Enterprise and Sustainable Regeneration
Directorate Delivery Plan 2023 - 2028
Annex 1
Version 0.0.B | 26 February 2024
IMAGE: Cover page showing four photographs associated with Orkney and the directorate’s work: a wind turbine beside water, a harbour pier, the Ring of Brodgar standing stones, and a Loganair aircraft. The Orkney Islands Council crest and logo appear in the centre. The cover text reads “Annex 1”, “Enterprise and Sustainable Regeneration”, and “Directorate Delivery Plan 2023 - 2028”.
Contents
- Contents 2
- Overview of the Directorate 3
- Our People 4
- Key Drivers for the Directorate 4
- Enterprise and Economic Growth Service 5
- Finance Service 5
- Marine Services and Transportation Service 5
- Mission Statement, Core Principles and Staff Values 6
- The Delivery Plan 7
- Council Delivery Plan Projects 8
- Priorities for Delivery 11
- Directorate Performance Measures 14
- Risk and Business Continuity 16
- Appendix 1: Other Plans 17
- Appendix 2: Organisational Structure 18
Overview of the Directorate
Welcome to my Directorate Delivery Plan.
The fundamental purpose of the Enterprise and Sustainable Regeneration directorate covers a wide range of responsibilities and includes the delivery of an Economic Development and Business Gateway service for Orkney; delivery of strategic projects including Orkney’s Community Windfarm and the Harbours Masterplan; the delivery of internal Orkney Transport Services including Orkney Ferries, the internal air services operated by Loganair, operation of six island airfields and the public bus services; management of Orkney Harbours including Scapa Flow Oil Port and the many piers and harbours serving transport and other community needs across the county; development of tourism and the cruise liner trade; financial services including payroll and creditors payments; cash collection; administration of Council Tax and Non Domestic Rates, accountancy; treasury management and investment and benefits payments.
This Directorate Delivery Plan highlights a number of projects and priorities which deliver these functions as well as showing how we support the wider Council Plan 2023 to 2028 and how we will monitor and report on those actions.
Gareth Waterson
Corporate Director for Enterprise and Sustainable Regeneration
IMAGE: Portrait of Gareth Waterson, identified as Corporate Director for Enterprise and Sustainable Regeneration.
Our People
The total staffing across the Directorate is 231.42 full-time equivalent, with 274 employees including both permanent and temporary staff.
The Organisational diagram in Appendix 2 shows the Directorate structure in more detail.
Key Drivers for the Directorate
The Council Plan 2023-2028 is the primary driver for the Directorate during this period and we will align this delivery plan with the priorities in the Council Plan.
There are also some key drivers when looking at both the national and local context, including:
- Budget constraints.
- Scottish Government net-zero targets and the Climate Emergency.
Finance Service
The following service areas sit within the Finance Service:
- Accountancy
- Corporate Finance
- Insurance
- Payments
- Payroll and Pensions
- Revenues and Benefits
Erik Knight
Head of Service
IMAGE: Portrait of Erik Knight, identified as Head of Service for the Finance Service.
Enterprise and Economic Growth Service
The following service areas sit within the Enterprise and Economic Growth Service:
- Business Gateway
- Business Support
- Strategic Projects
- Tourism
- Islands Growth Deal
- Digital Connectivity
Sweyn Johnston
Head of Service
IMAGE: Portrait of Sweyn Johnston, identified as Head of Service for the Enterprise and Economic Growth Service.
Marine Services and Transportation Service
The following service areas sit within the Marine Services and Transportation Service:
- Airfields
- Harbourmaster
- Inter-island Air service
- Orkney Ferries inter-island services
- Pilotage
- Public Bus services
James Buck
Head of Service
IMAGE: Portrait of James Buck, identified as Head of Service for the Marine Services and Transportation Service.
Mission Statement, Core Principles and Staff Values
The Council’s mission statement is:
Working together for Orkney.
The Council’s core principles are:
- Protecting our environment and combatting climate change.
- Equality, fairness and inclusion, in particular for vulnerable and remote communities like the ferry-linked isles.
- Sustainable and accessible services for all.
- Community wellbeing and mental health.
- Community wealth-building for future generations.
The Council’s staff values are:
- People: We put our colleagues and our communities at the heart of everything we do.
- Unity: We are one council and achieve more when we support, encourage and value each other.
- Trust: We trust, respect and empower each other and act with honesty and integrity.
- Ownership: We take personal and shared responsibility, are transparent and are accountable for our actions and out impact.
- Creativity: We embrace innovative solutions with a drive to improve ways of working.
As one of the Council’s senior leaders, I want the services which sit within my Directorate to work with our mission statement, core principles and staff values as the basis for all of our decisions and actions.
The Directorate Management Team and I are working hard to ensure that all of our staff have the skills and the tools they will need to progress our plans to deliver for the people of Orkney.
IMAGE: Photograph of people working together around a large plan or map, accompanied by icons representing the environment, equality, communities, sustainability, organisation, teamwork and creativity.
The Delivery Plan
The Directorate Delivery Plan shapes the work of the Enterprise and Sustainable Regeneration Directorate during the period of the current Council Plan and Council Delivery Plan, from 2023 to 2028.
The plan describes how we will support and contribute to the priorities and actions set out in the Council Plan and Delivery Plan, based on the priorities of elected members and performance against targets in previous years, and how we will meet any new external drivers such as changes to legislation.
The aims and outcomes for the Directorate are based on the priority themes set out in the Council Plan and Delivery Plan– Growing our economy, Strengthening our communities and Developing our infrastructure.
These aims and outcomes will be supported by a number of priorities under an overall theme – Transforming our council – to provide the foundations for staff to deliver outstanding customer service and performance.
We will regularly review the aims and outcomes in the Council Plan and the Delivery Plan, and report to elected members twice a year, in our report on progress against this Directorate Delivery Plan.
It is important to note that the aims and actions set out in the Directorate Delivery Plan are a starting point based on current priorities, and that the Plan must be flexible enough to adapt to changing priorities. We will therefore regularly review this plan and make changes as they are needed.
IMAGE: Diagram showing “Working together for Orkney” as the central foundation, with three priorities above it: “Growing our economy”, “Strengthening our communities” and “Developing our infrastructure”. Beneath the diagram is “Transforming our council — Foundation to enable delivery”.
Council Delivery Plan Projects
My Directorate is responsible for, or directly provides many of the services which are used on a daily, or regular, basis by Orkney residents and Orkney visitors. My Directorate is responsible for, or directly contributes to, the following delivery projects set out in the Council Delivery Plan:
Support for local business (E2)
Lead(s): Head of Enterprise and Economic Growth
Supporting and investing in businesses across Orkney and working in partnership with our key industry sectors including:
- Addressing primary producer challenges including farming and fishing.
- Developing the blue / green economies and maximising support for innovation.
- Sustainable development of tourism, hospitality and destination management.
- Encouraging SME business start-up and development.
- Supporting internationalisation and marketing for our key sectors.
- Develop mechanisms to support business uptake of renewable energy, smart energy and energy efficiency solutions.
- Enable Orkney to tap into the opportunity presented by renewable energy developments, particularly offshore wind, by supporting development of the local supply chain including research and development and innovation activity.
This includes supporting circular economy and community wealth building principles.
Improve Isles transport links (I1)
Lead(s): Head of Marine Services and Transportation and Harbour Master
Developing integrated, effective, sustainable, and reliable inter-islands connectivity through the development and maintenance of transport infrastructure and links. This modernisation will be considered through the lens of ‘net zero’. Areas to be considered include:
- The Churchill Barriers.
- Review level of service and options.
- Consider options like ‘fixed links’ and ‘Sustainable Aviation Test Environment’ (SATE).
- Isles Transport Solutions e.g. Ferry replacement or alternative solutions.
- Lobbying for funding.
- Smaller piers and harbours improvements across Orkney as outlined and agreed in the Harbours Master Plan.
- Aircraft.
Free ferry travel for island young people (I2)
Lead(s): Head of Marine Services and Transportation and Harbour Master
Introduce free ferry travel for island young people to allow them to access sport and entertainment opportunities already available to mainland young people. The ferry is the equivalent of the bus to islanders. This will involve exploring how this can be funded, including potential lobbying of Government if required.
Work towards integrating our transport networks (I3)
Lead(s): Head of Marine Services and Transportation and Harbour Master
Integrate our transport networks to improved operational connectivity and reduce vulnerabilities.
Supporting Economic Growth through Harbours Infrastructure (I4)
Lead(s): Head of Marine Services and Transportation and Harbour Master
Ensuring major harbours infrastructure is designed and developed to support economic growth and community benefits across Orkney with a focus on projects as set out and agreed in the Harbours Master Plan. This includes the following proposed developments:
- Deep Water Quay within Scapa Flow: New multi-user deep water pier and quayside facility with laydown area.
- Hatston Pier: New pier and quayside infrastructure, ship lift, fuel facility and land for harbour operations.
- Kirkwall: New quayside infrastructure, marina expansion and waterfront development area.
- Stromness: Marina expansion and dedicated cruise tender pontoon
Digital connectivity (I5)
Lead(s): Head of Property, Asset Management & Facilities, Head of Enterprise and Economic Growth
Support and enable the delivery of digital connectivity across Orkney including;
- Implement relevant actions in the Orkney Islands Council Digital Strategy (2022-2026), and input into digital Strategy Delivery Plan as appropriate.
- Facilitate commercial telecoms infrastructure investment and stimulate market demand.
- Raise awareness of available schemes, including the provision of advice and support to individuals, community groups and telecom providers, to support the development of gigabit capable telecom networks for all of Orkney. Milestones will need to adapt to complex funding landscape.
Orkney’s Community Wind Farm Project (I8)
Lead(s): Head of Enterprise and Economic Growth
Deliver Orkney’s Community Wind Farm Project, maximising community benefit and securing a transmission connection for Orkney. Delivery subject to relevant approvals.
Islands Growth Deal projects (I9)
Lead(s): Head of Enterprise and Economic Growth
Ten-year package of investment with suite of projects that will seek to drive economic growth and the creation of sustainable jobs across Shetland, Orkney and the Outer Hebrides. Key objectives – job creation, leveraging investment and net zero.
Priorities for Delivery
We have prioritised some outcomes for delivery, based on either their strategic importance or our recent underperformance. Information about those outcomes is shown below.
We will report to elected members on these measures as part of my Directorate Delivery Plan Progress Report.
| Priority Outcome | Action | Performance Measure(s) | Target | Resource Requirement | Assessments Required |
|---|---|---|---|---|---|
| ESR 01. Council Financial Sustainability. The Council is financially sustainable. We balance our income and the use of reserves to support affordable and sustainable service provision and infrastructure development | Continue to pursue projects which can generate income for the Council, in particular Orkney’s Community Wind Farm Project and income related to Tourism. New income streams are secured to support Council service provision and infrastructure development. | Balanced budget which includes a sustainable draw on our reserves. | 01 April 2029 | Led by the Head of Finance. Within existing resources | EqIA. ICIA. Public consultation. |
| Priority Outcome | Action | Performance Measure(s) | Target | Resource Requirement | Assessments Required |
|---|---|---|---|---|---|
| ESR 02. Local economy. The local economy is sustainable and prosperous. | Review of support mechanisms, action plans and marketing programme to ensure resources as best targeted. Actively support and participate in development of key infrastructure, for example the transmission connection for Orkney. | Support for business start-ups. Creation of new jobs in the private sector. | 2027/2028 | Led by the Head of Enterprise and Economic Growth. Within existing resources. | EqIA ICIA |
| Priority Outcome | Action | Performance Measure(s) | Target | Resource Requirement | Assessments Required |
|---|---|---|---|---|---|
| ESR 03. International engagement. We have strong international relations that advance the interests of Orkney and its communities. | Deliver on existing commitments contained within Orkney’s friendship agreement with Vestland and the Minute of Understanding with the Nordic Atlantic Cooperation. Develop a plan, aligned to the Council’s priorities, that sets out key performance measures, targets, and resource commitments. Increase awareness and opportunities for the wider Orkney community to engage with communities within the Arctic and North Atlantic. Participate in the Arctic Circle Assembly in October 2024. | Number and description of engagements, events and activities held between Vestland, NORA and OIC/ wider community. Completion of plan within timescale. Number and description of other engagements, events, activities held. Report on outcomes. | March 2025. November 2024. March 2025 November 2024. | Led by the Head of Enterprise and Economic Growth. Within existing resources. | ICIA EqIA |
Directorate Performance Measures
We will support the aims set out in the Council Plan and Delivery Plan, to create a diverse and thriving local economy, support communities and deliver what is important to them, develop projects to improve our infrastructure, and attract and retain an effective and engaged workforce.
My Directorate is responsible for, or directly contributes to, the following performance measures. These include measures related to the Council Plan, those recorded and reported on as statutory requirements, such as the Local Government Benchmarking Framework (LGBF) while others are measures we compile and report on voluntarily as they are useful for telling us how well we are delivering services.
I will regularly monitor these performance measures with my Directorate Management Team to ensure we are continuing to deliver our core services.
| PI Code | Description | Baseline | Target (2027-28) |
|---|---|---|---|
| CDP 101 | Claimant Count as a percentage of Working Age Population | 1.6% | 2.5% |
| CDP 102 | Employment (16-24 years) | 89.1% | 90% |
| CDP 304 | Percentage of Orkney Mainland residents whose internet connection at home is fast enough to do what they want online | 70% | 91% |
| CDP 305 | Percentage of ferry linked isles residents whose internet connection at home is fast enough to do what they want online | 45% | 84% |
| CDP 306 | Percentage of mainland residents who agree “When I make journeys to or from my home, it is easy connecting between different forms of transport”. | 46% | 60% |
| CDP 307 | Percentage of ferry linked isles residents who agree “When I make journeys to or from my home, it is easy connecting between different forms of transport”. | 29% | 45% |
| CDP 308 | Percentage of Islands Deal Programme delivered | 0% | 50% |
| CDP 406 | Actual outturn as a percentage of budgeted expenditure | 97% | 100% |
Council Plan Performance Measures
| PI Code | Description | Baseline | Target (2027-28) |
|---|---|---|---|
| CCG 01 | Sickness absence. The average number of days per employee lost through sickness absence, expressed as a percentage of the number of working days available. | 3.05% | 2.4% |
| CCG 02 | Sickness absence. Of the staff who activated a sickness absence trigger, the proportion of these where there was management intervention. | 50% | 100% |
| CCG 03 | Staff accidents. The number of staff accidents within the service, per 30 staff per year. | 0 | Less than1% |
| CCG 04 | Budget control. The number of significant variances (priority actions) generated at subjective group level, as a proportion of cost centres held. | 40% | 15% |
| CCG 05 | Recruitment and retention. The number of advertised service staff vacancies still vacant after six months from the time of advert, as a proportion of total staff vacancies. | 1.3% | 2% |
| CCG 06 | Recruitment and retention. The number of permanent service staff who leave the employment of Orkney Islands Council – but not through retirement or redundancy – as a proportion of all permanent service staff. | 6.43% | 4% |
| CCG 07 | The number of staff who receive (at least) an annual face-to-face performance review and development meeting, as a proportion of the total number of staff within the service. | 30% | 100% |
| CCG 08 | Invoice Payment. The proportion of invoices that were submitted accurately and timeously to the Payments Service, as a proportion of all invoices. | 93.2% | 90% |
| CCG 09 | Mandatory training – The number of staff who have completed all mandatory training courses, as a percentage of the total number of staff in the service | 53.63% | 98% |
| ESR_SS_11 | Pilotage – the proportion of requests where the pilotage was provided within two hours of the request | 100% | 98% |
| ESR_SS_13 | Percentage of grant applications for business start-ups and expansions determined within 90 days | 100% | 80% |
Risk and Business Continuity
The Council identifies and records threats to its core service and planned developments and improvements through the use of a Corporate Risk Register which sets out the high-level risks identified and what measures will be put in place to mitigate or manage those risks.
My directorate will maintain a Directorate Risk Register which identifies and records specific threats to our core services, and what measures will be put in place to mitigate or manage them.
I will present an updated Risk Register to elected members as part of my Directorate Delivery Plan Progress Report.
My directorate will maintain a Workforce Plan to define our workforce requirements based on our key activities and the Council’s wider priorities. The Workforce Plan will set out the outcomes we intend to achieve, and what actions we will take to ensure we achieve these outcomes.
My directorate will maintain individual Service Area Recovery Plans which support the Council’s Business Continuity Plan and provide contingency arrangements to allow us to plan for incidents and emergencies and ensure we can continue to deliver services in these circumstances.
My Directorate Management Team and I will keep Service Area Recovery Plans under frequent review and ensure they are kept up to date.
IMAGE: Icons illustrating risk and business continuity concepts, including risk analysis, a warning symbol, a checklist, organisational connections, a shield representing protection, process or recovery pathways, and a gauge representing monitoring and performance.