Strategy, Performance and Business Solutions
Directorate Delivery Plan 2023–2028
Version 1.1 | 05 December 2023
IMAGE: The cover shows Orkney Islands Council branding surrounded by photographs representing Orkney: a red-brick cathedral with a large Christmas tree, standing stones in a landscape, a rocky sea cliff, and puffins. The cover text reads “Strategy, Performance and Business Solutions” and “Directorate Delivery Plan 2023 - 2028”.
Contents
- Overview of the Directorate
- Our People
- Key Drivers for the Directorate
- Human Resources and Organisational Development Service
- Legal and Governance Service
- Improvement and Performance Service
- Mission Statement, Core Principles and Staff Values
- The Delivery Plan
- Council Delivery Plan Projects
- Priorities for Delivery
- Directorate Performance Measures
- Risk and Business Continuity
- Appendix 1: Other Plans
- Appendix 2: Organisational Structure
Overview of the Directorate
Welcome to our Directorate Delivery Plan. This plan sets out our commitments to the people of Orkney and details the actions we will take to improve the services we provide and how we will monitor and report on those actions.
The fundamental purpose of Strategy, Performance and Business Solutions is to support the Council with the delivery of the Council Plan 2023 to 2028, by providing services to our internal and external customers.
Some information about the Directorate and the diverse range of services we provide, is shown in this section of the plan. The Heads of Service in each area are part of the Directorate Management Team and together we take decisions to prioritise improving the service we deliver.
The Strategy, Performance and Business Solutions (SPBS) directorate delivers critical business support and professional services to enable the Council to legally function effectively and deliver its operational services. SPBS drives the growth in digital service development to utilise technology to simplify, streamline and automate processes which is critical to reduce cost and improve customer service. Communication is key across the organisation and specific work is underway to deliver improved internal and external communications for the Council and support services in a proactive approach to communication and engagement.
The Council’s strategic projects require substantial additional legal, procurement and communication and engagement support and SPBS will continue to work with teams across the Council to deliver these critical workstreams.
Supporting managers to look after our valuable human resources is another critical key service and work will continue to focus on leadership and workforce development, organisational cultural development, streamlining recruitment processes and enhancing the employee experience. In addition, focus will be provided to improve the use and scrutiny of performance and self-assessment to identify and drive improvement.
In summary, the combined effects of SPBS will drive the priority of Transforming our Council and ensure that the critical strategic Council priorities are developed, delivered and have demonstrable positive impact for our community.
Karen Greaves BEM
Corporate Director for Strategy, Performance and Business Solutions
IMAGE: A portrait of Karen Greaves BEM, Corporate Director for Strategy, Performance and Business Solutions.
Our People
The total staffing across the Directorate is 124.64 full-time equivalent, with 154 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 and sustainability of services.
- Addressing recruitment and retention challenges.
- Continuing to ensure good governance.
- Embedding self-assessment and performance management.
- Scottish Government net-zero targets.
Human Resources and Organisational Development Service
The following service areas sit within the Human Resources and Organisational Development Service.
Human Resources Operations
- Human Resources Policy
- Employee Relations
- Trade Union Liaison and Negotiation
- Reward and Remuneration
- Recruitment and Contractual Administration
- Occupational Health
Organisational Development
- Workforce and Succession Planning
- Learning and Development
- Employee Wellbeing
- Employee Benefits
- Organisational Culture
- Equality, Diversity and Inclusion
Andrew Groundwater
Head of Service
IMAGE: A portrait of Andrew Groundwater, Head of Human Resources and Organisational Development.
Legal and Governance Service
The following service areas sit within the Legal and Governance Service.
Legal Services
- Litigation
- Projects
- Contracts and Property
- Licensing
Internal Audit
- Internal Audit
- Investigations
- Counter-Fraud
- Best Value
Governance
- Committee Services
- Information Governance
- Complaints
- Registrars
Procurement
- Corporate Procurement
- Circular Economy
- Contracts Register
- Community Wealth Building
Gavin Mitchell
Head of Service
IMAGE: A portrait of Gavin Mitchell, Head of Legal and Governance.
Improvement and Performance Service
The following service areas sit within the Improvement and Performance Service.
Democratic Services and Communications
- Civic events and visits
- Communications
- Community Councils
- Elected Member support
Strategy and Partnership
- Community consultation and engagement
- Community planning
- Corporate planning, strategy, and policy
- Third Sector liaison
Customer Services and Corporate Administration
- Corporate administration
- Customer services
- Elections
- School Place caretakers
Improvement and Performance
- Improvement support
- Performance and best value
- Project and programme management
- Systems development and digital strategy
Alex Rodwell
Head of Service
IMAGE: A portrait of Alex Rodwell, Head of Improvement and Performance.
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.
IMAGE: A photograph shows people working together around plans on a table. Icons represent environmental protection, equality, community, organisational structure, teamwork and collaboration.
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.
As a directorate we see our core role as supporting and improving the business of the Council where the community is at the heart of what we do.
The Delivery Plan
The Directorate Delivery Plan shapes the work of the Strategy, Performance and Business Solutions 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: A diagram presents “Transforming our council” as the foundation for delivery, supporting “Working together for Orkney”. Above this are the three themes “Growing our economy”, “Strengthening our communities” and “Developing our infrastructure”.
Council Delivery Plan Projects
Our Directorate is responsible for, or directly contributes to, the following delivery projects set out in the Council Delivery Plan:
Staff Recognition and Retention (T1)
Lead(s): Head of Improvement and Performance
Improve staff recognition and engagement so staff feel more valued. Improve openness and transparency so it is a safe place to raise concerns. Provide a suite of work options and terms and conditions that meet the needs of the organisation, our customers and service users, providing the flexibility, wellbeing support and recognition that our employees desire.
Reduce Bureaucracy (T2)
Lead(s): Head of Improvement and Performance
Reduce bureaucracy within and between agencies wherever possible improving working between partners. Consideration of the Single Authority Model (SAM) is included as part of this work.
Invest in staff development opportunities (T3)
Lead(s): Head of Human Resources and Organisational Development
Create a programme for equal access to growth and learning opportunities for employees to develop their full capability aligning with our organisational goals, workforce planning and talent management priorities, with a particular focus on areas where there are skills gaps.
Recruitment including trainee programme (T4)
Lead(s): Head of Human Resources and Organisational Development
Consideration of recruitment approaches to attract potential candidates to Council posts. Development and delivery of specific pathways into OIC for trainees including comprehensive induction, orientation, skills and leadership programmes for effective integration into teams with a focus on alignment with organisational values, promotion of core skills, attitudes and behaviours underpinning sustainable employment.
Improving our processes through the development of our systems (T6)
Lead(s): Head of Improvement and Performance
Improve processes and service delivery through the development of corporate and service digital systems.
Corporate systems such as:
- Digital service delivery (the Customer Service Platform / Microsoft 365 tools).
- Electronic Document and Records Management System Implementation.
- Finance (Integra Centros).
- HR and Payroll (Resource Link / MyView).
Service systems such as:
- Health and Social Care (Paris).
- Housing (Northgate Housing).
- Neighbourhood Services (New Horizons replacement).
- Planning system (IDOX).
- Property Assets Management (Concerto).
- Revenue and Benefits (NEC Revenue and Benefits).
- Schools Education System (SEEMiS).
Full details with specifics for each system will be provided in the Digital Strategy Delivery Plan which will support the delivery of the Council Plan. Tier systems to be defined in the Digital Strategy Delivery Plan.
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 |
|---|---|---|---|---|
| SPBS 01. SPBS Process improvement. Reduced bureaucracy for SPBS which is efficient and effective and supports our response to the financial challenge. Transforming our council | Review of internal processes to identify opportunities to improve their efficiency and effectiveness, eliminate unnecessary processes or steps, and integrate with other council electronic systems where possible. Develop and deliver improvement plan. | Completion of review for all Strategy, Performance and Business Solutions services. Performance measure will be developed following completion of the review. | Review completion: March 2025. | Led by all service managers within Strategy, Performance and Business Solutions. Within existing resources. |
| SPBS 02. Alternative models of Governance and constitutional reform. To progress constitutional reform with the leadership and strategic oversight of the Constitutional Reform Consultative Group. Transforming our council. | Progress the constitutional reform project through the approved four stage approach. This will include ensuring we are utilising legislation to its fullest, for example the Islands (Scotland) Act 2018 and exploring the viability alternative models of governance including a Single Islands Authority. | Specific performance measures will be identified depending on the options selected by elected members. | Milestones to be developed following completion of initial part of stage 1 by March 2024. | Led by Strategy, Performance and Business Solutions. Within existing resources during stage 1. |
| SPBS 03. Performance. The Council understands how it is performing and is clear about where it needs to improve. Transforming our council. | Implement Public Sector Improvement Framework self-assessment across services. Review and update corporate performance framework. Develop the tools, approaches, and training to embed the framework across the organisation through to an individual team level. | Develop performance measure to establish to what level it is perceived that performance arrangements articulate progress on our key priorities. This would be captured through a pulse survey of: - The public - Elected members - Staff | Investors in People Indicator 8 delivery continuous improvement: 2022/23 – 5.1 2027/28 target – 5.5 Other baselines to be established in 2023/2024. Targets for 2024-2028 will be set based on baseline figure. | Led by Service Manager (Improvement and Performance). Within existing resources. |
| SPBS 04. Customer service. It is easy to deal with the Council and access the services the public need. There are consistent standards of customer service and a high level of satisfaction with their interactions with the Council. Transforming our council. | Review customer feedback. Identify key areas of improvement. Develop framework and customer service toolkit for services to support identified areas of improvement. Implementation and embedding of improvements. | Level of customer satisfaction experienced by the public with queries handled by customer service staff. Captured through an annual public pulse survey. | 2022/2023 - 87% 2027/2028 - 95% | Led by Service Manager (Customer Services and Corporate Administration). Within existing resources. |
| SPBS 05. Customer complaints handling. Clear and customer-focused complaints handling procedure and processes which are easy for the public to access and use. Transforming our council. | Ongoing review of Complaints Handling Procedure and associated procedures and processes. Amendment of customer complaints handling guide to help signpost complainants where other statutory review processes exist outwith the Complaints Handling Procedure (e.g. planning applications). Benchmarking with Scottish Public Services Ombudsman’s Model Complaints Handling Procedure and best practice in other local authorities. | Customer feedback. | March 2025. | Led by Service Manager (Governance). Within existing resource. |
| SPBS 06. Improving attendance. Improved attendance and wellbeing through reduced staff absence. Transforming our council. | Review OIC managing absence policy. Review occupational health provision. Support managers to embed policy in practice. Continue to develop health and wellbeing programme. | As per Council Plan performance indicators: A) reduce absence to 9 FTE days per annum for SJC staff by 2028. (Currently 12.6) B) reduce absence to 6 FTE days per annum for Teaching staff by 2028. (Currently 8.2) Regular 6 month performance monitoring to track progress | 31 March 2028 | Led by Service Manager (HR Operations). Within existing resources. Services to consider resourcing to support absence management. |
| SPBS 07. Equality, fairness, and inclusion. The Council is an employer where equality, fairness, and inclusion is at the heart of everything we do. Transforming our council. | Review and revise equality outcomes. Creation of an equality outcomes delivery plan. Implemented equality outcomes. | Revised measures approved by council with targets to be identified in the delivery plan. | 31 March 2027 | Led by Service Manager (Organisational Development). Within existing resources. |
| SPBS 08. Employee processes. Staff feel that employee processes are well managed and timeous. Transforming our council. | Additional guidance for investigating officers and chairs. Additional training for officers. Improved administration process. Improved timescale for formal employee processes. | Using new case management system monitor timeframes required to complete Grievance, Disciplinary and Dignity at Work process. | Measured improvement in timeframes. | Led by Service Manager (HR Operations). Within existing resources. |
| SPBS 09. Community Councils. Community Councils feel in control of their priorities and are supported to develop local solutions which are visible to the public. Strengthening our communities. | Engage with Community Councils to understand their support requirements including areas like clerking and training. Develop support and training arrangements based on Community Council requirements. Improve communications on the work of Community Councils. | Community Council satisfaction with their involvement in community development and engagement. | 2023 - 64% 2027/2028 - 90% | Led by Service Manager (Democratic Services and Communications). Within existing resources. |
| SPBS 10. Community consultation and engagement. Our community consultation and engagement practices are effective and clearly influence decisions and improvement. Transforming our council. | Develop a modernised suite of tools and protocols for community consultation and engagement which meet the needs and expectations of the community and ensure better co-ordination between the Council, OHAC and The Orkney Partnership. This includes elements of participatory democracy. | Community consultation and engagement performance measure will be developed for inclusion in annual public pulse survey. This will measure the public’s awareness and trust in the process. | Baseline to be established in 2023/2024. Targets for 2024-2028 will be set based on baseline figure. | Led by Service Manager (Strategy and Partnership). Within existing resources. |
| SPBS 11. External communication. There is effective communication, which the public trust, respect and have confidence in. Transforming our council. | Develop Communications Strategy 2023-2028. Develop supporting external communications delivery plan. Implementing the key workstreams over the term of the delivery plan. | Communications performance measure will be developed for inclusion in annual public pulse survey. | Baseline to be established in 2023/2024. Targets for 2024-2028 will be set based on baseline figure. | Led by Service Manager (Democratic Services and Communications). Within existing resources. |
| SPBS 12. Internal communication. Staff are informed and engaged by high quality internal communications which they trust, respect and confidence in. Transforming our council. | Develop Communications Strategy 2023-2028. Develop supporting internal communications delivery plan. Convene a multi service working group. Implementing the key delivery workstreams over the term of the plan. | Internal communications performance measure will be developed for inclusion in annual staff pulse survey. | Baseline to be established in 2023/2024. Targets for 2024-2028 will be set based on baseline figure. | Led by Service Manager (Democratic Services and Communications). Within existing resources. |
| SPBS 13. Council publication scheme. Increased transparency and availability of information online through proactive publication of information and less time required for the processing of Freedom of Information requests. Transforming our council. | Expand Council’s existing Publication Scheme to enable information commonly requested under Freedom of Information legislation to be publicly available. | Reduction in number of Freedom of Information requests. Faster turnaround rates. | Baseline 2022/23 March 2025. | Led by Service Manager (Governance). Within existing resources. |
| SPBS 14. Supporting local business through procurement. Greater engagement by local businesses through effective procurement processes promoting decarbonisation. Growing our economy. | Improve communication with suppliers and ensure that support to access procurement opportunities is publicised and promoted. Improve publicity of contract opportunities in an open and transparent manner. Encourage all tenderers to develop a commitment to net zero policies in parallel with the Council’s policies when these are in place. Review of Procurement Strategy and Contract Standing Orders (CSOs). | Number of local Suppliers registered with the Supplier Development Programme (SDP) (55). Number of local suppliers providing goods, services or works to the Council. Percentage of Local Council Spend. - 2022/2023 41%. Procurement Annual Report - Number of Procurements for higher value contracts where climate change selection criteria have been included in the initial selection process for contracts identified as likely to impact on climate change. Revised Procurement Strategy and CSOs approved. | Continue with trend in increase in local spend annually, dependent on type and value of projects. Target of 45% by 2027/28. Incremental change to be recorded on an annual basis. March 2024. | Led by Service Manager (Procurement). Within existing resources. Within existing resources, in collaboration with Business Gateway and Supplier Development Programme. |
| SPBS 15. Programme of and approach to improvement. Services are delivering transparent improvement and transformation. There is a clear and prioritised programme of improvement, supported where required by the Improvement Support Team, where outcomes and benefits are clearly articulated and monitored. Transforming our council. | Corporate Leadership Team prioritised rolling programme of improvement priorities for ‘Improvement and Performance’ and ‘Customer Services and Corporate Administration’ prioritised and agreed. This should include outstanding projects from previous initiatives such as the change programme. Develop and implement plan to embed the Scottish Approach to Service Design. Refresh project management framework and develop tool, approaches, and training with a focus on people, outcomes, and benefits realisation. | Proportion of Improvement and Performance project with defined scope and anticipated benefits at initiation. Proportion of projects achieving their desired benefits following completion. | No baseline 2025/56: 75% 2027/28: 75% | Led by Service Manager (Improvement and Performance) and Service Manager (Customer Services and Corporate Administration). Within existing resources. |
| SPBS 16. EDRMS. Information is stored safely and securely in a structured and accessible format. Transforming our council. | Complete architecture and pathfinding phases and thereafter implement the Electronic Document and Records Management System across Council services. | Reduced number of data breaches. Feedback from Keeper of the Records of Scotland on Progress Update Reviews on the Council’s Records Management Plan. | September 2025. | Led by Service Manager (Governance). Within existing resources (including dedicated project team). |
| SPBS 17. The Orkney Partnership. The Council, as a facilitating partner, adds value to community planning through joint working to deliver improved outcomes for our community. Strengthening our communities. | Develop a new Locality Plan. Develop dynamic delivery group plans in accordance with the three strategic priorities in the Orkney Community Plan (Local Outcomes Improvement Plan) for 2023-30. Progress the Local Outcomes Improvement Plan 2023-30 via the delivery groups. | Locality Plan developed. Delivery group plans approved. Annual reports for The Orkney Partnership published. | 31 March 2024. Review delivery against plans during the life of the strategy (2023-2030). | Led by Service Manager (Strategy and Partnership). Within existing resources. |
| SPBS 18. Community Wealth Building. Community Wealth Building (CWB) is embedded as a means to deliver the wellbeing economy and net zero by greater wealth creation and retention in Orkney and ensuring that wealth is more equally distributed in the county. Growing our Economy. | The principles and pillars of CWB (spending, workforce, land and property, inclusive ownership, and finance) will be further embedded within relevant Council policies, procedures and working practices. Input into development of partnership delivery plan and strategy for CWB. Review scope of Empowering Communities project in context of its contribution to CWB. Council specific action will include working with partners to develop a coordinated approach to support: - The Fair Work agenda. - Progressive procurement. | Performance measure to be developed as part of delivery plan development. This will focus on measuring the extent to which community wealth building has been embedded using gap analysis and the impact it is having. | Baseline and targets to be established. | Led by Service Manager (Strategy and Partnership). CWB focuses on how the use of existing levers held by anchor institutions can deliver the wellbeing economy and make work a route out of poverty. For the most part, this will be delivered by better use of existing resources with limited requirement for additional external expertise where that is not available locally. |
| SPBS 19. Island Games 2025. The Council’s role in providing services and support to facilitate the Orkney 2025 Island Games contributes to a successful Games event across Orkney. | Project management to co-ordinate the Council’s role in supporting and facilitating the planning and delivery of the Orkney 2025 Island Games in areas such as: - The delivery of agreed infrastructure projects. - Appropriate use of public facilities (public buildings, public spaces). - Public services, including roads and transport. - The use of OIC buildings for events, accommodation including catering requirements. - Additional requirement for cleaning, waste management and other services. - OIC staff volunteering during the games. | Milestones will be developed to meet the planning requirements for the Orkney 2025 organisers. | July 2025. | Led by Corporate Director for Strategy, Performance and Business Solutions. Resourced by diverting existing resources. |
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 105 | Percentage of procurement spent on local enterprises | 38% | 45% |
| CDP 201 | Community Council satisfaction with their involvement in community development and engagement | 64% | 90% |
| CDP 401 | Level of customer satisfaction experienced by the public with queries handled by customer service staff | 87% | 95% |
| CDP 402 | Orkney Islands Council recognised as an Investors in People (IiP) Platinum Organisation | N/A | Achieved |
| CDP 403 | Overall staff satisfaction with working at Orkney Islands Council | 58% | Greater than 80% |
| CDP 404 | Staff satisfaction with our leadership style and culture | 58% | Greater than 80% |
| CDP 407 | Staff turnover | 5.14% | 4% |
| CDP 408 | Cost of agency workers as a percentage of our staff budget | 3.70% | 2% |
| CDP 409 | Sickness absence days per teacher | 8.2 | 6 |
| CDP 410 | Sickness absence days per employee (non-teacher) | 12.6 | 9 |
| 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. | 2.26% | 2.40% |
| CCG 02 | Sickness absence. Of the staff who activated a sickness absence trigger, the proportion of these where there was management intervention. | 100% | 100% |
| CCG 03 | Staff accidents. The number of staff accidents within the service, per 30 staff per year. | 0.28 | Less than 1% |
| 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. | 8% | 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. | 5.56% | 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. | 98.91% | 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. | 85% | 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 | 95.45% | 98% |
| SPBS_PI_01 | Return rate for customer surveys (Internal Audit) | 60% | 90% |
| SPBS_PI_02 | Percentage of surveys with a score of 8 or more (Internal Audit) | 100% | 90% |
| SPBS_PI_03 | Percentage of recommendations accepted (Internal Audit) | 99% | 90% |
| SPBS_PI_04 | Percentage of draft reports issued within 10 days of fieldwork completion. (Internal Audit) | 96% | 90% |
| SPBS_PI_05 | Percentage of final reports issued within 5 days of final comments received. (Internal Audit) | 96% | 90% |
| SPBS_PI_06 | Percentage of audits completed in year compared to plan. | 88% | 90% |
| SPBS_PI_07 | Cost of Internal Audit | Achieved | Manage within agreed budget |
| SPBS_PI_08 | % FOI / EIR requests responded to within time limit | 87.71% | 90% |
| SPBS_PI_09 | Average working time for Stage 1 response | 5 days | 5 days |
| SPBS_PI_10 | Average working time for Stage 2 response | 20.4 days | 20 days |
| SPBS_PI_11 | % Stage 1 complaint closed within timescale | 65% | |
| SPBS_PI_12 | % Stage 2 complaint closed within timescale | 68% |
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 illustrate risk monitoring, warning, checklist and document review, organisational workforce planning, protection and recovery, process continuity and performance monitoring.
Appendix 1: Other Plans
Heads of Service and Service Managers compile a number of plans setting out the work for individual service areas. These plans support the objectives and priorities in the Council Plan and this Directorate Delivery Plan, and inform the work detailed in individual team-level plans.
The latest versions of each plan can be accessed on the Council’s website.
- Communication Strategy 2023-2028 (in development).
- Digital Strategy (2022-2026).
- Digital Strategy Delivery Plan (2022-2026).
- Investors in People implementation plan.
- Orkney Armed Forces Community Covenant.
- Orkney Child Poverty Strategy 2022 – 2026.
- Orkney Community Plan 2023 – 2030 (Local Outcomes Improvement Plan).
- People Plan.
- Records Management Plan.
Appendix 2: Organisational Structure
IMAGE: An organisational chart places Karen Greaves, Corporate Director for Strategy, Performance & Business Solutions, at the top. Reporting to her are Gavin Mitchell, Head of Legal & Governance; Andrew Groundwater, Head of Human Resources & Organisational Development; and Alex Rodwell, Head of Improvement & Performance. Service managers and their remits are shown below each head of service.
Corporate Director
Karen Greaves
Corporate Director
Strategy, Performance & Business Solutions
Head of Legal & Governance
Gavin Mitchell
Head of Legal & Governance
Service Managers and Remits
Karen Bevilacqua
Service Manager, Legal Services
- Litigation
- Projects
- Contracts and Property
- Licensing
Hazel Flett
Service Manager, Governance
- Committee Services
- Information Governance
- Complaints
- Registrars
Andrew Paterson
Chief Internal Auditor
- Internal Audit
- Investigations
- Counter-Fraud
- Best Value
Rosemary Colsell
Service Manager, Procurement
- Corporate Procurement
- Circular Economy
- Contracts Register
- Community Wealth Building
Head of Human Resources & Organisational Development
Andrew Groundwater
Head of Human Resources & Organisational Development
Service Managers and Remits
Craig Walker
Service Manager, Human Resources Operations
- Human Resources Policy
- Employee Relations
- Trade Union Liaison and Negotiation
- Reward and Remuneration
- Recruitment and Contractual Administration
- Occupational Health
Alison Skea
Interim Service Manager, Organisational Development
- Workforce and Succession Planning
- Learning and Development
- Employee Wellbeing
- Employee Benefits
- Organisational Culture
- Equality, Diversity and Inclusion
Head of Improvement & Performance
Alex Rodwell
Head of Improvement & Performance
Service Managers and Remits
William Moore
Service Manager, Improvement & Performance
- Improvement support
- Performance and best value
- Project and programme management
- Systems development and digital strategy
Anna Whelan
Service Manager, Strategy & Partnership
- Community consultation and engagement
- Community planning
- Corporate planning, strategy, and policy
- Third Sector liaison
Melanie Slater
Service Manager, Customer Services & Corporate Administration
- Corporate administration
- Customer services
- Elections
- School Place caretakers
Ross Cunningham
Service Manager, Democratic Services & Communications
- Civic events and visits
- Communications
- Community Councils
- Elected Member support