Council Delivery Plan 2018 to 2023
Performance Monitoring Report for Six Months Ending 30 September 2022
IMAGE: Cover page showing the title “Council Delivery Plan 2018 to 2023”, the subtitle “Performance Monitoring Report for Six Months Ending 30 September 2022”, the Orkney Islands Council crest, and the opening table of actions at BLUE.
Actions at BLUE
IMAGE: Report page showing the continuation of the BLUE actions table, including Public Bus Services and Orkney Electric Vehicle Energy Strategy.
1.2. Public Bus Services
| Field | Details |
|---|
| Description | Continue to fund core provision of public bus services across Mainland Orkney, and, subject to budget provision, improve connections between services e.g. bus to air/ferry connections and ferry to ferry connections. |
| Intended Outcome | More integrated and better-connected communities; Improved access to services and business/tourism opportunities through better transport integration. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 21 June 2022. |
1.5. Orkney Electric Vehicle Energy Strategy
| Field | Details |
|---|
| Description | Contribute to the delivery of the Orkney Electric Vehicle Energy Strategy. |
| Intended Outcome | Increased EV infrastructure and number of EV’s in Orkney, whilst reducing cost to the Council. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. Electric Vehicle infrastructure currently progressing with funded support from Scottish Government and the Low Carbon Travel and Transport Challenge Fund. Fees for the use of the chargers were reviewed at Development and Infrastructure Committee in September 2022 and an increase was agreed. However, the income will still not recover the full cost of operation which will continue to be a challenge. Packets of funding continue to be provided from the Scottish Government and are allocated to further Electric Vehicle Infrastructure projects as and when this funding becomes available. A recent funding package from Scottish Government has enabled the procurement of consultants to review the EV Charging Infrastructure Strategy. Officers continue to engage with OREF and other stakeholders, this is now business as usual and therefore it is recommended that this action is closed. |
IMAGE: Report page showing BLUE actions for Kirkwall Urban Design Framework and Superfast Broadband.
1.7. Kirkwall Urban Design Framework
| Field | Details |
|---|
| Description | Revised Kirkwall Urban Design Framework, incorporating the Your Kirkwall Action Plan. |
| Intended Outcome | Improvements to Kirkwall. Council, YP and partners better informed; YP connected to decision making processes. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
1.8a. Superfast Broadband
| Field | Details |
|---|
| Description | Lobby for Superfast Broadband – delivery of interim solutions to fibre based broadband in parallel with R100 commitments. |
| Intended Outcome | Relatively immediate access for all households up to 30 megabytes. Improved IT connections. Improved business opportunities in isles. Increase in connectivity speeds. |
| BRAG | BLUE |
| Target Date | 31-Dec-2020 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 23 November 2021. |
IMAGE: Report page showing BLUE actions relating to children’s and young people’s mental wellbeing and Child and Adolescent Mental Health Service provision.
2.1. Mental Wellbeing of Our Children and Young People
| Field | Details |
|---|
| Description | We will support the mental wellbeing of our children and young people by co-producing preventative approaches in consultation with young people as well as supporting early intervention and recovery/restorative services. |
| Intended Outcome | Improved awareness of mental health and wellbeing issues in our children and young people and better mental wellbeing for children and young people; Council, young people and partners better informed; Improved and appropriate mental health services to meet the needs & requirements of young people; Young peoples’ voices heard; Inclusiveness; Young people connected to decision making processes; Increased political literacy; Young people are respected, responsible and included. |
| BRAG | BLUE |
| Target Date | 30-Jun-2020 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
2.2. Child and Adolescent Mental Health Service Provision
| Field | Details |
|---|
| Description | We will review our Child and Adolescent Mental Health service provision and bring forward recommendations that align investment to our local need. |
| Intended Outcome | Realignment of resource and shared understanding of priority areas. |
| BRAG | BLUE |
| Target Date | 01-Dec-2018 |
| Lead | Stephen Brown |
| Comment | BRAG status at 31 March 2022: RED. Due to significant Scottish Government funding, all island Boards are to have critical floor staffing of 14 people. The specific posts in relation to this was approved by the Integration Joint Board in late 2021. Plans are underway to recruit following successful recruitment to the post of Clinical Director – Child and Adolescent Mental Health Services. It is therefore recommended that this action is closed. |
IMAGE: Report page showing BLUE actions for Mental Health Officer Training, Review Commissioned Services, and ‘Commissioned Provision’ opportunities for education and care.
2.3. Mental Health Officer Training
| Field | Details |
|---|
| Description | We will address the known upcoming shortage of qualified Mental Health Officer in Orkney by training two more staff. |
| Intended Outcome | Sustaining our ability to meet statutory requirements relating to the care and welfare of people with mental disorder. |
| BRAG | BLUE |
| Target Date | 31-Dec-2021 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
2.4. Review Commissioned Services
| Field | Details |
|---|
| Description | We will review commissioned services and bring forward recommendations in relation to children’s services priorities and long-term sustainability. |
| Intended Outcome | Realignment of resource and shared understanding of priority areas. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
2.5. ‘Commissioned Provision’ opportunities for education and care
| Field | Details |
|---|
| Description | We will explore and establish ‘commissioned provision’ opportunities for education and care. |
| Intended Outcome | A service to meet the needs of those currently on the edge of care; A partnership framework identifying partnerships, approved providers and the services provided; Commissioning protocol for the above framework. |
| BRAG | BLUE |
| Target Date | 21-Mar-2020 |
| Lead | Jim Lyon |
| Comment | This action was reported as complete to the Policy and Resources Committee on 23 November 2021. |
IMAGE: Report page showing BLUE actions for Corporate Parenting, Residential Child Care Provision, and related care services.
2.6. Corporate Parenting
| Field | Details |
|---|
| Description | We will develop our Corporate Parenting approach and establish a Corporate Parenting board. |
| Intended Outcome | Corporate Parents successfully fulfil this statutory role and the voice of care experienced young people and care leavers influence service development and policy. |
| BRAG | BLUE |
| Target Date | 31-Mar-2020 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
2.7. Residential Child Care Provision
| Field | Details |
|---|
| Description | We will review residential childcare provision to reflect changes in legislation and bring forward recommendations to establish a residential estate fit for the medium-term to include young people potentially up to the age of 25. |
| Intended Outcome | Orkney has a range of placements available that promote stability for children and young people. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
2.8. Health and Social Care Workforce Plan
| Field | Details |
|---|
| Description | We will work in partnership with NHS Orkney and the Integration Joint Board to develop a health and social care workforce plan that sets out the workforce and skills we need in Orkney to deliver required health and care services. |
| Intended Outcome | Clarity about what staff and skills we need in Orkney for effective service delivery. |
| BRAG | BLUE |
| Target Date | 01-Apr-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
IMAGE: Report page showing BLUE actions for older people’s residential care home workforce and Stromness residential care home provision.
2.9. Older people’s Residential Care Home Workforce
| Field | Details |
|---|
| Description | We will support our older people’s residential care home workforce to provide high quality care to people with dementia by delivering specialist dementia care training to those staff. |
| Intended Outcome | A well-equipped and confident workforce in relation to the provision of residential are to people with dementia. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
2.10. New Build Residential Care Home - Stromness
| Field | Details |
|---|
| Description | We will successfully complete the new build residential care home for older people in Stromness creating additional capacity and providing care for people with high levels of dependency. |
| Intended Outcome | Sufficient residential care capacity in Orkney. |
| BRAG | BLUE |
| Target Date | 30-Sep-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
2.12. Supported Accommodation Services
| Field | Details |
|---|
| Description | We will redesign our supported accommodation services for people with learning disabilities and create a core and cluster model to support people in the community. |
| Intended Outcome | An improved service delivery model that creates additional capacity and is per care placement more cost effective; Staff and service users engaged in service redesign. |
| BRAG | BLUE |
| Target Date | 31-Oct-2020 |
| Lead | Lynda Bradford |
| Comment | This action was reported as complete to the Policy and Resources Committee on 21 June 2022. |
IMAGE: Report page showing BLUE actions for physical activity, reablement, disability support, and community learning.
2.14. Encourage Increased Physical Activity
| Field | Details |
|---|
| Description | We will work with partners to encourage increased physical activity. We will explore, with partners, an exercise referral scheme. |
| Intended Outcome | Access to physical activity opportunities for people affected by cancer and other long-term conditions; Improved physical health within the local community. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
2.15. Reablement-focussed Approach
| Field | Details |
|---|
| Description | We will embed a reablement focussed approach in our home care service and work with service users to maximise their independence and ability to retain their skills and abilities as far as possible. |
| Intended Outcome | People who receive the service will be enabled to maximise their independence and ability to retain their skills and abilities as far as possible; Efficient use of home care staff resources through sustained reduction in time spent on tasks people could be able to undertake independently with the right reablement support. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 18 June 2019. |
2.16. Supporting People With Disability
| Field | Details |
|---|
| Description | We will support people with disability into purposeful activities such as education/training employment or volunteering. |
| Intended Outcome | Improvement of opportunity for people with disability to use existing resources. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Stephen Brown |
| Comment | This action was reported as complete to the Policy and Resources Committee on 18 June 2019. |
3.5. Community Learning Programme
| Field | Details |
|---|
| Description | We will develop lifelong learning opportunities through the Community Learning programme which will include a family learning programme. |
| Intended Outcome | Successful learners; Confident individuals; Effective contributors; Responsible citizens; Increased numbers of youth accreditations; Increased learning, confidence and skills developed; Progression pathways developed; Increased opportunities to participate in the local community; Relevant and effective Family Learning opportunities available; Family bonds strengthened. |
| BRAG | BLUE |
| Target Date | 31-Dec-2020 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
IMAGE: Report page showing BLUE actions for sports, leisure and learning trusts, the Local Housing Strategy, and the Islands Bill and National Islands Plan.
3.7. Trust Options for Sports, Leisure and Learning
| Field | Details |
|---|
| Description | We will review trust options for sports, leisure and learning. |
| Intended Outcome | Sustainable and efficient range of services and opportunities as part of Orkney’s human and social capital. |
| BRAG | BLUE |
| Target Date | 31-Dec-2021 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 18 June 2019. |
3.8. Local Housing Strategy
| Field | Details |
|---|
| Description | We will review the Local Housing Strategy. |
| Intended Outcome | Revised strategy covering housing priorities. |
| BRAG | BLUE |
| Target Date | 31-Dec-2019 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
3.10. Islands Bill and National Islands Plan
| Field | Details |
|---|
| Description | We will continue to make representation to influence the Islands Bill and National Islands Plan to achieve the best possible outcome for our communities. |
| Intended Outcome | An Islands Bill which represents the needs of, and empowers, our community. |
| BRAG | BLUE |
| Target Date | 31-Dec-2018 |
| Lead | John Mundell |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
IMAGE: Report page showing BLUE actions for the Empowering Communities Project, Enabling and Empowering Communities, and economic development.
3.11. Empowering Communities Project
| Field | Details |
|---|
| Description | We will review and develop the Empowering Communities Project to create a sustainable model which will enable and empower communities in the delivery of services and projects in their community. |
| Intended Outcome | More efficient delivery of services at a local level, with associated local employment opportunities. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | John Mundell |
| Comment | BRAG status at 31 March 2022: GREEN. The Empowering Communities Project was established on a permanent basis following a review and agreement by the Policy and Resources Committee in November 2020. The stabilisation of the project team has been completed and the Link Officer for the West Mainland Community Councils has been recruited and will commence an action plan for the area. All Link Officers continue to provide support and develop projects for their areas. The project is now part of normal service delivery therefore it is recommended that this action is closed. |
3.12. Enabling and Empowering Communities
| Field | Details |
|---|
| Description | Pursue the aim of enabling and empowering communities to support the Council in delivery of services as an alternative to current systems and have more involvement in decision making about local services. |
| Intended Outcome | More efficient delivery of services at a local level, with associated local employment opportunities. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | John Mundell |
| Comment | BRAG status at 31 March 2022: GREEN. The Empowering Communities Project was established on a permanent basis following a review and agreement by the Policy and Resources Committee in November 2020. The stabilisation of the project team has been completed and the Link Officer for the West Mainland Community Councils has been recruited and will commence an action plan for the area. All Link Officers continue to provide support and develop projects for their areas. In addition, a small works proposal is being explored with the aim to introduce new opportunities for local contractors to undertake small repairs in the community. The project is now part of normal service delivery therefore it is recommended that this action is closed. |
4.3. Reprioritise Economic Development Activity
| Field | Details |
|---|
| Description | Reprioritise economic development activity and funding on inward investment and facilitating projects and programmes which will have the highest/transformational impact for job creation, inward migration/retention of working age population and community enablement. |
| Intended Outcome | To support local community and business growth to support population retention and growth. |
| BRAG | BLUE |
| Target Date | 31-Aug-2019 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
IMAGE: Report page showing BLUE actions for Crown Estates marine management and waste management.
4.5. Establish Crown Estates Marine Management Pilot Status
| Field | Details |
|---|
| Description | Establish Crown Estates marine management pilot status and Marine Planning Authority Functions – with focus on Island Authority governance and local expertise model. |
| Intended Outcome | Transfer of functions and income; Dedicated professional Marine Planning Service. |
| BRAG | BLUE |
| Target Date | 31-Dec-2021 |
| Lead | John Mundell |
| Comment | This action was reported as complete to the Policy and Resources Committee on 23 November 2021. |
4.6. Waste Management
| Field | Details |
|---|
| Description | Review and establish fresh approach for waste management/recycling/handling including community-based models. |
| Intended Outcome | Principally to reduce the cost of waste disposal. Increase community participation and responsibility. |
| BRAG | BLUE |
| Target Date | 31-Dec-2022 |
| Lead | Hayley Green |
| Comment | This action was reported as complete to the Policy and Resources Committee on 21 June 2022 |
4.8. World Heritage Site Strategic Masterplan
| Field | Details |
|---|
| Description | Develop and Implement a World Heritage Site Strategic Masterplan including Gateway facility and core infrastructure projects. |
| Intended Outcome | To provide effective visitor management and address infrastructure constraints. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. World Heritage Site Masterplan recommended for approval by Development and Infrastructure Committee in April 2019. This covers five key elements – orientation centre, vehicle access and parking, footpath and active travel network, interpretation and other facilities, for example toilets, charging points and camper vans. A Memorandum of Understanding (MOU) between the Council, Historic Environment Scotland and Highlands and Islands Enterprise was signed in June 2019 committing all three bodies to work together to conserve the World Heritage Site and enhance the visitor experience by looking at ways to manage the increasing number of visitors to the site. The World Heritage Site Gateway project has secured an indicative award of £6.5M through the Islands Deal and consultants have been appointed to prepare an Outline Business Case (OBC). Public consultation on the proposals was undertaken during September and October 2021 to inform preparation of the Outline Business Case. The OBC was drafted at the end of March 2022. Following further discussions between the partners the OBC was approved and presented to the Islands Deal Programme Board in August 2022. The OBC has been approved and submitted to the UK and Scottish Governments for consideration. It is therefore recommended that as this project is now an Islands Deal project that this action is closed. |
IMAGE: Report page showing BLUE actions for youth work, cultural heritage, culture funding, recycling and waste reduction, and public safety.
5.2. Youth Work Approaches
| Field | Details |
|---|
| Description | We will take Youth work approaches to promote and encourage social responsibility in young people for example, through volunteering opportunities. |
| Intended Outcome | Increased social responsibility; Young people make informed choices; Positive quality of life; Active volunteering; Young people voices heard; Good citizenship; Young people participate positively within their communities; Increased skills and confidence. |
| BRAG | BLUE |
| Target Date | 31-Dec-2019 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
5.7. Strategy to Further Protect Orkney’s Cultural Heritage
| Field | Details |
|---|
| Description | Work in partnership to deliver the Strategy to Further Protect Orkney’s Cultural Heritage. |
| Intended Outcome | To contribute to the further protection of Orkney’s cultural heritage now and into the future. |
| BRAG | BLUE |
| Target Date | 31-Dec-2019 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
5.8. Culture Fund
| Field | Details |
|---|
| Description | Further promote and administer Culture Fund through core funding and grant assistance scheme to support community cultural activity. |
| Intended Outcome | A diversity of arts, heritage and cultural activity is provided by organisations and groups for Orkney’s community. |
| BRAG | BLUE |
| Target Date | 31-Mar-2020 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
5.11. Recycling and Waste Reduction
| Field | Details |
|---|
| Description | Increased education and awareness raising activity associated with recycling and waste reduction agenda. Supporting young people to take forward the plastic straw initiative. |
| Intended Outcome | Establish dedicated Member Officer Working Group. Identification of affordable initiatives to meet this objective Pupils speak to headteachers, parent councils and officers |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | This action was reported as complete to the Policy and Resources Committee on 21 June 2022. |
6.1. Public Safety and Staff Wellbeing
| Field | Details |
|---|
| Description | Continuous improvement in all measures associated with public safety and staff wellbeing and safety across Council assets and services. This will include delivery of a proactive Health and Safety policy and plan. |
| Intended Outcome | Continuous improvement to public and staff health and safety environment; High level of customer satisfaction for statutory services. |
| BRAG | BLUE |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
IMAGE: Report page showing BLUE actions for workforce planning, capital projects, and the long-term financial plan.
BV1a. Workforce Planning
| Field | Details |
|---|
| Description | Develop detailed Council-wide and service workforce plans that consider future workforce needs, current capacity, supply and recruitment, skills, and financial constraints. |
| Intended Outcome | Council services delivered by the best possible Council staff resource that can be afforded within current financial constraints. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Andrew Groundwater |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV1b. Capital Projects
| Field | Details |
|---|
| Description | Implement the Project Management Module on Concerto. Raise awareness of the newly developed Capital Project Appraisal Guidance amongst the Corporate Management Team and others with a role in capital project applications. |
| Intended Outcome | Council buildings and other physical infrastructure, and physical assets including ferries, tugs and pilot launches, which better meet the needs of service users and the general public, through having been completed on time and within budget. |
| BRAG | BLUE |
| Target Date | 31-Mar-2019 |
| Lead | Lorna Richardson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV1c. Long-term Financial Plan
| Field | Details |
|---|
| Description | Develop a long-term financial plan for the ten-year period 2018 to 2028. |
| Intended Outcome | A financially sustainable Council, that is able to deliver services, maintain assets, and achieve its strategic objectives. |
| BRAG | BLUE |
| Target Date | 31-Dec-2018 |
| Lead | Gareth Waterson |
| Comment | This action was reported as complete to the Policy and Resources Committee on 18 June 2019. |
IMAGE: Report page showing BLUE actions for the Digital Strategy, IT Strategy, and Customer Services Platform.
BV1d(i). Digital Strategy and IT Strategy
| Field | Details |
|---|
| Description | Implement the Digital Strategy and IT Strategy, and associated work-plans. |
| Intended Outcome | More accessible information on the Council and its services, and the ability to carry out transactions, all on a 24/7 basis, whilst maintaining the option for non-digital alternatives; and, within the Council, more modern, more efficient, and more cost-effective Council administration. |
| BRAG | BLUE |
| Target Date | 31-Mar-2020 |
| Lead | Hayley Green |
| Comment | This action was reported as complete to the Policy and Resources Committee on 3 December 2020. |
BV1d(ii). Customer Services Platform
| Field | Details |
|---|
| Description | Complete the introduction of the Customer Services Platform, and the Council Website redesign. |
| Intended Outcome | More accessible information on the Council and its services, and the ability to carry out transactions, all on a 24/7 basis, whilst maintaining the option for non-digital alternatives; and, within the Council, more modern, more efficient, and more cost-effective Council administration. |
| BRAG | BLUE |
| Target Date | 31-Dec-2020 |
| Lead | Karen Greaves |
| Comment | This action was reported as complete to the Policy and Resources Committee on 22 June 2021. |
IMAGE: Report page showing BLUE actions for self-evaluation, service planning, and committee recommendations.
BV2. Self-evaluation
| Field | Details |
|---|
| Description | Review the Council’s current self-evaluation arrangements and develop a revised How Good is Our Council? model encompassing corporate level, as well as service level, self-assessments. |
| Intended Outcome | Improvements and developments to Council services that have been informed by a greater understanding of the strengths and weaknesses of Council services. |
| BRAG | BLUE |
| Target Date | 28-Feb-2019 |
| Lead | Andrew Groundwater |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV4a. Service Planning
| Field | Details |
|---|
| Description | Within the new Council Plan 2018-2023, and the new 2019-2022 service plans, make explicit the intended impact of Council and service priorities and targets on Orkney’s communities. |
| Intended Outcome | Service users and the general public with a better understanding of, and greater confidence in, the extent to which Council services and activities focus on Orkney and its communities. |
| BRAG | BLUE |
| Target Date | 30-Jun-2019 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV4b. Committee Recommendations
| Field | Details |
|---|
| Description | Where appropriate, make explicit the link between Council committee recommendations and the Local Outcomes Improvement Plan. |
| Intended Outcome | Service users and the general public with a better understanding of, and greater confidence in, the extent to which Council services and activities focus on Orkney and its communities. |
| BRAG | BLUE |
| Target Date | 30-Jun-2019 |
| Lead | Karen Greaves |
| Comment | This action was reported as complete to the Policy and Resources Committee on 27 November 2018. |
IMAGE: Report page showing BLUE actions for the Strategic Planning Framework, Local Government Benchmarking Framework Indicators, and The Orkney Partnership performance review.
BV5a. Strategic Planning Framework
| Field | Details |
|---|
| Description | Within the context of the Strategic Planning Framework, review the Council’s performance management system, in order to ensure its ability to identify the impact of Council services and activities on Orkney’s communities. |
| Intended Outcome | Service users and the general public with greater confidence in the extent to which Council services and activities, and those provided jointly with the Council’s partners, are as good as they can be, within current financial constraints. |
| BRAG | BLUE |
| Target Date | 31-Dec-2018 |
| Lead | James Wylie |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV5b. Local Government Benchmarking Framework Indicators
| Field | Details |
|---|
| Description | Report Local Government Benchmarking Framework Indicators to Service Committees. |
| Intended Outcome | Service users and the general public with greater confidence in the extent to which Council services and activities, and those provided jointly with the Council’s partners, are as good as they can be, within current financial constraints. |
| BRAG | BLUE |
| Target Date | 30-Jun-2019 |
| Lead | Andrew Groundwater |
| Comment | This action was reported as complete to the Policy and Resources Committee on 26 November 2019. |
BV5c. The Orkney Partnership - Performance Management and Reporting Procedure
| Field | Details |
|---|
| Description | Review The Orkney Partnership’s performance management and reporting procedure to ensure that it is focused on the Partnership’s strategic priorities and outcomes. |
| Intended Outcome | Service users and the general public with greater confidence in the extent to which Council services and activities, and those provided jointly with the Council’s partners, are as good as they can be, within current financial constraints. |
| BRAG | BLUE |
| Target Date | 31-Dec-2018 |
| Lead | Karen Greaves |
| Comment | This action was reported as complete to the Policy and Resources Committee on 18 June 2019. |
Actions at GREEN
IMAGE: Report page showing the opening GREEN actions, including Coastal Flood Protection and the Airfield Strategy and Investment Plan.
1.3. Coastal Flood Protection
| Field | Details |
|---|
| Description | Retain and where possible enhance public road infrastructure and coastal flood protection of public road infrastructure. |
| Intended Outcome | Retention of existing levels of accessibility to Orkney’s communities. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. The Local Flood Risk Management Plan (LFRMP) was recommended for approval by the Development and Infrastructure Committee on 6 September 2022. Any necessary funding for the projects contained in the Plan will be requested through the Policy and Resources Committee. Work is currently underway to procure LIDAR surveys which will provide the data for the development of the Shoreline Management Plan, as required by the LFRMP. |
1.4. Airfield Strategy and Investment Plan
| Field | Details |
|---|
| Description | Refresh and deliver the Council’s Airfield’s Strategy and Investment Plan. |
| Intended Outcome | Fit for purpose Airfields in accordance with the OIC Airfields Safety Management System. |
| BRAG | GREEN |
| Target Date | 31-Dec-2022 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Following an audit by the Civil Aviation Authority the need to complete the Terminal Programme has been highlighted and this will need to be progressed through the Capital Project Appraisal (CPA) process. A stage 1 CPA for the remaining waiting rooms was presented to the Development and Infrastructure Committee in February 2022. The Committee recommended that a Stage 2 Capital Project Appraisal in respect of proposed new terminal buildings at Westray, Stronsay, Papa Westray and Eday, be submitted to the Policy and Resources Committee. Work is ongoing with Engineering Services to complete the designs. |
IMAGE: Report page showing GREEN actions for outdoor access and digital connectivity.
1.6. Orkney Outdoor Access Strategy Action Plan
| Field | Details |
|---|
| Description | Implement the Orkney Outdoor Access Strategy Action Plan and develop Active Travel Programme activity including sourcing external funding for improvements to core path and (where affordable) other path and cycle networks. |
| Intended Outcome | To retain and where affordable enhance existing core paths. Where affordable, to establish new path and cycle links. To establish Orkney as a recognised high-quality destination for walking and cycling and support healthier living/active travel objectives. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. The Council agreed in December 2021 to allocate £0.5M towards core paths and cycle links. A list of projects is currently being developed and a seminar is being held with Elected Members on 27 October 2022 to discuss their aspirations for active travel projects. Design works have commenced on the Carness Path and Parkland Project and public engagement was undertaken at the end of August 2022 to allow the public to share their ideas for the project. |
1.8b. Digital Connectivity
| Field | Details |
|---|
| Description | Input to the developing business case showing the impacts of not having affordable reliable full digital connectivity in the islands. |
| Intended Outcome | Relatively immediate access for all households up to 30 megabytes. Improved IT connections. Improved business opportunities in isles. Increase in connectivity speeds. |
| BRAG | GREEN |
| Target Date | 31-Jan-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: RED. An additional £30 million has been provided by the Scottish and UK Governments to Openreach which has resulted in an additional 1,000 properties in Orkney being added to the main contract. The delivery date has been extended to 2026. Approximately 1,000 properties will now rely on a voucher for the installation of a superfast service. Orkney’s Digital Strategy was considered by the Policy and Resources Committee on 20 September 2022. The Committee resolved that in order to support the Council’s strategic objective to establish gigabit capable networks covering all of Orkney, a hybrid approach, be approved, namely that the Council should facilitate commercial telecoms infrastructure investment and stimulate market demand, rather than taking a role as a telecoms operator itself. |
IMAGE: Report page showing GREEN actions for inter-isles strategic business cases and the Kirkwall residential care home.
1.9. Inter isles STAG strategic business cases
| Field | Details |
|---|
| Description | Work with Scottish Government and other partners to progress the outcomes of the inter isles STAG strategic business cases in order to develop and then deliver the outline and final business cases for improvements |
| Intended Outcome | Replace all ferries with ones which have the capacity and speed to deliver the improved service need and where possible new low carbon technology solutions; Ferries to meet environmental targets and to be disability compliant; Air services to meet the improved services standards outline in STAG; Fares at a level comparable with the rest of Scotland; Revenue resources to deliver improved timetables. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: RED. Approval was granted to appoint a Ferry Replacement Project Manager in February 2022. An appointment to this post has recently been made. Approval was given through the June 2022 Committee cycle to extend the target date to 31 March 2023. |
2.11. New Build Residential Care Home - Kirkwall
| Field | Details |
|---|
| Description | We will successfully complete the new build residential care home for older people in Kirkwall creating additional capacity. |
| Intended Outcome | Sufficient residential care capacity in Orkney. |
| BRAG | GREEN |
| Target Date | 31-Dec-2024 |
| Lead | Stephen Brown |
| Comment | BRAG status at 31 March 2022: RED. The contractor is now on site and completion is expected in July 2024. |
IMAGE: Report page showing GREEN actions for the Orkney Offer and management of the school estate.
3.1. Extend the Orkney Offer
| Field | Details |
|---|
| Description | Extend the Orkney Offer to learners of all ages. |
| Intended Outcome | Orkney is recognised as a successful learning community and a ‘destination’ for learners of all types. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. The approved Education Service Report which includes stretch aims for this academic session is available below. https://orkneyislandscouncilgov.sharepoint.com/🅿/t/ELHServiceManagers/ETi36mfDX6BDtTKQ7gb3vFgB8nEKufUIMBbL6m8Qm9s_Yw?e=JhXGQY A key priority is a curriculum review which is being led by the Service Manager (Secondary and Tertiary). |
3.2. Management of the School Estate
| Field | Details |
|---|
| Description | Working with individual communities, explore the management of the school estate, promoting community participation and (where applicable) joint ownership. |
| Intended Outcome | Communities are enabled to be part of the management of this resource, maximising the benefits it can deliver for their specific needs; Communities empowered to tailor the school estate to meet their specific requirements; Greater community ownership and participation; Reduced revenue and running costs to OIC. |
| BRAG | GREEN |
| Target Date | 31-Dec-2022 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. Officers from both Education, Leisure and Housing and Neighbourhood Services and Infrastructure are working with the Northern Alliance Estate team to establish a robust, long-term Learning Estate Strategy for Orkney that will be evidence-based, stakeholder-informed and facilitate access to Scottish Government funding. Several internal consultations have taken place in 2022 with the draft Learning Estate Strategy to be submitted to a special meeting of the Education, Leisure and Housing Committee in October 2022. |
IMAGE: Report page showing GREEN actions for school estate quality and condition and the Fuel Poverty Strategy.
3.4. School Estates - Quality and Condition
| Field | Details |
|---|
| Description | We will maintain and improve the quality and condition of the school estates. |
| Intended Outcome | Orkney’s school estates supporting lifelong learning in communities |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. Officers from both Education, Leisure and Housing and Neighbourhood Services and Infrastructure are working closely with the Northern Alliance Estate Team to work on the formal Conditional and Suitability assessments of all schools in the local authority area. This forms part of a wider learning estate strategy development and will provide a robust foundation for planning and development. The draft Learning Estate Strategy will be submitted to a special meeting of the Education, Leisure and Housing Committee in October 2022. |
3.9. Fuel Poverty Strategy
| Field | Details |
|---|
| Description | We will continue to deliver the Fuel Poverty Strategy, to seek to secure appropriate funding and in turn to reduce fuel poverty. |
| Intended Outcome | Increasing number of energy efficiency measures installed in houses regardless of tenure; Continued delivery of projects related to the reduction of fuel poverty. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: AMBER. For 2022/23, we have received £1.26m in Scottish Government funding for Energy Efficient Scotland: Area Based Schemes which will support a range of insulation measures, storage heater upgrades and a continuation of the ‘Q-bot’ robotically-applied underfloor insulation trial in private sector properties. It is anticipated that over 100 households will participate and receive energy efficiency installations. As regards the Energy Efficiency Standard for Social Housing 2 (EESSH2), plans are being developed to meet the Council’s obligations. |
IMAGE: Report page showing GREEN actions for low-carbon energy systems and strategic investment.
4.1. Low Carbon Energy Systems Innovation Hub
| Field | Details |
|---|
| Description | Develop Orkney as a Low Carbon Energy Systems Innovation Hub, including LNG distribution, hydrogen production and usage across all modes of transport and Academic Innovation Centre projects. |
| Intended Outcome | To develop innovative low carbon energy projects; To position Orkney as the globally recognised innovation centre for low carbon transport. |
| BRAG | GREEN |
| Target Date | 31-Mar-2025 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. A wide range of project activity is underway including the Islands Centre for Net Zero (ICNZ) as part of the Islands Deal, development of the Orkney Research and Innovation Campus (ORIC), the Future Fuels Hub at Scapa Deep Water Quay, ongoing dialogue with universities, continued progress of hydrogen projects, including international networking and engagement. The Islands Deal achieved Heads of Terms stage in March 2021 and includes provision for extension to ORIC and ICNZ proposal. The ORIC and ICNZ and Future Fuels Hub projects have had OBCs (Outline Business Cases) approved by Scottish and UK Governments. |
4.2. Strategic Investment
| Field | Details |
|---|
| Description | Strategic investment in projects to generate income and/or deliver significant community benefits. |
| Intended Outcome | Sustainable energy generation, use and export and thereby income for recirculation within Orkney. |
| BRAG | GREEN |
| Target Date | 31-Mar-2025 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. The Community Wind and the Port Master Plan projects are making progress. Both projects suffered an element of delay due to COVID-19. For Community Wind / Private Wire, planning applications for Quanterness and Hoy were submitted in January and September 2020 respectively. Survey delays were experienced for Faray due to COVID-19 but a planning application was submitted in May 2021. The Quanterness and Hoy planning applications were given approval by Ministers in December 2021. Determination of the Faray application is now critical to the OFGEM 135MW target. It is understood that a Planning Reporter has visited Faray and has reported to the Planning Minister. The Council was successful in securing the offer of Contracts for Difference for the Quanterness and Hoy projects at more than bid submission which was a good outcome. A legal challenge to the issue of planning permission by the Scottish Government was determined in favour of the Government which was a positive outcome for the project. |
IMAGE: Report page showing GREEN actions for Scapa Flow and other harbours.
4.4. Develop Scapa Flow and Harbours
| Field | Details |
|---|
| Description | Develop Scapa Flow and other Orkney harbours for oil and gas activity and continue to diversify and grow all marine business activity – stimulate marine and non-marine employment. |
| Intended Outcome | Sustainable business levels in Orkney Harbours in order to sustain harbours revenues to maintain lifeline and commercial port services and employment across Orkney and to act as a catalyst for other economic growth. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Exemplar designs are being developed in more detail for Scapa Deep Water Quay and for the Hatston Logistics Base, which sets out the proposed plans to suit the needs of future users of the facilities. A scale model showing the entire area of Scapa Flow has been completed and is on display at the Hub at Kiln Corner, Kirkwall. The team at the Hub have also welcomed a number of offshore wind developers through the doors, as well as the Crown Estate Scotland (CES) Board, who visited Orkney in September. |
IMAGE: Report page showing GREEN actions for tourism and the Islands Deal.
4.7. Orkney Volume Tourism Study
| Field | Details |
|---|
| Description | Implement and review the Orkney Volume Tourism Study Actions where applicable to the Council, including sourcing external funding for infrastructure, successful strategic management of Destination Orkney Partnership, and the improved integration of transport. |
| Intended Outcome | To manage the impacts and economic opportunities associated with increasing visitor numbers. To spread tourist activity around all of Orkney. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. The Council has procured a consultant to lead the design of five RTIF funded strategic tourism infrastructure projects to RIBA Stage 3, in preparation for future capital funding bids. |
4.9. Islands Deal
| Field | Details |
|---|
| Description | Work in partnership with the two other Islands Councils to finalise the Islands Deal. |
| Intended Outcome | To prioritise and refine Orkney projects to be submitted for Islands Deal funding. |
| BRAG | GREEN |
| Target Date | 31-Dec-2022 |
| Lead | John Mundell |
| Comment | BRAG status at 31 March 2022: GREEN. Notification has been received from Government that the intention is now to seek to sign-off the Islands Deal in early 2023. A report will be presented to the Policy and Resources Committee in November 2022 seeking to establish the necessary authority to enable the Council to sign-up. |
IMAGE: Report page showing GREEN actions for “Islands Project” funding mechanisms and car parking responsibilities.
4.10. “Islands Project” Funding Mechanisms
| Field | Details |
|---|
| Description | Ensure appropriate “Islands Project” funding mechanisms (internal and external) are in place to support key industry sectors (pre and post BREXIT), targeting the Shared Prosperity Fund and other distribution mechanisms. |
| Intended Outcome | To ensure support for key business sectors and replacement for EU funds which will be lost. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Policy and Resources Committee in September 2022 agreed on undertaking consultation with wider community stakeholder organisations and other funding agencies to assess areas of potential funding gaps in the post-Brexit funding landscape and thereafter submit a report outlining the findings of the consultation to the Policy and Resources Committee in early 2023. |
5.1. Car Parking Responsibilities, Speed Limits and Infrastructure
| Field | Details |
|---|
| Description | Consider scope of car parking responsibilities, speed limits and infrastructure and the establishment of enhanced parking warden services including where practicable a new Environmental warden service (see Delivery Plan for further detail). |
| Intended Outcome | Increased enforcement, improved road safety and more considerate parking. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. Initial report to the Roads and Environmental Services Consultative Group in December 2018 acknowledged concerns linked to decriminalised parking. A further Consultative Group meeting (joint between Roads and Environmental Services and Planning and Regulatory Services) was held on 15 March 2019. This highlighted mixed views on whether to proceed with a car parking / Environmental Health Officer enforcement model and equally to advance Decriminalised Parking Enforcement (DPE) noting the need to be self-financing. Staff resources and budget limitations continue to prevent this being progressed to conclusion at this stage however we continue to review the position and are engaging with Transport Scotland and other local authorities in a similar position to identify appropriate ways forward. |
IMAGE: Report page showing GREEN actions for the North Isles Landscape Partnership Project and the Orkney Local Biodiversity Action Plan.
5.3. North Isles Landscape Partnership Project
| Field | Details |
|---|
| Description | Implementation of North Isles Landscape Partnership Project. |
| Intended Outcome | Delivery of high level of attention to natural heritage implications arising from new development. |
| BRAG | GREEN |
| Target Date | 31-Mar-2024 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Project grant applications are being received and processed and projects are being developed. As a result of the project being delayed due to COVID-19, funders have agreed that the project be extended until March 2024. |
5.4. Orkney Local Biodiversity Action Plan
| Field | Details |
|---|
| Description | Implementation of the Orkney Local Biodiversity Action Plan and participation in the Orkney Native Wildlife Project. |
| Intended Outcome | Up-to-date plan in place to promote improvements to biodiversity. Implementation of the Orkney Natural Wildlife Project. |
| BRAG | GREEN |
| Target Date | 31-Dec-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. The finalised Orkney Local Bio-diversity Action Plan was presented to Development and Infrastructure Committee in September 2018. It includes an action plan for the period 2018 to 2022. OIC is the lead for several actions. The Council is participating in the Orkney Native Wildlife Project Steering Group and Partnership Board. A report went to Policy and Resources Committee in December 2020 detailing how the Council is complying with its biodiversity duties. A report was presented to the Policy and Resources Committee in April 2021 on the Council signing up to the Edinburgh Declaration on Biodiversity which is aimed at showing political support for global action on biodiversity. In August 2021 the Scottish Government awarded the Council £16,000 funding from the Nature Restoration Fund to be spent on local biodiversity projects by the end of March 2022 and this funding was used for the creation of a wildflower meadow at Papdale Park. A further £54,000 has been awarded from the Nature Restoration Fund for 2022/23 and projects are currently being finalised. |
IMAGE: Report page showing the GREEN Environmental Survey and Response Capability action.
5.5. Environmental Survey and Response Capability
| Field | Details |
|---|
| Description | Continue to maintain and enhance environmental survey and response capability. |
| Intended Outcome | Maintain high standards of environmental monitoring and research activity. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. An Aquaculture Water Quality Impact Modelling Assessment for Scapa Flow was presented to the Special Meeting of the Development and Infrastructure Committee on 26 September 2018, indicating that nutrient release from current and planned fish farms is sufficient to maintain compliance with Water Framework Directive coastal water standards. This pioneering work was shortlisted for a Scottish Award for Quality and Planning. The Scottish Environment Protection Agency (SEPA) has indicated that they are no longer able to provide funding and technical support, and a report was presented to the Planning and Regulatory Services Consultative Group in November 2020. Elected Members advised to maintain contact with SEPA with a view to progressing this at some point in the future. As part of the regional marine plan making process, a State of the Environment Assessment of Orkney waters was published in November 2020. The Council is currently working in partnership with Marine Scotland and NatureScot to undertake high resolution digital ariel bird surveys for the north of Orkney and Scapa Flow Special Protection Areas, this will provide up to date and accurate bird population data to inform spatial planning and future marine development activities. |
IMAGE: Report page showing GREEN actions for community associations, community schools, and the Museums Service.
5.6. Community Associations and Community Schools
| Field | Details |
|---|
| Description | Continue to support Community Associations and Community Schools. |
| Intended Outcome | Protecting and promoting the use of community schools and community halls for communities; Sustainable, empowered communities. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. The Community, Learning and Development (CLD) team continue to provide support and guidance to community associations, community groups and the wider community, attending meetings on a regular basis; arranging planning meetings; support with SCIOs; organising the annual halls event and developing various training and partnership events. In addition, CLD provided extensive support to community associations as they opened up following the pandemic. |
5.9. Museums Service
| Field | Details |
|---|
| Description | Maintain, promote and develop accessibility to collections held within the Museums Service, including development of Scapa Flow Museum. |
| Intended Outcome | Our museums and heritage sites provide high quality visitor experiences and opportunities for education and lifelong learning. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. Scapa Flow Museum and Visitor Centre opened to the public on 2 July 2022 and has now entered Defects and Liability period with all principal contractors. National Lottery Heritage Fund funded project ends 31 December 2022 although a short extension has been sought to deliver contingency-funded projects. Visitor numbers July - October 2022 at 10,967. |
IMAGE: Report page showing GREEN actions for the Island Games and marketing activity.
5.10. Island Games
| Field | Details |
|---|
| Description | Work with partners to support Orkney’s hosting of the 2025 Island Games. |
| Intended Outcome | Increased number and quality of coaches and volunteers; Improved facilities; Enhancement of Orkney’s profile across the UK and internationally; Increase the quality of Orkney sport. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. Leisure and Culture Service Manager attends monthly 2025 Organising Committee meetings. A draft strategy and governance framework have been produced and will be finalised and progressed now that the Games Director is in post. |
5.12. Marketing Activity - International/Emerging Markets/Internal Investment
| Field | Details |
|---|
| Description | Prioritise marketing activity with a focus on international/emerging markets/internal investment opportunities. |
| Intended Outcome | To raise awareness of Orkney as a producer of quality goods and services as well as an attractive place to do business. Enhanced profile across the UK and internationally. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Significant activity commissioning and delivering the Spring and Summer Visitor Campaigns (£102k of VisitScotland funding was applied for and awarded to supplement Orkney Marketing budget and activity). Preparations for a 2022 winter 'shop from' and winter/spring 2023 visitor campaign are in train, with exploration of funding options for Orkney Marketing Programme activities beyond March 2023 being explored with partners and Industry groups. |
IMAGE: Report page showing GREEN actions for Kirkwall BID, Play Area Strategy, and Flooding Risk.
5.14. Kirkwall BID
| Field | Details |
|---|
| Description | Work with Kirkwall BID and other constituted business organisations to maintain and improve the vitality and viability of town and village centres. |
| Intended Outcome | To develop projects and services that will enhance the vitality and viability of Kirkwall Town Centre. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: GREEN. Shop local campaign and support for rural shops being considered for support through LACER funding. |
5.15. Play Area Strategy
| Field | Details |
|---|
| Description | Facilitate the development of Orkney’s Play Areas through the implementation of the Play Area Strategy. |
| Intended Outcome | An improved playscape for Orkney creating opportunities for families (local and visiting) to be more active. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: GREEN. Phase 1 of the Papdale open space development is complete and open to the public. |
5.18. Flooding Risk
| Field | Details |
|---|
| Description | Engage with the Scottish Government and Scottish Water to seek to identify viable solutions to reduce risk of flooding to: a. St Margaret’s Hope; b. St Marys; c. Stronsay – Whitehall; d. Kirkwall. |
| Intended Outcome | Reduce Flood Risk to the 1 in 200 year level; The plans will inform the capital project programme investment. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green; Lorna Richardson |
| Comment | BRAG status at 31 March 2022: GREEN. All flooding ‘at risk’ areas have now been incorporated into a Flood Risk Plan. Risks will be prioritised in order that applications can be made on a priority basis to Scottish Government for funding. Subject to funding, the aim is for each area to be dealt with in turn, noting that no current funding is available. Draft flood risk plan has been concluded. Currently there is no indication that funding for any of the schemes will be readily available. The list of actions for inclusion in the updated Local Flood Risk Management Plan was discussed and recommended for approval by the Development and Infrastructure Committee in September 2022. Actions contained within the plan will be progressed as and when funding and resources allow, with reports coming to Policy and Resources Committee as required. |
IMAGE: Report page showing GREEN actions for terrestrial and marine planning policy.
5.19. Terrestrial and Marine Planning Policy
| Field | Details |
|---|
| Description | Establish and implement terrestrial and marine planning policy and environmental monitoring systems. |
| Intended Outcome | An appropriate balance of development and protection of land and marine environmental resource. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: GREEN. A report was presented to the Policy and Resources Committee in September 2018 on the establishment of an Orkney Marine Planning Partnership to develop a regional marine plan. A draft direction was received in August 2019 to delegate regional marine planning functions to the Council as a single delegate implementing Section 27 provisions of the Islands (Scotland) Act 2018. The Scottish Government issued a direction to delegate regional marine planning functions to the Council in July 2020. Delegation of regional marine planning functions to the Council commenced on 27 November 2020, and the first meeting of the Orkney Marine Planning Advisory Group established to assist the Council with preparation of the Marine Plan was held in March 2021. A statement of public participation setting out the process and timetable for preparing the Regional Marine Plan was published in August 2021. A draft list of policies for the Regional Marine Plan was agreed by the Marine Planning Partnership in November 2021. The draft Regional Marine Plan will be presented to the Development and Infrastructure Committee in November 2022. |
IMAGE: Report page showing the GREEN Burial Grounds action.
5.20. Burial Grounds
| Field | Details |
|---|
| Description | Continue investment programme for the care and expansion (where necessary) of burial grounds across Orkney. |
| Intended Outcome | Adequate lair provision for several decades to come across Orkney as a whole. Maintaining quality Burial Ground assets. |
| BRAG | GREEN |
| Target Date | 31-Mar-2023 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: RED. The cemetery extensions in the current programme are almost complete, with work almost complete on the two remaining extensions. The identified list of major works is almost complete but will require spend in financial year 2022/23 and the programme has therefore been extended to March 2023. This has also enabled inclusion of some additional works, including installation of plinths across several burial grounds. |
Actions at AMBER
IMAGE: Report page showing AMBER actions for Digital Culture and Delivering Public Services.
3.3. Digital Culture
| Field | Details |
|---|
| Description | Digital Culture – we will undertake the development and delivery of an e-School programme. |
| Intended Outcome | Increased curriculum and teaching opportunities; Greater access to support for pupils and staff; Reduced barriers to participation; Maintenance of services which are under pressure; Reduced need for travel and increased contact time; Improved access to learning for the wider community. |
| BRAG | AMBER |
| Target Date | 31-Dec-2022 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: RED. Progress on this has stalled due to secondment of the Digital Deputy Head to the Northern Alliance. The Service is exploring options for being able to progress the work with expected completion date moved forward into 2023. |
3.13. Delivering Public Services
| Field | Details |
|---|
| Description | Explore new ways to deliver public services within Orkney. |
| Intended Outcome | Streamlined governance for our islands. Pooled shared support services leading to more resources at point of service delivery. |
| BRAG | AMBER |
| Target Date | 31-Mar-2023 |
| Lead | Karen Greaves |
| Comment | BRAG status at 31 March 2022: AMBER. Following consideration by Scottish Government (SG) of the Council’s submission to the Local Governance Review in November 2020, a meeting was held in early April 2021 with Scottish Government officers to discuss the Single Authority Model proposal. Despite following up on a number of occasions, a response from Scottish Ministers is awaited before this workstream can move forward. Given the lack of response, it is looking increasingly unlikely that this action will be completed in accordance with the planned timetable. |
IMAGE: Report page showing the AMBER Maintenance Strategy action.
5.13. Maintenance Strategy
| Field | Details |
|---|
| Description | Develop and implement an appropriately resourced Maintenance Strategy for all individual Council property assets. |
| Intended Outcome | To ensure all OIC-owned assets are well maintained. |
| BRAG | AMBER |
| Target Date | 31-Dec-2022 |
| Lead | Hayley Green |
| Comment | BRAG status at 31 March 2022: AMBER. Proactive and Preventative Maintenance Plans are currently being reviewed at an operational level. The size of the Council property estate is extensive and one essential link is to progress the disposal of properties not required by the Council to reduce the scope of this. In the absence of new funding these pressures will have to be managed as prioritisation of urgent works within existing budget, which will mean an overall reduction in the condition of the estates, and potential future higher cost repair requirements. It is important to ensure this can be assessed and forecast to identify priority and any gaps. Capital funding is tied to approval of the Capital Programme which will not be completed until Elected Members have considered it. We are aiming to write the maintenance strategy by 31 March 2023 following completion of the management restructure. Based on this, consideration should be given to extending the target date of this action to 31 March 2023. Work is progressing to measure the size of the property estate in terms of the expected maintenance costs and the current budget capacity which will help to inform how best we prioritise maintenance and replacement. It is clearly understood that this piece of work is a key priority which will have dual outcomes of making the Council more efficient and potentially releasing unwanted property stock into the community. |
Actions at RED
IMAGE: Report page showing RED actions for Inter-Island Ferry Services and Day Care Services.
1.1. Inter-Island Ferry Services
| Field | Details |
|---|
| Description | Progress negotiation in relation to the transfer of responsibility for inter-island ferry services to Scottish Government |
| Intended Outcome | Transfer of responsibility at no net detriment to the Council. |
| BRAG | RED |
| Target Date | 30-Apr-2022 |
| Lead | Gareth Waterson |
| Comment | BRAG status at 31 March 2022: AMBER. The impetus behind this action was the shortfall in revenue funding for the ferry service and the lack of progress in securing funding for vessel replacement. The revenue funding shortfall has been resolved with Scottish Government providing full revenue funding as a specific grant for 2022/23. The funding for capital replacement of vessels remains to be resolved. |
2.13. Day Care Services
| Field | Details |
|---|
| Description | We will review and redesign our approach to day care services, recognising that one of our current locations will soon no longer be fit for purpose and recognising that we could make better use of our other community settings. |
| Intended Outcome | Realignment of resource; Good quality and better integrated day care services; Staff and service users engaged in service redesign; Improved use of building assets – reduction in overall number in use; Maximised use of building assets; More cost efficient model of service provision. |
| BRAG | RED |
| Target Date | 31-Mar-2023 |
| Lead | Lynda Bradford |
| Comment | BRAG status at 31 March 2022: RED. Consultation on the future delivery model for Older People Day Care Services will be undertaken once services have returned to their pre-pandemic levels and services have retained stability. |
IMAGE: Report page showing RED actions for school staffing, curriculum and financial management, and the Sports Strategy.
3.6. Policy and Provision for School Staffing, Curriculum and Financial Management
| Field | Details |
|---|
| Description | Review the policy and provision for staffing, curriculum and financial management of our schools to ensure resources are most effectively targeted at ‘raising the bar and closing the gap’. |
| Intended Outcome | Sustainability of a learning offer across our communities. |
| BRAG | RED |
| Target Date | 30-Nov-2019 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: RED. Working closely with colleagues in the three island groups and those in Association of Directors of Education in Scotland (ADES), the Devolved School Management consultation has started. Work should be complete by the end of the financial year. |
5.16. Sports Strategy
| Field | Details |
|---|
| Description | We will work towards implementing the recommendations of the Sports Strategy. |
| Intended Outcome | Increased participation in physical activity; increase in number of people who fall into the ‘healthy weight’ category. |
| BRAG | RED |
| Target Date | 31-Dec-2021 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: RED. Work on the production of the Physical Activity and Wellbeing Strategy is progressing well, with partners now all completing their own delivery action plans. Timeline has been discussed and agreed with all partners for completion and sign-off. |
IMAGE: Report page showing the RED Campsites action, the personnel key, and the BRAG key.
5.17. Campsites
| Field | Details |
|---|
| Description | Consider the redevelopment of the Point of Ness Campsite and develop the Birsay Campsite facilities. |
| Intended Outcome | Increased capacity of the site and improved visitor experience. |
| BRAG | RED |
| Target Date | 31-Dec-2020 |
| Lead | James Wylie |
| Comment | BRAG status at 31 March 2022: RED. Design works for the development of Birsay Campsite are underway, however, whether the works happen is dependent of a successful funding application to VisitScotland’s Rural Tourism Infrastructure Fund which is due for submission in December 2022. It is recommended that the target date for this action is changed to 31 December 2023. |
Personnel key
Interim Chief Executive – John W Mundell.
Chief Officer, Orkney Health and Social Care Partnership – Stephen Brown.
Corporate Director for Education, Leisure and Housing – James Wylie.
Corporate Director for Enterprise and Sustainable Regeneration – Gareth Waterson.
Corporate Director for Neighbourhood Services and Infrastructure – Hayley Green.
Corporate Director for Performance, Strategy and Business Solutions – Karen Greaves.
Head of Human Resources and Organisational Development – Andrew Groundwater.
Interim Head of Neighbourhood Services – Lorna Richardson.
Interim Chief Social Work Officer – Jim Lyon.
Head of Health and Community Care – Lynda Bradford.
BRAG key
Blue - the agreed action has been progressed to completion.
Red - the agreed action is experiencing significant underperformance, with a medium to high risk of failure to meet its target.
Amber - the agreed action is experiencing minor underperformance, with a low risk of failure to meet its target.
Green - the agreed action is likely to meet or exceed its target.
