substance in relation to larger long term projects such as the future redevelopment of Lossie Green, partly due to the scale and the life expectancy of an LABV which can be from 10 up to 20 years, but also due to the value and uses proposed for this site which could generate enhanced values relative to the smaller transformational sites within the City Centre. LABV’s have a number of benefits over more traditional development structures such as public sector land sales or development agreements including:

• Guaranteed minimum value for public sector assets on establishment of LABV • Further profits of the LABV above based value of assets shared 50/50 by public and private sectors • Public sector retains long term control over the development of its assets only selling individual assets to repay developers on an ad hoc basis • Assets revert back to the public sector if the LABV does not proceed • Uneconomic sites can be subsidised by the prospective future uplift of the area as a whole and by cross subsidising between sites, the model can satisfy best value requirements which might otherwise frustrate individual regeneration projects. • However, to succeed LABV’s require a diverse and substantial project pipeline, a good mix of public N A

sector assets and a readiness on the part of the public sector to take a long term approach. L P N O I T

In setting up a LABV a series of key questions require to be answered. These include:- C A

• Assuming decisions have been taken on the principle economic/regeneration aspects, the Moray Council could pursue these goals directly as a Local Authority or through some other delivery vehicle for example a development agreement joint venture company, PPP etc. If not,

how could an LABV help deliver aspirations and create additional value? Does Moray have a 85 detailed pipeline of regeneration projects that require additional funding? • Critically are the right kind of assets available to attract private sector partners and investors?

Ensuring a good mix between sites that are attractive to the market and other surplus, undervalued, or underdeveloped land is critical. Appropriate assets could encompass:-

• Surplus properties • Public sector brownfield sites • Investment properties • Sites for development • Operational assets • Income producing assets

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Local authorities must be clear regarding the type of partners they require. They need to evaluate the resources and skills needed, and:

• Target specific private sector groups that are likely to be interested in their particular assets; • Ensure the aims link well with an existing development plan; • Be clear on the role of the public sector and the governance of the vehicle; • Consider the level of risk the Council is willing to take and expect their partners to share; and • Ensure there are sufficient cross-parties to ensure the aims are achieved over the medium to long term. It is true to say that local authorities with a strong track record of delivering regeneration on a sufficient scale are likely to find attracting partners easier than others. Potential partners would be regeneration investors, pension funds, bank/financial institutions and property developers. Any number of additional specialist partners can be introduced once the structure is agreed. Delivery partners could include any of the following organisations:-

• Developers (operational or specialist) • Infrastructure delivery companies N A

L • Contractors P

N • Other public/private sector bodies. O I T C A Tax Increment Finance Since the economic downturn, there has been a steady increase in support for introducing Tax Increment Financing (TIF) to help offset the reductions in public sector capital expenditure. The TIF model was introduced in the United States some 40 years ago to allow local authorities to

86 invest in an area by borrowing against future property tax revenues. The initial area improvements funded through TIF would then extract commercial investment and generate tax revenues to pay back the initial investment.

In March 2011, the first TIF project in the United Kingdom was approved by the Scottish Government for the regeneration of Edinburgh’s Waterfront. Another TIF project for the regeneration of Ravenscraig near Motherwell was also approved and business cases for other investments are currently being developed. The TIF model is not without risk. One of the biggest risks is the potential for displacement, for example a TIF based investment may result in some businesses moving from one part of Elgin to another which would therefore reduce the additionality of non-domestic rates income and any subsequent economic impact.

It is likely that the TIF model will only be appropriate in certain areas, indeed COSLA has identified that TIF will only work under certain conditions such as large scale urban regeneration schemes where there is a strong prospect of payback through increased business rates and minimal displacement. Due to the scale of the proposals for Elgin and the more marginal nature of its property market, it is not seen as a suitable option for Elgin.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Enterprise Zones In the 2011 budget, the Chancellor announced the creation of 21 new enterprise zones within 11 of the new English Local Enterprise Partnership areas. Enterprise Zones were first established in the early 1980’s. New Enterprise Zones in England will benefit from business rate discounts, availability of super fast broadband within the zone, enhanced capital allowances to assist the manufacturing sector and inward investment.

Prior to devolution, 5 Enterprise Zones were developed in Scotland during the 1980’s and 1990s. While the Scottish Government now has responsibility for planning and non-domestic rates, taxation currently remains a reserved issue. However, the UK 2011 Budget makes provision for the introduction of Enterprise Zones in Scotland should the Scottish Government wish to do so.

While no official announcements have been made to date, the SNP’s intention as indicated in its 2011 election manifesto, was to introduce 4 EZs across the country.

JESSICA In 2010, the Scottish Government signed a funding agreement with the European Investment N A

Bank (EIB) to establish a new £50 million fund to support urban regeneration in Scotland. The L P

JESSICA (Joint European Support for Sustainable Investment in City Areas) consists of Scottish N O I T

Government resources and funding from the European Commission’s European Regional C A Development Fund (ERDF). Currently there are 13 Local Authority areas that are eligible to apply for the funding, albeit these are all based in the Central Belt with the exception of Dundee. In contrast to mainstream EU programmes, the JESSICA Fund provides support in the form of loans, equity and guarantees to help de-risk private sector investment in regeneration projects. It is also aimed at supporting public/private partnerships and provides an “everygreen” fund, which will 87 recycle public resources for future projects.

The funding works by member states of the EU being able to use some of their EU grant funding (structure funds) to make repayable investments in projects, forming part of an integrated plan for sustainable urban development. These investments may take the form of equity, loans and or guarantees.

Business Improvement Districts Business Improvement Districts were set up in Scotland in 2007 for areas where businesses had voted collectively to invest in local improvements in addition to those delivered by statutory authorities. There are currently 10 BIDs in Scotland with Elgin benefitting from one of these Business Improvement Districts.

This type of financing model will become increasingly important over the coming years as private sector budgets continue to fall. However, this type of initiative requires strong leadership and effective management with public and private sectors working closely together to invest in new development and drive future economic growth. We could see the extent of the current Business

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Improvement District in Elgin with the BID being expanded and being more heavily involved in certain elements of the proposed vision and through more active management of the city centre.

Development Agreements Development agreements represent a more traditional structure for property based regeneration schemes which seek to harness private sector expertise and the design, construction and financing of regeneration projects. Typically development agreements are site specific and the private sector will undertake the regeneration or new build of a property asset on behalf of the public sector. In return, the private sector may receive development rights to the remainder of the project site. Crucially, under this approach, the private sector can take possession of prime development land without the need to approach banks to raise acquisition finance. Generally, the public sector’s design brief will come with planning permission with the developer being required to deliver that phase of the project first. The public sector requirements are delivered, whilst removing the burden from the developer of obtaining planning for this one aspect of the project. The developers return on the project is dependent on achieving planning consent for the remainder of the site.

Property Leases N A

L This structure envisages the provision of regeneration projects by public bodies through revenue P

N funding rather than capital budget. Essentially, a private sector entity would contract with the O I T

C public body to build a development which would then be leased by the private sector to that A public body over a fairly long term. Rental payments would be made by the public body to the private sector rather than their being any capital payment. This structure is particularly effective for the provision of certain elements such as social housing, student housing, etc.

88 To work in practice, the structure needs to provide an attractive investment opportunity for the private sector. In particular, rents need to be at a level which will provide the private sector with an acceptable level of return on its investment. The length of lease needs to be of sufficient length to provide a reasonably long term guaranteed return on investment. Other issues relate to who should be responsible for management and maintenance of the development, should the structure include the grant of an option for the public body to acquire title to the development, perhaps on a phased basis over the lifetime of the lease? This structure could be appropriate in relation to the provision of student housing in Elgin.

In conclusion, there is no single delivery vehicle that will be appropriate for all regeneration structures and it is likely that a tailored solution will be required for each separate project. A range of matters must be considered, including the need for flexibility, the type of projects envisaged, the number of parties involved, tax implications and how assets are to be owned. The extent of the powers of public bodies involved in the project will also be of crucial consideration. The key factor in determining the appropriate delivery model for any regeneration projects will be the characteristics and objectives of the project itself and the location, scale and nature of the property market. None of the options presented above represent a complete solution to the

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN difficulties of project delivery in the current economic climate and these models will need to be refined and adapted on a project by project basis to fit the desired outcomes of the specific project. What is clear is that both the public and private sectors will need to continue to pursue innovative approaches if projects are to be delivered in spite of current financial constraints.

Broadly delivery vehicles are either corporate bodies (limited by shares or guarantee) or contractual entities (based on a partnership or consortium agreement). Further information is provided in Appendix 2.

The current economic situation and property markets are at or around their lowest point in the cycle. However, bearing in mind the timescale for the bronze, silver and gold delivery scenarios, and subject to the underlying case for redevelopment being robust, then the current situation need not necessarily be a significant problem, subject to a flexible and robust strategy that delivers results.

The most important aspects in ensuring a successful partnership between the public and private sectors is a clear demonstration of tenant demand, site availability, clarity on local authority policy, N A L

full Council support and a political consensus to reflect the long timescale of the project, clear P N

planning policy and a clear vision and plan for Elgin. O I T C A Town centres need to be supported, managed and protected to enable them to react to new forms of retail and leisure demand and overcome competition from other centres outside the area. In addition to their role as planning authority, local authorities such as Moray Council can have a vital role to play in developing and delivering town centre strategies by utilising their property assets/ownership and CPO powers to assemble key sites where appropriate. Robust and strong 89 planning policy is required in order to aid the efficiency of the CPO process and allow it to withstand inevitable challenge and scrutiny. Before deciding whether a local authority needs new delivery vehicles, it is important to consider the range of existing delivery mechanisms currently available.

Regeneration and economic development programmes do however not just need additional investment; they need to be successfully delivered.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 6.4 The Property Intervention Strategy – Building Land Value and Strengthening the City Centre

It is important that the property intervention strategy for Elgin is both realistic and deliverable but also helps develop Elgin’s economic growth and diversity, creates value and acts as a catalyst to attract and encourage further development of the city in the longer term.

It will be important to diversify the offering with the aim of attracting and retaining more visitors to the city centre, keeping them there longer and encouraging them to return. This will lead to more footfall and a more prosperous city centre.

It is vital for the future of the High Street area and retail uses in particular, that the retail element of the High Street/city centre remains complementary to Edgar Road and that the leisure provision of Elgin in its widest sense (to include restaurants, wine bars/pubs, cinema, hotel, visitor and cultural elements of the city) are retained and developed in the city centre.

Retail and leisure are now complementary activities and to attract people to the centre of the city N A

L and keep them there, and to encourage return visits, this mix of retail and leisure is vital. As a P

N consequence of this, the bus station which eventually needs to be relocated due to both O I T

C operational and capacity issues, and potentially for the expansion of the St Giles Centre, needs to A be relocated within the city centre.

In addition, future office development should largely be concentrated in and around this area to help develop critical mass and footfall. It is in this location that most of Elgin’s office occupiers are

90 currently located. By encouraging future office development in the city centre this will assist with sustaining leisure and retail facilities in this location.

To be successful and to reflect the current depressed economic and property market and the constraints on Lossie Green in terms of flood alleviation works (which will not be completed until 2014) and the issues of potential contamination which require to be addressed, expansion of the city centre into the Lossie Green area will largely be at a later stage of the overall Action Plan programme and under the gold delivery scenario.

Assuming the partnership are successful in the proposed bronze and silver delivery scenarios of the Action Plan, this will help build value and help sustain and assist financial viability of development in the Lossie Green area over time.

As regards the proposed uses for Lossie Green, this will very much depend on the success of city centre regeneration efforts. While there may be a particular emphasis i.e. retail/leisure or residential led, it is envisaged that Lossie Green will be developed in the future as a mixed use development and extension of the city centre/High Street area. Potential mixes in this location include retail/leisure, offices, residential, a further hotel as well as the bus station, a multi-storey

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN car park and civic, cultural and arts uses. A flexible mixed use scenario of the scale envisaged has been incorporated into the transport model and masterplan design work.

It will be important that car parking in the city centre meets current and future expansion needs and with the potential expansion of the city centre, further car parking will be required, albeit in the early phases of development it is considered possible to work with the existing car parks but encouraging better overall management and use of existing spaces.

Whilst the city centre will be a key focus in both economic and property terms, Barmuckity has recently had a planning application for the road layout approved, and the overall project planning application remains in progress - this proposal should be encouraged, subject to meeting necessary planning requirements, as there is strong demand for new industrial premises in and around Elgin close to the A96 and this would be an obvious location for such a use. The release of existing units owned by the Council on the various industrial estates located off the A96 to the east of the city centre would allow for their refurbishment for other businesses (including start ups) that need a more discounted level of rent than more established businesses. N A

The site to the west side of the city opposite the Eight Acres Hotel which was originally identified L P by HIE as a site for business space, should be reserved for a life sciences campus with NHS N O I T

Grampian and Moray College/UHI. Office development in its most general sense should, C A however, be restricted to the city centre.

Site of Elgin West Technology Park - Image copyright of ScotAvia images

91

The ability to link the key retail streets and in particular High Street to South Street will be important going forward in maximising the retail and leisure offer of the city centre. Initiatives by the private sector to do this should be encouraged.

The lorry park, currently located at Lossie Green should be relocated from the city centre to a site to be identified to the east of the city centre off the A96 freeing up space for additional car parking and future development of Lossie Green.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 92 ACTION PLAN d re a B ov p p us whic The a re Wit Co wit marke e Centre I e opi F F nee ds The e K viab a a Mo K e d t i o ngage x nables nga ge etail nd art ro mo ut emo ea ey nal ey is f f com ist es eral r lect lect h le ho nio h ray pe ring ners in th env le ing tran ma lo h Draft unt a sel the t ge ns rit e rty s ransf t o ca n mit co Elg t more a sp Cou o a Act n sing d isag y c ect p /UH trat s use sformat in for of of in a tions nd hang in ema n uld us ecif rop prop Repo be an ment t in. th he d ed ion t mind t de ion es rela s he ncil ey he ed t egr d ha I, he orma ic ert a d also a and rt t ve osed hav ing et na ransform in c there nd p Pla d c ve d re b that y of ee I from tion hosen ov ional sh aile d lea ote lopme iscu est PA tiona ce a stra the qui e n be b t e o oul nd dev era of o RT r tional ntia rta con e cu ma b ke to u to re a en a te en th o ee ses c f d l t r si c e 2: i le nd l y he me ve for e on n g nt on en e El om ster l pa lop om te at co go be b n te xi y t y a TE ra l ra g p e sid s oc f sur io tha b a n ne a sted to ti ur or e p in pr ve n ub m i p se CHNIAL il nsf l c ts a pr on p c n na s ar l ef a it la a e e r o e e p en r ite w ha t We Ma ri l a c e y e tio e th nm re it ge d ic ti nta a ce or ra n l d ir or es pa p t a cu o t l ha l g at n site d of i c t o ns te s m ise f fo se g s st o ste f k d d e ce e um th r ca r la of er ai fo d y. t ne e u e nt – e ati ar r cto El a su R d e s w a nsi ma r se d r i e nst ti r D nd t e p ese pl Re stances oth g e nd r REPOT ith on a l nt pp uses on gr to xi al e o re d to r r i a ties s n. with bene vels. nd evelop ment litc sting ow in G that loca ly fer to al n flects arch sites ort er we enc test in as rays t deliv Elgin an site imesc th at vo hav al prov i site l n t f ou p to l h they t tract ical prope ov AND ca as ke d he an in art c p th e c s/bu e onsensu Ho r propo ro erable han a ided Figure e age er n city i d v are produ CPO r be ale, of perty alue s wil c M to pot spital fin i I ACTION the n le nov ging ildings rt en ast ce the ve o fu c y ar a the un sals ential a ve ac ur nc stor, nt int ture in pe prov sele c cing erplan. kn der de withn po r o at and t r i A3 de e fut erest for a e riod t ve t owledge o erms n wil ion gree ime, l l lin icy ly n PLAN un man i t dev ure d t r sion v te ly brie he a t ev (pa ia de t kin h ac d his de r s. l o enc Pa finan the in e bil elop elo de f a of of v Mast d so M f co g T rk. El el s t ge t inf st he he e if ou ty ast re t ve pe t c e fle mo gin op he w a he ra r an . ci me i x m land orm qui t e s lo r ist y er Thi e u p r x 109) te al me a l s d ibil H t r se la p Hi and ce vi ge o nt p ing p gy, l re as of y m ig date s at e l n. sion. la s hol nt gh an r nt it x me an u h en e w io a pro y n pe p o t n r ow info Appe pro o o i dj e de S la l n ppo n vi S d i t an . nt ge t c den rt . t ee oin t re of ni posed ab l be ne Th re o ise. e r Th s posals rce/ d u s n nhance There et ds her e rtun of pie r rshi is ndix the ing ti are ng e e. strategy i t isues, fy mporta nt First w can to location o c with ps ites o th i at city cupiers land refl th u intere st, 3 mple ment be for al e nwil b and i be South pro nitative . crital ect so maximu o cen betwe en a asumptio built Moray t fo o lin h reduced vi n s wn o r f when tr lo e inancialy g des refl u the e and ed s th Street into er cal r to mas and er ect s mo City e Th to to the the ns to e re be 7 CONCLUSIONS AND RECOMMENDATIONS

The Elgin City For The Future Strategy is commended to the Board of Moray Community Planning Partnership. It is an ambitious and far reaching strategy which will support the restructuring of the Moray economy. The study clearly demonstrates the latent potential of the Community Planning Partnership to lead change and to broker a long term sustainable future for Elgin as Moray’s regional focus.

The following recommendations are offered:

• It is critically important that a project of this potential has the full support and endorsement of

the community and leading stakeholder organisations. The Moray Community Planning S N O I

Partnership should undertake a community consultation exercise in order to validate the content T A D

of the ECFTF strategy prior to its finalisation, approval and implementation. This consultation N E

could usefully be aligned with the development plan review process during the summer/autumn M M O

of 2011. C E R & S • The ECFTF strategy raises important issues for the Moray Development Plan review. The Moray N O I S U

Council, as planning authority should develop specific planning policy responses to support L C

city centre regeneration in Elgin. This should include an office and housing allocation for the N O city centre and bespoke urban design guidance for the central area. Planning policies should C be defensible and robust. 93 • In the spirit of cooperation, Moray College, Dr Gray’s and the Moray Council should commission a single and joint travel plan to address the travel patterns of these three institutions. A single travel plan would have considerable benefits for Elgin, rationalising staff and visitor car parking requirements, public transport services and sustainable travel options for staff, customers and visitors to these agencies.

• HIE, The Moray Council and Moray Tourism Development Ltd. should initiate an immediate review of the tourism and visitor strategy for Elgin in the Moray context and the work of Moray Tourism Development Ltd. This is poorly aligned at present. The emphasis of this review should be on addressing the role and branding of Elgin as a compelling visitor destination.

• The Partnership should prioritise the development of protocols that make it easy to do business together. This should include agreement on sharing partnership assets to support strategy aims and a strategic view on how to collectively manage important issues such as private sector receipts. It should also include working protocols to coordinate regulatory procedures to assist timely delivery of key projects and commitments.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN • The partnership should immediately address the leadership role for the ECFTF strategy and put in place structures that are clearly understood and enabled. This will be critically important in order to make life easy for those implementing the strategy on the ground and brokering new project specific delivery partnerships.

• The partnership should resolve to drive some key early win projects from the Action Plan and to deploy, where justified and necessary statutory instruments such as compulsory purchase powers in order to build confidence and make things happen. S N O I T A D N E M M O C E R & S N O I S U L C N O C

94

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN APPENDIX 1 TRANSPORT ANALYSIS AND TRIP GENERATION

Transportation - Options Testing An existing VISSIM model of Elgin was used as the basis for testing the impacts of any changes to the road network and the masterplan options. The model was originally developed a number of years ago by Halcrow, but was recently updated and recalibrated to a 2010 base by The Moray Council’s current term consultant, Jacobs.

The first task for the model was to undertake a number of option tests, both in terms of the type of development proposed and in terms of the road layout. At this time, only a base year model was available from Jacobs as they were still in the process of developing a future year model to test the proposed traffic management schemes elsewhere.

A number of land use options were tested, which mainly varied around the proposals for Lossie Green S and the High Street East areas; a range of different land-uses were tested in these locations including N O I T various combinations of office, retail and residential. These initial tests indicated that a large single A D N use in these locations (Option 1) would result in too much traffic generation within a concentrated E M M

peak, and that a mix of uses should be proposed for these sites instead. One key finding from this O C E stage of option testing was that options including a food retail element and associated high trip R & generation would result in significant traffic congestion and so should be avoided. S N O I S U L

Once the development options were narrowed down, a number of changes to the road network C N O

were tested. These options were tested using a “worst-case” development scenario in terms of the C level of trip generation; this would result in a fairly robust test for the various infrastructure schemes, but would invariably result in network issues being overstated. 95

At this stage, two junctions were examined in detail: the “Tesco” roundabout and the junction with the A941. With the key objective of reducing the severance caused by the A96, consideration was given to the replacement of these roundabout junctions with traffic signals which would be more compact and allow better pedestrian crossing facilities. The testing concentrated on the optimal layout and staging. Being a three-arm junction, the design of the A941 junction was reasonably straightforward and was very similar to the final design, but there were still a number of options to be explored in terms of staging, pedestrian crossings and lane allocations.

The Tesco junction however, proved to be very problematic in terms of design as there were simply too many major movements to accommodate efficiently. Various designs including a standard four-arm crossroads and two three-arm T-junctions were sketched up by our traffic engineers and tested, both in Linsig 5 and in the model. The crossroads layout could not be made to work due to the need for eastbound traffic on the A96 to make a right turn. The double T-junction design failed at fairly low levels of traffic due to a lack of stacking capacity between the two junctions.

5 LinSig is a standard industry tool for the design, modelling and analysis of traffic signals.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Eventually it was decided that one of the two side roads would need to be realigned to join the other, resulting in just one signalised T-junction on the A96. Initially, this was tested with the Tesco access joining directly onto the A96 with Haugh Road realigned to join the Tesco access road. However, the short distance between the major junction on the A96 and the minor junction between Haugh Road and the Tesco access meant there was insufficient stacking capacity. The problem was exacerbated by the need to allow articulated vehicles to access Haugh Road (specifically to service Tesco and its associated PFS), which resulted in large radii on each of the kerbs, shortening the distance between the two junctions further and increasing the required signal intergreens 6.

A similar design was therefore tested, but with Haugh Road joining the A96 directly and the Tesco access moved to join Haugh Road to the north. The layout of the site meant that there was a much greater distance between the two junctions and overall this design performed significantly better than any of the others; this was the design taken forward to the preferred option testing. S N O I T A

D The option testing phase also highlighted the need for the study scope to expand to incorporate a N E number of other nearby junctions. The option testing included local improvements at these M M

O adjacent junctions as part of the preferred option testing. C E R &

S Table A1: Development trips – morning and evening peak - total vehicles N O I

S (calculated using trip rates sourced from the TRICS databases) U L C N O

C Development Model AM AM PM PM zone trips in trips out trips in trips out 96 Healthcare worker’s accommodation 90 2243 The Moray College Campus Master Plan 8 34 8831 Student housing 17 3375 Alexandra Road – southern frontage 13 148 34 72 169 St Giles Centre extension 14 27 15 37 45 High Street (east) – Zone 15 15 22 23 34 36 High Street (east) – Zone 14 14 89 24 42 99 Alexandra Road – northern frontage 101 82 26 50 97 (Elgin Town Hall) Lossie Green 101 212 86 112 229 Lossie Wynd & Cooper Park 19 90 32 88 131 Grant Lodge restoration 31 15 4514 Elgin West Research Park 150 46 13 12 43 Barmuckity 160 177 96 81 162

6 Signal intergreens describe the necessary time lost between one signal turning red and the next signal turning green: the length of an intergreen is determined by vehicle speed and distance between stop lines.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Modelled impacts of the Masterplan Proposals The model shows that the evening peak (5pm to 6pm) will have the greatest impact on the road network. Analysis of journey times along the A96 in the evening peak show that westbound journey times are largely similar to those without any development or junction improvements, but eastbound journey times have decreased by over a minute. However, there is an increase in journey time on the A941 which is predominantly caused by the signals at the Hay Street/High Street junction which prioritises the A96 traffic; there is also some increase as a result of new signals at Boroughbriggs Road to allow development traffic to exit safely.

In the morning peak (8am to 9am) there is a small increase in journey time eastbound on the A96 and a similar sized decrease in the opposite direction. It should also be noted that there is an increase in journey time on the approach to Greyfriars Street in both directions which results from the use of fixed signal times in the model and could be reduced significantly through the use of Vehicle Actuated (VA) signals. As with the evening peak there is an increase in journey time on the S

A941 caused by the signals at the High Street / Hay Street junction. N O I T A D N Detailed analysis of the models is provided in the separate transport modelling report, which is E M M

held by the Partnership. O C E R & S N O I S U L C N O C

97

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN . , e l i c . a a s t 1 i / / : p e d h r s t s s e 2 : k f t p p y y e i i 2 n a r r o b b c i t t i l h f t e t f d d s r e d d i p t r e e o e i m s o e e i i r c r f a u t k k n p p d a a s s n n f s o u u n s i w i i d d . l l e e c c c a t o A e e e s e c i c c l r r r l c c l h e . o t i a t o o t t o o s a u u h f f n a p u t r s s e t d d s i i d e b o t c r o e e e w w t e f r r r C a n o e e o o n l l i e h c c m o y l l n % w a a t n l a d a a u f . g a a t o i 0 o t l o s l . r i p p g g s s r o l c s t i 2 y a l s s e o o t t n n e r e r r c a t t a i i i i a r c o f l y a h i k k u o o p e t n l n l b r y o e p c s % % e t o o t g r u h a a l l b s a o O f f h 0 0 d n c a m f . t w w s n h s e . % i 2 2 e a o e e s % r f f o T g c e t n 0 c h e i y y h h g 0 o o o t n u t t n c o C f 5 , i i k h b b i n l t 2 t d e . t f f s s i i e n y s l l y s d i r s e t i r w a c o o d d i r d m e e r e b x n s u u s a a e e o i v v . . n p c l f s l e D a o i c c l e i e n % % e e d n n f a o r l l a h f u u e l e n a g 0 0 e e n : o o n l & e a i i r e o d d e d c n r s t t h h a e 4 5 t / g f i o i v i c e e s u t t d t a a g g n d y f t t t r r o s h e i i e s a e s s e d t o t e i u b a a o i i a . e h h d l c l l s p x n e e e % e f o h h d C c l s r r r a e D t t a a r r e e n F 0 e i o % e n p s l o a a t S e e p o o s s b i o e i s 5 r e i r r f f 0 d d i s o . e t n n l n N u c s s t t m r u s o e e t t 5 n d y o o b o f o e e e e e n s o t t o n o O i i s t t s n n e d I a b c c c t a m m i e t a c h e d o s i e e n T e u u e t u l d d l l n a a a a t u u n p n f A c i x u d x o e i y o o d s s q e i e c p p p p p i u t S a D e a e t s s c c b e s s s s s l m e t o i / a i c r r r r m m l m l t c c m m N a a s r n c i e a u n s i u E s f u u o o o o a a o o u % e f e s i a s s u e e a s s n t f t d t i i p p n c c o o o M S I L s 0 i i s s l l l h h x q o o a e e r r t t g n n s M r A i T a - - - e i i r F t 4 F i r T t O F T e I I T a O C E / R 9 & 4 7 5 4 1 S - r 1 1 1 1 / / / r r r N 7 e / e e e e e e e b 1 t O I n n n n b b b , o e S m l o o o o m m m 4 U n u Z Z Z Z p L - u u u 1 n o - C / / / / n n n n z g 0 3 e 2 N t t t o l n 9 8 1 0 3 2 1 i n i 1 o o o t O e l l l 2 2 2 2 o d e e e s a C d l p z p p t t t t t i n n n c o o o o o o u o o o o o o o l l l l l o L B M n n Z Z P Z P n n P P P e

98 c i f l f i o a / t l i e r a t - ) n n e e - - s l l r s o o e e e a a s s u s s c i i i i n , d t t / / e r r u u s l l a o s e i i d n n a a t e s l p u i e i e e a a d d c p p s e t t r r d a x d d e e e i i e c e e n i i o t a i e x x m m i g r r t g f s s i i i p n p m f l o o t x n a n e e l i e n n r r r c o c m m 2 p e a m u h d o o o 2 2 2 2 2 2 2 2 p i h s o m c s s e s b i i c u e c r a m m m m m m m m r r e r a / 0 S a a l r e y a a t t e t / 8 3 5 0 0 0 7 0 0 i o r s l l p p e t a i s a 5 9 2 0 0 0 7 8 0 % u e t n c % , t t i a n m m s 8 9 2 2 3 0 1 1 d 0 f t a a i , , , , , 0 , 0 , , f l e o o o o e 4 e 1 1 p D d 3 n 7 8 6 6 h o c 1 r 3 1 c l ( x i r t n a s a e ’ l r m g P e ) ) e t t e t g r l n s s k g d l r e e a t n o a a n t a t r o i i o t t e e s n e n o s ( ( C n a w a e R u o n t t e m d r y o f e a e e M m l a o r a C p s h e e n r r p P s r r n 5 4 a y o s t t t m d o r o u o c l i r a 1 1 e l n S S n e s r l p h m e e i M e t e t a h e e n l h h t o v s G x v d m e n n G e a c u g g t a e e u e a r i i l o o c e t t h x o T D M h D S H S D a H Z e s A Z C

:

2 p S E I T I L I C A F G N I T S I X E H T I W A E R

u A

A

o D E T A I C O S S A T N E M P O L E V E D T E E R T S H G I r H e l G b a T

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN . d c f s / / / / i e t s f o r f % s s s s l n e l e a i p p p p 5 e n i i i i r % d i t r r r r i 3 w s t t t t m 5 s . s r i u y s p 3 n d i u d d d d b b e o n o h e e e e l o d t l c c . a l k k k k e d h n a 1 v a n n n n n s e y u i i i i i p k l l l l l e 3 c a s o m n a . d r u r r r r r d s w e e e o d o e a o o o o s n g y f f f f p i n e d s o r l n t r o n l e i f w u e i w w w w t l n s Z r a v e a s c e o o o o e t e i o r l l l l m a v s . x n l l l l e n h h i i a . i s t e t u e a a a a h c v o n t e s i c o l e c t t e c d e o o o o a i a s b t t t t o c a m i f h s c e i t p f t a f h c x e a f o i l e e o t % % % % T e t c m n p a i a i i m p 0 0 0 0 r s a . r y e n t d t r r s e d 2 2 2 2 b h e e e o e a t o r t i e n t y y y y h i s m n u o i l t m i m % l o o t b b b b e o f o t d p u z f t 0 g h s h k d p o d d d d n 5 o e s s l l i a u a l l e e e e s e k . . . . b a i i s h e c c c c d % a n n n n t e m w w d s p n u u u u o 0 e i e o o o o t b p n i i i i t t r a d d d d t i i p t t t t 5 m o a s e e e e e e l l d o a a a a l r t o i r r r r s s e t t t s s s s w r e e a a i i i i a f a a g n n l l l l v t e e e e d s h m r r r r g e e m e t e a a a a / i d d i e n r u a a a a S e e e e d C e e b n m s o r r r r d o i r r m i y N s s s s t s p t e g y e u o o b e e e e e e e e a m O o p s k t t t t n s I h l n n c c c c i m s . t s t e e e e o s T d i w e e g g l l l l i a a a a s u s t A a i i l e v h i o s e e p p p p p p p p i l s a D x s e a v s s s f s s s s c r s p i i i r i r r r r e W m m m m N a d a r e e u e k t E o o o o s s s o o o o h r c s n e i e i i c s v i a i c c c c o o o o M c c a e l l l l e h h h h h h o t n n n n t T m p T i T A F i F t S i i F o F I T g T M O C E R & 1 / / / / / S r r 1 0 r r r r r N e e / 1 / e e e e e b b 1 O I b b b b b e 8 1 S m m n , - m m m m m U u u o 0 4 L u u u u u , n n 0 0 Z 1 C n n n n n 2 6 5 1 9 0 e e , , N / t t t t t 1 1 3 1 1 n n 3 1 o o o o o O l l l l l 9 o o e e e e e s s C p p p z p z p t t t n n n n n o o o o o o o o o o o o o o o l l l Z n n Z n Z Z P Z P P n n n n

99 l l i i a a t t e e r r l n n a – o o i t s s i i e n r r n s ) e s a a o e u e d i e r p p i e e i t c l n r s u e e c c d i a a i i m m r r s o e o f f e a i i t r p f f t u u o o t x m ) e e i s s s r a l o c o c e a i i c e r 2 2 r i o r c m e e e f f o l l 2 2 2 2 2 2 2 f u u c m m 2 n i b s o i 2 f d i m m m m m m m ) 2 2 f s s a 2 5 m t t t l e e / e m o l s m m r 3 7 8 0 0 0 0 0 7 0 a a i l t 0 l l r i f f 0 8 5 5 0 0 5 0 9 5 % % n , % % , 0 9 6 u a 7 8 4 3 6 1 9 7 0 0 t e 9 0 , , 0 , , , 6 , , 8 5 8 , 2 8 o c e 5 5 t ( 2 5 2 ( 1 5 3 3 3 3 8 5 r 1 5 6 2 ( 9 1 e g a t d h n n c - a & k r o t o r o r n i k e u n f l d R r a i e t g h e y n t n P v a e t e n d s y i a r C o P r a e m r i h e k o r t e p r e s t d W G L e c c a h v r e s W e S n t u r t s l e e t r a i o u p a i i n o r n - h n m e t o s s x i o a r G p s s e s s g e e r n g o i

r l a l e e t v o o

m R B E R G C L L – A - i e S H

N I G L E

A E R A A E R A D N Y W E I S S O L A R T N E C

T E E R T S H G I H / T E E R T S H T R O N H T I W T U O

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN ) e u l b S N e r O I a T A s D e r N E u t M r a M p O e C E d R d & n S a N d O I e S r U L e r C a N O s l C a v i r r a

100 – s e l c i h e v l a t o t ( k a e p g n i n r o m – s p i r t t n e m p o l e v e D 1 A e r u g i F

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Figure A2 Development trips – evening peak (total vehicles – arrivals are red and departures are blue Fi n al Dr aft Re p o rt I PAR T 2: TECHNIAL REPOT AND ACTION PLAN 1

01 CONCLUSIONS & RECOMMENDATIONS APPENDIX 2 DETAILS & FEATURES OF POTENTIAL STRUCTURES FOR DIFFERENT DELIVERY OPTIONS A summary of potential delivery options available to local agencies such as The Moray Community Planning Partnership is presented below. This includes contractual solutions alongside both the local authority and partners acting as principal and joint venture options.

Option Detail Features Example

Contractual Traditional method for • Flexible Majority of local Arrangement securing goods, works • Simple to put in place authority arrangements or services from the • Suitable for most with the private sector private or third sectors public-private partnerships S N O I T A Wholly owned Enables local authority • Flexible Local authority wants to D N E subsidiary to do certain things it • Local authority needs kick start a project M M

O vehicle of local cannot do in own to secure finance where the service is new C E

R authority name, such as trade package without to the market or where &

S commercially, to receive private investment there may have been N O I

S the full investment • Ring fences risk market failure U L

C upside and call down outside of the local N O

C additional sources of authority finance • Local authority 102 subsidiary bears all risk

Joint Venture An efficient and • Common to be 50/50 Local authority Asset effective means of with no investor in Backed Vehicle (LABV) drawing on the skills, control, but any model experience and arrangement can be resources of each accommodated investor and sharing • Can be a flexible risk model • Needs minimum size to bear overhead costs • Must ensure interests of parties area appropriately aligned • Can be contractual model, corporate, partnership, limited partnership or LLP

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Option Detail Features Example

Development A useful tool for delivery • Limited control The local authority has agreement of new land • Risk transfer a clear vision and development, offering • Immediate cash return specification of how the local authorities a level of from disposal assets should be built control through planning proceeds. out powers while allowing private developers and/or registered provider a degree of freedom in delivering product to market S N O I

Asset disposal Straight sale of asset at • Immediate return from Where the local T A D

current market value in disposal proceeds authority (ignoring any N E M

the context of land • Straightforward planning function) is M O C

deals; the decline in • Low risk neutral as to how a site E R

development and other • Limited upside might be built out and & S N

land values has called wishes to maximise O I S U

into question whether capital receipts L C local authorities are N O meeting their best C consideration responsibilities in 103 disposing of assets at low values

Direct debt or A means to step in to • Local authority not Support for local equity support projects or able to make trading businesses investment business where funding speculative which are considered or support has fallen loans/investments vital to the community. away (may be particularly • Protection of jobs useful in current • State Aid issues need economic conditions), to be addressed and but local authorities need may make investment to ensure that they unviable receive a return • May not be politically commensurate with the acceptable or an high risks being taken. appropriate use of resources.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN APPENDIX 3 TRANSFORMATIONAL SITES – ISSUES, ASSUMPTIONS AND FURTHER COMMENTARY

The High Street currently turns its back onto the A96 running through the city centre. Bearing in mind the close proximity to Lossie Green, it is important that buildings backing on to the A96 are tidied up, where possible integrated with the A96 and also draw custom and footfall onto the High Street and surrounding streets, which will in due course with the expansion into Lossie Green allow for greater connectivity.

A number of key transformational sites (See Figure A3) have been identified under Section 6.4, which, if developed out as proposed, will assist in transforming the city centre whilst at the same time growing critical mass, mix and overall footfall which is important for the health of the city centre. S

N Key transformational sites and proposed uses are set out as follows:- O I T A D N E The west end of the High Street includes Marks & Spencer’s with land to the rear. This is an M M

O important gateway site into the High Street and houses a key High Street retailer whom it is C E

R important to retain. Whilst retail rental levels in the High Street are depressed as a result of the &

S current economic and property downturn, and the supply of out of town retailing at Edgar Road, N O I

S by enlarging the M&S Store (above car park), utilising a discounted High Street rental and by U L

C lengthening the period of existing lease over the entire site it is possible to make this development N O

C stack-up and it should be attractive to the owner of the current store.

104 Issues/Assumptions • Requires landlord and retailer to want to agree a suitable deal. Retail sector having a tough time in current economic climate. • Elgin may not be first priority for expansion over country. • Assumes a realistic rental can be agreed. • Assumes a longer institutional lease over the whole development can be negotiated. • Assumes technical solution can be produced allowing car park to be retained. • Requires a sympathetic planning solution.

Further Commentary • Should this proceed it is possible that other retail and leisure uses fronting onto A96 can be encouraged. • Subject to above, the scheme would be viable reflecting the nature and protection of current owner • There is also the possibility of providing a serviced office function along the A96 frontage to meet the needs of small companies creating a base in Elgin or wishing to relocate to more modern premises.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN The St Giles shopping centre is currently on the market as a retail investment. It is key in terms of the prime High Street retail provision and its location on the street, but could be further enhanced through expansion to provide an additional retail capacity and retain certain occupiers whose leases come to an end over the next few years and who might otherwise relocate from the city centre due to requiring a different sized unit or layout. In addition, redevelopment to the rear of the centre will enable a greater profile from the A96 as well as a more significant second main entrance to the centre and the High Street itself.

Expansion of the retail element of the property would allow a future purchaser a degree of asset management potential and an opportunity to increase value further.

Preliminary appraisals confirm that expansion of the shopping centre would potentially stack-up financially, even at a discounted High Street retail rental. However, development of the shopping centre will require relocation of the bus station which will add further costs to be factored into the S overall feasibility study which will require public sector subsidy. Currently, the appraisal works N O I T better for a small extension, avoiding the cost of purchasing other surrounding properties. A D N E M M

Depending upon the scale and complexity of the shopping centre expansion, this could involve O C E third party interests and a potential need for CPO powers to be implemented. Currently, it is likely R & that the Clydesdale Bank on the High Street could be purchased which could potentially assist in S N O I the layout of the scheme dependent upon the overall size and scale finally envisaged. There is S U L potential to enlarge the centre to different levels of scale, the lesser scale involves less risk and C N O

potentially a more viable option due to avoiding the need to purchase in surrounding properties. C

Should the current owner of the shopping centre not be interested in expansion, then a clear 105 vision for a future investor/developer of how the shopping centre could be expanded would be beneficial.

Issues/Assumptions • Depends on owner or new owner and their funders being prepared to expand the centre • Appraisal requires public sector partners to relocate bus station • Purchasing additional surrounding properties currently and making a larger scale expansion unrealistic at the current time • Planning consent being forthcoming • Bus station operator agreeing to be relocated within city centre Further Commentary • A number of the leases in the existing centre are of a short nature and it will be important to be proactive to retain • Additional space will provide the flexibility to potentially hold onto existing centre tenants • Timing is critical

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 47-71 High Street, Northport. A currently run down retail precinct with a Council leased and operated car park to the rear. It is possible to have a more dense development here either a hotel to service the city centre or a mixed use development which could include residential, housing, leisure office or a mix of uses.

There is currently demand from a 3 star national hotel operator for Elgin for a 50 bedroom hotel which would stack up. Further discussions with the owners of this property are required and a fuller understanding of the existing asset value of this site is required.

Issues/Assumptions • An ideal location for a new hotel in Elgin • Hotel only financially viable as part of mixed use scheme • Long lease to council. Would Council relinquish lease to allow a larger development of the site • Need to buy out existing tenants, cost to be determined. Subject to larger scheme including car S

N park at grade O I T A • Owner of site being persuaded of benefit of redevelopment. D N E M M

O Further Commentary C E

R • Need site of leases to clarify detailed floor areas and current value. &

S • Financial appraisal based on estimated value and areas. N O I S U L

C Joanna’s Nightclub/Cinema This is a large scale site fronting onto the A96. There is potential N O

C to refurbish/redevelop and potentially refurbish cinema to service the city centre with an enhanced leisure use to potentially include cinema/bar and retail/restaurant fronting onto the A96.

106 Currently it is understood that there is interest from an operator in this site, but it could be refurbished by the current owner operators.

Issues/Assumptions • Current owner or new operator being prepared to refurbish. • Current facilities could be greatly improved, potential for a small multi-plex. • Improve vista onto High Street area and create greater life in surrounding area. • Planning is sympathetic. • Getting the right mix of uses is important for viability.

Further Commentary • Could create an important addition to the improvement of the A96 with an attractive and complimentary range of uses.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Grant Lodge Potential cultural/archive facility subject to public funding and full detailed viability study.

Issues/Assumptions • Condition of existing building • Cost of refurbishment/redevelopment • Public funding is forthcoming • Detailed viability study and structural report are pro-active • Listed Building and Planning Consent are forthcoming

Further Commentary • Well located and potential to enhance the cultural aspects of Elgin. • Regarded as an important building but currently a liability and eyesore. S

St Giles Church itself is a significant building in the centre of the High Street which is not fully N O I T being utilised. Potential alternative uses for cultural, restaurant or tourist information centre or a A D N mix of all three are a possibility and would further enliven the High Street. E M M O C E

Issues/Assumptions R &

• Whether congregation will be prepared to release building or allow mutual use S N O I

• Will require public sector investment S U L

• DDA compliance issues can be overcome C N O C Further Commentary

• An ideal location for the relocation of Tourist Information Office 107

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Barmuckity Business Park The road layout for the proposed Barmuckity Business Park, to the east of the city centre off the A96, has recently been granted planning consent, and the overall project planning application remains in progress. Whilst the scheme would not currently stack-up as a speculative development due to the scale and infrastructure costs, site development for bespoke occupiers may make the scheme more viable. It is understood that the developer who has submitted the planning application does have such occupiers for a significant element of the site. Industrial use should in principle be encouraged, as it relieves pressure on the demand for new industrial space in Elgin. In turn, this will allow established industrial areas to be refurbished and be made available for other businesses (including start ups) that require a more discounted level of rent.

Issues/Assumptions • Requires a planning consent • Will require public sector input to support transport/infrastructure costs S

N • Requires a creative site layout to address flooding constraints O I T A • Assumes a reasonable level of pre-sales of land D N E • Will require design to meet design principles and overall masterplan M M

O • A phased development will be essential. C E R &

S Further Commentary N O I

S • Essential to meet the backlog of industrial requirements, frees up space for refurbishment U L

C • Probably need to be flexible over uses under industrial criteria N O C Elgin West Research and Innovation Park to the west of the city centre opposite the Eight Acres

108 Hotel. This site will require public sector intervention as the private sector will not intervene until proof of demand and rental/capital growth can be demonstrated for the development. There could be the opportunity for a public sector head lease to provide the comfort and security that an investor/developer would require.

Issues/Assumptions • Does not currently stack up financially • High cost of servicing and infrastructure means would require public subsidy • Need to consider pre-lets but potential issues with covenant strength and length of leases • Need to consider a pre-letting campaign • Need detailed costings and timescale along with proposals on design and layout.

Further Commentary • Need to review in relation to the needs of NHS Grampian/Moray College (UHI). • Needs a good early occupier and critical mass of enquiries to proceed. • Continue to monitor as market improves.

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN Figure A3 –Transformational Sites S N O I T A D N E M M O C E R & S N O I S U L C N O C

109

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN 110

Final Draft Report I PART 2: TECHNICAL REPORT AND ACTION PLAN