Our Plan
2016
to 2020
Contents
Context
3
Our vision
4
Our top priorities
5
What we will do
6 to 11
How we will do it
12 and 13
Checking our progress
14
‘I work at Islesburgh Out of School Club. The work I do with the bairns
here is very closely linked to the aim in this plan - to make Shetland the best
possible place to grow up.’
Kenny McIntosh, Play Support Worker at the Islesburgh Out of School Care Service.
2
Context
Challenges over the next four years
The environment we work in continues to
change. It is important that we know about
these changes and can plan for them to avoid
negative effects wherever possible. The
Community Plan provides information on the
issues facing Shetland, including population
and the economy.
A copy of the community plan is available on
our website at www.shetland.gov.uk
For the purposes of this plan, we have identified
three important challenges that will affect the
way we work as an organisation during the next
four years. These challenges are:
• money - a reduction in the funding we get
from Government;
• the local economy; and
• the population
Money
Over the next few years we expect further
substantial reductions in government funding.
With rising costs each year, we will always
face pressure to live within our means. The
challenge we set as a community planning
partnership is to ‘achieve the same or more with
fewer resources’ and to ‘maintain Shetland’s
high level of performance relative to many
national comparisons and indicators’. We need
to work together in a smarter way to achieve
that. Through this plan we aim to make sure
the resources we do have are spent in the most
effective way possible.
What is sustainability?
Economy
Over the past few years the economy of
Shetland has experienced a boom, largely as
a result of construction work in the oil and gas
industry. We know that can’t last forever, and
our economy will probably be affected when
the boom passes. We are also aware of the
many challenges our other industries face and
the significant contributions they make to our
economy. The task we face is to plan now so
we can deal with the things that will affect us in
the medium term.
Although we cannot provide sustainable
economic growth on our own, we can make an
important contribution by working with others.
For that reason, and as this plan focuses on
the things we can do rather than the things we
can’t, we have made high-speed broadband,
mobile connections and affordable housing
priorities in this plan. Businesses and people
across Shetland identify these as important
barriers to economic growth.
Population
Shetland’s population is expected to change
over the next 20 or so years. The number of
older people is expected to rise significantly.
It is generally felt that higher demand will
increase the cost of providing care. Our plan
sets out a different viewpoint based on efforts
to encourage healthy and active lifestyles that
will help people to be independent and reduce
the need for care as they get older. In many
ways we feel that this is a more positive way to
approach the challenge.
In this plan, sustainability means providing
services in a way that does not use up or
significantly reduce our resources. From now on
we will have to rely on new ideas and efficiency to
maintain and improve standards in a sustainable
way rather than simply spending more money.
The Community Plan can be downloaded at www.shetland.gov.uk/communityplanning/community_planning.asp
3
How this plan fits in
The Community Plan sets out what the Shetland Partnership will try to do for Shetland over the long
term. This plan sets out how we, as Shetland Islands Council, will work together with other members
of the Shetland Partnership, to achieve some of the things set out in the community plan over the next
four years.
After setting the political priority areas, the council’s directors, working together through our corporate
management team, must make sure we as a council deliver. Each directorate and service produces
their annual budget and plan, and these provide the details of how we will achieve the things in this
plan. How each plan is linked to, and feeds into, this corporate plan and the community plan is shown
in the diagram below.
To make sure we can afford the things we say we want to do, the process to produce this plan was
carried out alongside the work to update the Medium Term Financial Plan.
What is the Shetland Partnership?
The Shetland Partnership brings together representatives
from the public, private and voluntary sectors, community
councils and Shetland Charitable Trust. One of the main
jobs the group has is to oversee the community plan,
making sure that all members of the partnership are pulling
in the same direction to achieve results in the areas of:
• children and young people;
• health;
• adults and older people;
• community safety;
• economy;
• equalities; and
• the environment.
The Partnership must agree a Single Outcome Agreement
with the Scottish Government. This agreement sets out the
things that the partnership commits to do here in Shetland,
and how they measure performance.
Our vision
‘By the end of this plan (2020),
we want to be known as an
excellent organisation that
works well with our partners to
deliver sustainable services for
the people of Shetland’
4
Our top priorities
We can’t do everything, so we must set
ourselves priorities and make sure that we use
our resources in the smartest way possible.
Our five top political priority areas – the things
that we feel will help us maintain and improve
the quality of life in Shetland – are set out
below.
Complete and move into the new
Anderson High School and Halls of
Residence.
Increase the supply of affordable
housing in Shetland.
Improve high-speed broadband
and mobile connections throughout
Shetland.
‘My job is about providing a regular and safe ferry service,
helping support communities and maintain a strong economy two things that are mentioned in this plan.’
Stephen Saunders, who works on the Yell Sound ferry crossing.
Support older people across
Shetland so they can get the
services they need to help them live
as independently as possible.
Provide quality transport services
within Shetland, and push for
improvements in services to and
from Shetland.
This plan is about the difference we want to
make, and how we can do that more effectively
by working together. So all of our staff have a
responsibility to work together to achieve these
things.
‘To be honest, I haven’t given much thought to the corporate
plan or what it means to me personally, but in my work I like to
make sure that tenants get the best service we can possibly
give. This fits with the council’s aim of consistently achieving
the highest possible standards of customer care.’
Derek Duncan, Foreman Electrician with our Housing Repairs
Service, demonstrating the new Quantum storage heater to a
tenant.
5
What we will do
We are focusing on five areas that we feel
are important for the people of Shetland,
and that we want to make a difference to, by
2020.
These are:
•
•
•
•
•
young people;
older people;
economy and housing;
community strength; and
connection and access
The following section describes each of
these in more detail, and explains what we
want to have achieved by 2020.
6
Young People
The people of Shetland quite rightly take pride
in the fact that this is an excellent place to bring
up children. We already have good facilities
and provide high levels of service compared
with other parts of the country. However, we
want to make sure we continue to make this
our priority so we can maintain our very positive
outcomes for the community.
The community plan aims to make Shetland
the best place for children and young people
to grow up. We realise that this is a long-term
aim and we must continue to work towards that.
However, there are things we can do over the
next four years to help contribute to achieving
that aim.
Over the next four years we will work with
others so that by 2020 we will have made a
difference in the following ways:
The new Anderson High School and
Halls of Residence will have been
built and will be providing an excellent
learning environment as part of an
efficient and effective schools service.
‘We’re supporting young people to build confidence and
self-esteem, as well as working as part of a team. At the
Weisdale Shed, our bridges project students are working
closely with COPE. Their work is entirely voluntary and the
time they invest counts towards their Saltire Awards.’
Bridges Support Worker, Ryan Jamieson (right), with a
student working on a trough planter for the COPE Garden
Centre.
Young people will feel that their voices
are being heard by the council, having
regular opportunities to have a say on
the issues that affect them.
More children will be taking part
in physical and cultural activities –
developing healthy lifestyles to help
them play a full and active part in
Shetland community life.
Children and young people,
particularly those from vulnerable
backgrounds and in care, will be
getting the learning and development
opportunities that allow them to fulfil
their potential.
Shetland Learning Partnership will
be providing opportunities for young
people to gain workplace experience
and vocational qualifications while
at school, giving them the skills they
need to get jobs or continue into
further education.
Vulnerable children and young people
in need of our care and support will
continue to be protected from harm.
‘It’s really important to provide the highest standards of care
and offer engaging activities to the children who use our
service. We welcome input from parents and carers, as well
as listening to the children themselves.’
Ashley Falconer, Play Practitioner at Islesburgh Out of School
Care Service.
7
Older People
Over the next 20 or so years, the number of
older people living in Shetland is expected to
rise significantly.
Through this plan, we will focus our time
and resources on finding ways to make sure
people are supported to help them be active
and independent throughout adulthood and in
older age. To support our community plan, we
want everyone to be leading healthy, active
lives that allow them to contribute to society in a
positive way. When older people reach a point
where they need care or extra support, we want
to be able to provide that care in a way that
allows them to stay at home or in a comfortable
setting.
These are long-term aims, but over the next
four years we will work with others so that by
2020 we will have made a difference in the
following ways:
‘I work in the care at home service. In the past, the council’s
plan hasn’t really meant that much to me in a day to day
sense. But I do know that what I’m doing helps older people
to live as independently as possibly in the community and
that’s one of the things we say we want to do as a council.’
Social Care Worker, Linsey Cruickshank (right), with a
service user
Increased use of technology will
be helping us provide care for the
most vulnerable and elderly in our
community.
Older people and people who are
living with disabilities (including
learning disabilities) or long-term
conditions will be getting the
services they need to help them live
as independently as possible.
More people will be able to get
the direct payments and personal
budgets that they want, so they can
make the best choices for their own
lives.
People will be supported to look
after and improve their own health
and well-being, helping them to live
in good health for longer.
Our Integrated Health and Social
Care services will be providing the
services people need in a more
efficient way, improving standards
of care and keeping people
healthier for longer.
‘Using technology in this way means peace of mind for
individuals and their families, when they know they can get
help quickly by pushing a button or through an automatic
call. This kind of equipment also helps us provide a more
efficient service – something that is one of the priorities in
our new plan.’
Telecare Project Manager, Clint Sentance, with a service user.
8
Economy
and Housing
Shetland is in the fortunate position of having
a healthy economy. However, there are things
we can do to help prepare us for challenges we
may face in the coming years.
As a council, we can’t provide the same level of
direct intervention to Shetland’s economy as we
did in the past. We are committed to doing what
we can to help support people, businesses
and communities understand what would help
them to turn an idea into a business, get a
community project off the ground, expand an
existing company or find a new market.
A stronger economy which has well-paid jobs
available to more people has the potential to
produce a more prosperous and fairer society in
Shetland.
The long-term community plan aim is for
Shetland to have good places to live as
well as sustainable economic growth with
good employment opportunities, and for our
residents to have the skills they need to benefit
from those opportunities.
Over the next four years we will work with
others so that by 2020 we will have made a
difference in the following ways:
We will have an economy that
promotes enterprise and is based on
making full use of local resources,
skills and a desire to investigate new
commercial ideas.
‘This modern apprenticeship has certainly set me up
for the future. If it wasn’t for the council taking me on, I
wouldn’t be doing gardening as a career. Train Shetland
has also been very supportive throughout my training.’
Liam Anderson, a Modern Apprentice, at work in the Jubilee
Flower Park, Lerwick.
We will be investing development
funds wisely to produce the maximum
benefit for Shetland’s economy
The tertiary education, research and
training project will have created an
effective model for providing excellent
services to our learners
We will have made the council’s
future role in the port of Sullom Voe
clear and we will be seeing the best
possible returns from our investments.
We will have increased the number
of houses in Shetland, with a range
of options that are affordable and
achievable for all.
We will have a culture of helping
new businesses to start up and
businesses to grow, as well as having
a thriving ‘social enterprise sector’ of
businesses that give something back
to the community.
There will be opportunities for people
with all levels of skills, and there will
be a close match between the skills
that businesses need and those that
the trained workforce have.
In April 2012, work started on site at Burnbank in the north end
of Lerwick, with our new properties ready in July 2013.
9
Community
Strength
Shetland is made up of many small communities,
each with its own characteristics, challenges
and opportunities. This, along with our remote
geographical position, means that people
who live in Shetland have a strong sense
of community and of being involved in local
government and the development of services
and local projects. Our community spirit and
pride in these islands helps to bind us together
and make Shetland the special place it is today.
There is no doubt that Shetland faces many
challenges now and in the years ahead. When
it comes to individual communities, there
are often complicated social and economic
conditions which cannot be controlled by any
one agency. As this plan is about making better
use of the resources we have available, we can
no longer provide money in the hope that it will
fix things. Instead, we feel that it is better to help
communities to understand the reasons for the
challenges they face, and help them find ways to
tackle those challenges.
We also want people to feel more involved in
decision making, and we want to improve the
way we listen to communities. This does not
mean we are always going to be able to do
everything they would want. However, being
able to have an open and honest conversation is
crucial to the relationships we will have with the
people of Shetland.
‘I help support individuals and communities to understand
what help is available to get their ideas for community
projects off the ground. The voluntary contribution to
Shetland by community members is tremendous.’
Community Involvement and Development Officer, Roselyn
Fraser (second from right, bottom), at Charlestown Playpark
in Symbister, Whalsay. The park was rejuvenated with new
equipment installed following fundraising by the voluntary
committee and community.
The strengths of individuals and
communities will be built on, with
increased levels of volunteering across
Shetland where possible.
Communities will be taking ownership
of community assets and putting
them to best use, as set out in the
Community Empowerment (Scotland)
Act.
People, particularly those from
vulnerable backgrounds, will be
getting access to the learning and
development opportunities that allow
them to best fulfil their potential.
As with all of the long-term aims in this plan,
this will take time and effort. However, over the
next four years we will work with others so that
by 2020 we will have made a difference in the
following ways.
Communities will be supported to find
local solutions to issues they face.
People in Shetland will be feeling more
empowered, listened to and supported
to take decisions on things that affect
them, and to make positive changes in
their lives and their communities.
‘We’ve worked with Bressay Community Development
Association to explore options for acquiring the former
school. We helped them consult with the community
to assess the need for such a building and to consider
various options for its use.’
Pat Christie (right), Community Involvement and
Development Officer, views plans for the building.
10
Connection and
Access
The transport services we provide are the
lifeblood of these islands. They allow us all to
go about our daily business and take part in
community life. Young people say that transport
is an important area we need to focus on, along
with housing and jobs. Similarly, businesses
also raise transport as a key priority as it is
essential to maintaining their current activity
and doing more in the future.
Lack of access contributes to people in remote
areas feeling excluded from Shetland society.
Access to high-speed broadband and mobile
connections are increasingly expected, not
just desired. Lack of these connections limits
business and leisure in more remote areas and
could put people off moving there.
Over the next four years we will work with
others so that by 2020 we will have made a
difference in the following ways:
There will be transport arrangements
in place that meet people’s needs and
that we can afford to maintain in the
medium term.
More people will have access to
high-speed broadband and reliable
mobile connections, helping to
connect people, communities and
businesses throughout Shetland.
People will be booking and paying
for journeys on our buses and ferries
using efficient and effective systems.
‘Our online booking system is now up and running and very well
used. Customers can book most ferries online up to half an hour
before departure – 24/7.’
A ticket machine being used onboard the Yell ferry. These
were introduced in 2013.
Our communities will feel better
connected using new community
transport solutions developed by
communities themselves.
We will have a clearer
understanding of the options and
the investment needed to create a
sustainable internal transport system
over the next 50 years.
There will be a programme of
potential changes to our long-term
external transport systems. This will
aim to meet our economic-growth
needs and will be set within a realistic
funding programme.
On ferries and air services there will
be a system of fares that helps people
on lower incomes travel to and from,
and within, Shetland.
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How we will do it
20 things we aim to achieve by 2020
Ou
r ‘2
By
0
’20
’
Although it is fair to say we have come a long way over the past
five years, it is always helpful to remind ourselves of the need to
maintain our good progress and build on that in the future. Our
improvement programme, which produced positive results between
2010 and 2013, was based on achieving the highest possible
standards in terms of how the council is run and financed.
This part of our plan is built on the need for all of our services
to work together in a smarter way. Members of the public
would expect us to be doing this anyway, but it is important we
capture these things in our plan, to set the tone for standards the
organisation expects everyone to achieve over the next four years.
12
1
Our staff will have the highest possible
standards of leadership and management,
helping to create a culture that makes sure
we achieve the things set out in this plan.
2
Our staff will feel valued for their efforts and
want to stay with us because they feel
motivated to do their very best every time
they come to work.
3
We will have made Shetland’s voice heard,
with regular and meaningful lobbying of
Scottish and UK governments and EU
bodies on important issues affecting the
islands.
4
Modern IT equipment and systems will be
supporting new ways of working, helping
services run efficiently and effectively.
5
High standards of governance, that is, the
rules on how we are governed, will mean
that the council is operating effectively
and the decisions we take are based
on evidence and supported by effective
assessments of options and potential
effects.
6
Excellent financial-management
arrangements will make sure we are
continuing to keep to a balanced and
sustainable budget, and are living within
our means.
7
Our arrangements for buying goods and
services will be considered to be efficient
and provide ongoing savings.
8
We will be working in a more effective
way, allowing us to cope with reduced
resources. Processes that add no
obvious value will have been replaced with
more proportionate approaches based on
effectively managing risks.
9
People who use our services will
experience excellent standards of customer
care.
10
Our staff and the public will feel more
informed about the council’s activities,
through excellent communications systems.
11
Our approach to managing the risks we
face will have resulted in a more risk-aware
organisation that avoids high-risk activities.
12
Our performance as an organisation will be
managed effectively, with high standards
being applied to the performance of staff
and services. Poor performance will be
dealt with, and good service performance
will be highlighted and shared.
13
We will have found ways of filling our ‘hard
to fill’ posts and increased the number of
ways that young people can join our workforce.
14
The needs of the most vulnerable and
hard-to-reach groups will be identified and
met, and services will be targeted at those
that need them most.
15
We will have a better understanding of the
number of assets we can afford with the
resources we have available, and will have
reduced the number of buildings we have
staff in.
16
We will have prioritised spending on
building and maintaining assets and be
clear on the whole-of-life costs of those
activities, to make sure funding is being
targeted in the best way to help achieve
the outcomes set out in this plan and the
community plan.
17
We will have reduced the effect we have on
the local environment, particularly reducing
carbon emissions from our work and
buildings.
18
We will be collecting more of the money
due to us for the services we provide.
19
More money will be going towards ‘spend
to save’ initiatives, providing resources to
fund innovative ways of working that save
money but help us achieve our desired
outcomes.
20
We will be an organisation that encourages
creativity, expects co-operation between
services and supports the development of
new ways of working.
13
Checking our progress
This plan will be monitored in two ways.
• Managers will report to councillors every
three months through existing arrangements
to monitor service performance.
• Annual monitoring reports will be produced
for the corporate management team and
councillors.
The information provided will feature in our
annual council performance report.
We are determined that this plan is not just
put on a shelf to gather dust. The feedback
from our staff survey highlighted a number of
areas where improvements are needed, and
one of those was the council’s vision. So it’s
important that this plan is understood and we
work together to make sure it is followed.
For more information on this plan, please
contact:
Chief Executive’s Department
8 North Ness Business Park
Lerwick
Shetland
ZE1 0LZ
Email: [email protected]
Our aim is for this plan to drive us forward over
the next four years, helping to deliver excellent
results for everyone living in Shetland.
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