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Estate Operations Service Plan 2015/16 Estate Operations Service 2015-16 Service Plan Supporting Infrastructure Department’s vision: “Securing the Best for Shetland” July 2015 Revision Page 1 of 37 Estate Operations Service Plan 2015/16 Contents Introduction .................................................................................................................................................................................................................................... 3 Vision Statement ............................................................................................................................................................................................................................ 3 Drivers for Change ......................................................................................................................................................................................................................... 4 About Us ......................................................................................................................................................................................................................................... 6 Who We Are .................................................................................................................................................................................................................................... 6 Organisational Chart .................................................................................................................................................................................................................... 7 Locations ...................................................................................................................................................................................................................................... 8 Governance .................................................................................................................................................................................................................................. 9 Regulation and Compliance ......................................................................................................................................................................................................... 9 What We Do ................................................................................................................................................................................................................................. 9 Our Customers ........................................................................................................................................................................................................................... 11 Our Costs and Income ............................................................................................................................................................................................................... 12 Funding and Resources ............................................................................................................................................................................................................. 12 Aims and Objectives .................................................................................................................................................................................................................... 13 Detailed Actions/Plan for Change .............................................................................................................................................................................................. 15 Previous Actions Completed in 2014/15 .................................................................................................................................................................................... 15 Ongoing Actions/Projects Started prior April 2015..................................................................................................................................................................... 16 New Planned Actions Due to Start in 2015/16 ........................................................................................................................................................................... 19 Risks to Delivery & Risk Register .............................................................................................................................................................................................. 21 Performance Indicators ............................................................................................................................................................................................................... 29 Performance Indicators from Council Wide Performance Measures ......................................................................................................................................... 29 Key Service Indicators (Highlighted indicators feed into the Directorate Plan) ......................................................................................................................... 31 Service Performance Indicators from the Local Government Benchmarking Framework ......................................................................................................... 32 Other Performance indicators .................................................................................................................................................................................................... 35 Contact Details ............................................................................................................................................................................................................................. 37 Page 2 of 37 Estate Operations Service Plan 2015/16 Introduction Every year, each Service within the Council is required to produce a Service Plan for the following year. This Service Plan provides an overview of the Estate Operations Service for 2015/16, the Estate Operations Service is in the Infrastructure Directorate. This plan contains information on major activities, aims, objectives, actions, targets, performance indicators and risks. Service plans are approved and “signed off” at Director Level as part of the Executive Manager’s Employee Review and Development process. Vision Statement The Estate Operations Service is committed to supporting the Infrastructure Directorate’s Vision of “Securing the Best for Shetland”. Our goal is to make sure that all of the operational buildings we maintain are energy efficient, safe and healthy places of work for all Shetland residents, and that we provide and operate an efficient, well maintained vehicle and plant fleet. We aim to do this by providing quality services in an effective, efficient and economic manner. The Service also supports the Council in achieving its Public Bodies Duties under the Climate Change (Scotland) Act 2009 by offering support and advice on carbon management. It supports all services in achieving carbon reduction to reduce the environmental impacts of the Council’s activities while limiting future financial penalties. Our objectives are: To maintain the Shetland Islands Council and partner organisation’s property, vehicle and plant portfolios in good order. To provide a fast, efficient and cost effective maintenance and repairs service coupled with a well planned process for identifying and implementing reactive repairs, scheduled repairs and major projects. To provide Help Desk support facilities for defect reporting, ensuring that danger to persons and damage to property is minimised by a prompt response to repairs. To provide a 24/7 emergency call-out service for maintenance work. To provide a service that meets the needs of service users. To maintain accurate records and comply at all times with statutory obligations and approved codes of practice. To provide opportunities for service users and staff to be involved in the decision making process as much as is practicable. To comply at all times with Council policies and standing orders and to maintain good budgetary control. Page 3 of 37 Estate Operations Service Plan 2015/16 To inspect a representative sample of completed repairs to ensure quality, value for money and customer satisfaction and to regularly monitor, record and manage both in-house and external contractor performance. To deliver the Home Energy Scotland Area Based Scheme for Shetland to support householders in fuel poverty through grant funded retrofit work To support all services in reducing their carbon emissions through advice and project support work To reduce the Council’s energy bill by developing and implementing energy efficiency projects Council wide Each year we will set out an action plan which details the main activities that will be undertaken during the coming years based upon an analysis of the service, service reviews and the legislative, local and corporate context within which the service must deliver. These activities are underpinned by the requirement for continuous improvement. Performance indicators and benchmarking will be continuously updated and reported. Through the monitoring of targets and action plans, the service plan will assist in providing evidence for continuous improvement and add to the process of demonstrating best value for all areas of service delivery within Estates Operations. All of the management processes and systems operated by Building Services and Carbon Management are certified as British Standard EN ISO9001:2008 compliant. Drivers for Change The priorities for our services are: retaining a balanced workforce maintaining our existing assets reliably delivering day to day maintenance services placing our customers’ needs at the forefront of our decision making whilst providing best value for the public funds invested in our services and infrastructure reducing the environmental impact of our activities and making longer term plans to adapt to climate change The key aims for 2015/16 are: Page 4 of 37 Estate Operations Service Plan 2015/16 We will ensure staff feel valued and supported, particularly through periods of challenge and change, by putting in place the cross training and multi-skilling programmes. We will deliver the best possible service we can which balances needs and resources. We will provide clear and consistent communication to all staff, customers and partners in order to achieve our priorities. We will be proactive in working with partners in order to secure better outcomes. The most immediate pressures on Estate Operations are the loss of key staff and skills and compliance with increasingly focussed targets for carbon reduction and climate change adaptation, mitigation and resilience. We need to continue the development of our workforce plans so that it’s flexible enough to respond to current market conditions, with a particular focus on: - loss to private sector recruitment issues age demographic sex demographic reduced motivation and wellbeing of staff due to new and additional work pressures market forces and higher industry standard wages local housing issues causing recruitment problems reduced opportunities for training and development perceived loss of job security The Council needs to achieve financial sustainability and this budget pressure will continue to impact on Estate Operations. We need to: reduce assets in line with available maintenance budgets develop lifecycle costing for assets, vehicles and plant develop and embed rational energy efficiency strategies and programmes into capital and maintenance works develop business models for asset and infrastructure investment using all available grant funding, low cost loans and spend to save over longer periods prepare plans for cyclical expenditure – 5 year capital programme prepare plan for responding to the impacts of climate change – more extreme weather events creating unforeseen costs and need for long term investment in works to prevent future expenditure Page 5 of 37 Estate Operations Service Plan 2015/16 plan ahead for minimum 2% ongoing efficiency savings each year Estates Operations supports the delivery of a number of statutory or highly regulated services. Legislative change (and compliance) is an ongoing driver for service change; so in this coming year we need to respond to changes in legislation: Carbon reduction to reduce the environmental impact of Council activities and limit future financial penalties; Climate change adaptation, mitigation and resilience pressures including future proofing our estate and assets to ensure continued efficient service delivery and best value. About Us Estates Operations was created as part of the Infrastructure Service’s Department management re-structure approved by Council in May 2014. It operates as the Council’s primary hard facilities management service, bringing together several support services combined into a single organisation for the benefit of one stop shopping, shared resources, improved coordination, reduced overhead and Shetland wide customer service. Who We Are This Service is managed by the Executive Manager – Estate Operations (Carl Symons) and sits within the Infrastructure Department which is lead by the Director of Infrastructure (Maggie Sandison). We deliver services throughout Shetland and share offices, depots and facilities with other Services which form part of the Infrastructure Services Department, namely Environmental Services, Ferry Operations, Harbour Master & Port Operations and Roads. Page 6 of 37 Estate Operations Service Plan 2015/16 Organisational Chart Chief Executive Mark Boden Infrastructure Directorate Maggie Sandison Environmental Health Ferry Operations Harbour Master & Port operations Estate Operations Carl Symons 64.85 FTE Building Services Steven Goodlad 42.51 FTE Page 7 of 37 Carbon Management Mary Lisk 6.93 FTE Fleet Ian Jeromson 15.41 FTE Roads Estate Operations Service Plan 2015/16 Locations The Estates Operations Service operates from a variety of facilities across Shetland as follows: Management Executive Manager Team Leader Carbon Management Team Leader Building Services Team Leader Fleet Professional & Supervisory Senior Maintenance Supervisor 1 Stores Officer Maintenance Supervisor 1 Maintenance Supervisor 2 Maintenance Supervisor 3 Maintenance Technican x1 Maintenance Officer x4 Information Systems Officer Energy Manager Energy Efficiency Officer Carbon/Energy Reduction Officer Workshop Foreman Officers, Crafts & Trades Senior Stores Person Approved Electrician x4 Maintenance Technician x5 Advanced Plumber x2 Stores Person Electrician x2 Maintenance Craftsman x6 Plumber x2 Maintenance Technician x1 Public Toilets x 5.31 Carbon/Energy Support Officer Garage Storesperson Garage/ Stores Assistant Maintenance Assistant x1 Building Services – Operations, Gremista Depot Building Services – DLO Operations, Mid Yell Depot Fleet Management Unit, Gremista Depot Building Services – Technical Services, Gremista Depot Building Services – DLO Operations, Wethersta Depot Fleet Management Stores, Gremista Depot Building Services - Corporate Stores, Gremista Depot Carbon Management Service – Gremista Depot Transport Operations – Whalsay Bus Service Page 8 of 37 Engineering Craftsman x9 Whalsay Bus Drivers x 1.66 Estate Operations Service Plan 2015/16 Governance The Estate Operations Service is part of the Infrastructure Directorate and reports to the Environment and Transport Committee. The Service’s performance is reported to the Directorate Management Team monthly and 9 Performance Indicators (PI’s) from this plan are reported to the Committee 4 times per year as part of the Department’s quarterly performance report. Regulation and Compliance The Council has to provide its employees with a safe place of work to meet the requirements of the Health & Safety at Work etc Act 1974. Building maintenance is covered more specifically by The Workplace (Health, Safety & Welfare) Regulations 1992. Regulation 5 covers maintenance of workplaces. In this respect Building Services play a key role in helping the council meet several health & safety regulations. What We Do Estate Operations operate as the Council’s primary hard facilities management service, bringing together three support services into a single organisation for the benefit of one stop shopping, shared resources, improved coordination, reduced overhead and Shetland wide customer service. Building Services are focussed on property maintenance and repair of the Council’s operational estate, grounds maintenance and the operation of Shetland’s public toilets. They ensure that Council (and partner organisation) properties and their grounds are maintained in good order and are safe and healthy places of work. They also provide out of hours emergency response services. Carbon Management is tasked with ensuring that the Council responds to Climate Change and contributes to carbon reduction by improving the efficiency and sustainability of energy generation and usage in Shetland. They manage the Council’s utility requirements and lead the Council’s Carbon Management reduction plan. They also administer the Home Energy Scotland – Area Based Scheme which delivers energy efficiency upgrade works to Shetland’s fuel poor private housing stock. Fleet are focussed on vehicle and plant management, specification, procurement, servicing and maintenance, ensuring that all vehicles and plant are fit for purpose, road worthy, maintained, licensed and tested at the appropriate time. They also manage and maintain the Council’s bulk fuel facilities. Page 9 of 37 Estate Operations Service Plan 2015/16 Estate Operations Executive Manager: Carl Symons 01595 744184 Building Services Team Leader: Steven Goodlad 01595 744705 07717 517 143 Carbon Management Team Leader: Mary Lisk 07775 407 812 01595 744818 Fleet Team Leader: Ian Jeromson 07766 361 351 01595 744180 07810 854 032 Property Maintenance and Repair, Grounds Maintenance & Public Toilets Carbon & Energy Management Home Energy Scotland – Area Based Schemes Vehicle and Plant Management, Servicing & Maintenance, Bulk Fuel Facilities Ensuring properties and their grounds are maintained in good order and are safe and healthy places of work. Also provides out of hours emergency response services. Ensuring that the Council responds to Climate Change and contributes to carbon reduction by improving the efficiency and sustainability of energy generation and usage in Shetland Ensuring that all vehicles and plant are maintained, licensed and tested at the appropriate time. Emergency Response (Call 01595 744183 ) 24/7 Helpdesk Support (Call 01595 744150) Electrical & Mechanical Services Maintenance Building Fabric & Site Maintenance Condition Surveys & Fire Risk Assessments Statutory Maintenance Planning & Servicing Asbestos Management Legionella Control Security Management & Maintenance Lifts, Escalators & Hoists Maintenance Grounds Maintenance Public Toilets Corporate Stores (Buildings, Housing & Roads) Maintenance Surveyors / Officers: - Abrew, Gino 01595 744112 - Glennie, Graham 01595 744750 - Jarmson, Ivor 01595 744146 - Leftwich, Michael 01595 744106 Grounds Maintenance - Manson, Richard 01595 744189 Stores Officer: - Nodroum, David 01595 744121 Page 10 of 37 Carbon Management Planning Climate Change Energy Efficiency Projects Fuel Poverty (Private Housing – Area Based Scheme) Energy Procurement Strategy Energy Performance Certificates (EPC) Electricity Supply Gas Supply Oil Supply and Stock Renewable Energy (Wind, Biomass, CHP, etc.) Water Supply Procurement from renewable Sources Carbon Emissions Energy Manager: - Simpson, John 01595 744819 Carbon & Energy Reduction Officer: - Grieve, Alan 01595 744759 Energy Efficiency Officer - Saunders, Tracey 01595 744848 Emergency Response Vehicle Fleet Management Vehicle Maintenance & Servicing (LGV, HGV & PSV) Plant Maintenance & Servicing (Gritters, JCB etc.) Bulk Fuel Van Hire MoT & Taxi Inspections Licensed Operator for HGV (DVSA) Workshop Foreperson: - Henderson, Leslie 01595 744133 Workshop Chargehand: - Thomason, Karl 01595 744130 Estate Operations Service Plan 2015/16 Our Customers Estate Operations supports core council service delivery across Shetland. We provide services to all Council properties and support several large scale programmes and projects. Additionally, we provide specialist advice and maintenance services to around 35 properties for the Shetland Charitable Trust, Voluntary Action Shetland and the Police and Fire services. In terms of numbers, Estate Operations: Estate Operations maintains 272 vehicles and plant in the garage and carried out 2,088 jobs last year. Estate Operations maintains 125,325m² of buildings comprising of 20 Social Work facilities, 29 Primary Schools, 7 Secondary Schools, 2 Colleges, 6 Children’s Services facilities, 20 offices and 42 other premises. Estate Operations responded to 534 emergencies and carried out 7,029 jobs across the Council’s built estate last year. Estate Operations provides 22 public toilets and we estimate that these will use 6,310 toilet rolls this year. Estates Operations provides grounds maintenance to 1,394 plots across Shetland and cuts 399,553m² of grass per year. Estate Operations delivered energy efficiency upgrades to 137 private Shetland households who were categorised as fuel poor last year and plans to deliver 150 more in 2015/16. Page 11 of 37 Estate Operations Service Plan 2015/16 Our Costs and Income For the financial year 2015/16 the General Fund budget for the Service includes 64.85 full time equivalent staff, £987K net revenue expenditure and £3.15 million capital expenditure. Service Number of Staff (FTE) Gross Expenditure Income Net Budget Capital Budget Building Services - Technical Services & Operations - Gremista Store - Public Toilets - Grounds Maintenance Building Services Subtotal 33.91 3.14 5.31 0.15 42.51 1,985,544 138,055 178,266 169,508 2,471,373 -1,659,135 -134,542 -1,453 -603 -1,795,733 326,409 3,514 176,813 168,905 675,641 1,949,020 Fleet - Gremista Garage Services - Bus Operations (Whalsay) Fleet Subtotal 14.08 1.33 15.41 1,049,597 91,710 1,141,307 -955,246 -73,000 -1,028,246 94,351 18,710 113,061 1,200,000 6.93 335,124 -136,208 198,917 64.85 3,947,804 -2,960,187 987,619 Carbon Management Estate Operations Total 1,949,020 1,200,000 3,149,020 Funding and Resources Estate Operations has made its share of the overall Infrastructure Directorate savings of £6.3 million since 2012/13, including those required for 2015/16. The reduction in savings requirement for 2015/16 was due to the substantial service reviews undertaken in previous years already having delivered the majority of the savings required to achieve the target operating budget set out in the Council’s Medium Term Financial Plan. Page 12 of 37 Estate Operations Service Plan 2015/16 Aims and Objectives Directorate Plan Aims Action The best possible start for every child Deliver the “Schools for the Future” projects to provide improvements to heating, windows and external parts of Bell’s Brae primary, and repairs to Sound Primary’s School roof The transport services we need Deliver the externally funded electric vehicle charging points and electric pool car pilot project Build a healthy economy Directorate workforce planning to succession plan for future vacancies and fill skills gaps Encourage Strong Communities Explore community based solution for burial ground and amenity grass cutting Protect Vulnerable and disadvantaged people Continue to provide grants to deliver energy efficiency measures to reduce fuel poverty and improve health outcomes using Scottish Government HESABS funding Being a properly led and well-managed council Deliver our day to day services within the reduced budget Secure external funding for key projects - Town Hall Window Conservation, HES:ABS and energy efficiency works Undertake 100% of the employee review development plans Positive audits from our regulators with no serious non-conformances identified Dealing with challenges effectively Page 13 of 37 Respond to the mandatory reporting and monitoring of carbon reduction and climate change actions and develop further innovative solutions to reduce the environmental impact of our operations such as a hydrogen project for HGVs and/or ferries. Estate Operations Service Plan 2015/16 Service Aims/Priorities Objectives/Actions (Details below) Achieve longer term financial planning of Capital and revenue projects Improve the Asset Investment Plan decision making process by developing whole lifecycle costing for asset repairs and replacement Maintaining our existing assets Project manage the repairs to the Town Hall windows Local climate impacts report to assess the impact and risk of extreme weather events and develop a climate change adaption plan Respond to changes in legislation Page 14 of 37 Mandatory reporting of carbon reduction and climate change actions Estate Operations Service Plan 2015/16 Detailed Actions/Plan for Change Previous Actions Completed in 2014/15 Delivered Early/ontime/late Achieved original intention? Undertake employee review and development plans for all employees of Infrastructure Services late Yes - Effective employee engagement and development and compliance with Council policy Develop a workforce plan On time Yes - Identify and fill skills gaps and achieve succession planning Provide energy efficiency measures for fuel poor and/or vulnerable households On time Yes - Reduce their household bills and improve health outcomes Building efficiencies project On time Yes - Deliver efficiencies across NHS/SIC Delivery of Services within budget On time Yes - Dealt with pressures, issues and problems within existing budgets Carbon Management Plan actions implemented On time Yes - Put in place carbon management plans to protect and improve our environment and meet legislation compliance. Identify the specified additional savings On time Yes - Met the 15/16 Medium Term Financial Plan target Description Page 15 of 37 Estate Operations Service Plan 2015/16 Ongoing Actions/Projects Started prior April 2015 Title/Heading Team Start End Output Expected Outcome/Supported Aims/Objectives 1. Implement the full Estate Operations structure 2. Continue Trades Apprenticeship All 01 Apr 14 31 Mar 17 Started in June 2014, currently on-time to finish in Mar 2017 Statutory and Cyclical Maintenance Programme Buildings 01 Apr 14 31 Mar 15 Progress informed by KPI Building Efficiencies Programme Buildings 01 Apr 14 31 Mar 15 Staff on secondment to NHS Shetland with operational services delivered. Helpdesk Workforce Planning Page 16 of 37 programme and seek external funding wherever possible 3. Ensure workforce levels are correct for present and future service delivery 4. Put in place multi-skilling training programmes to address skill gaps and long term succession planning 5. Improve morale and staff wellbeing thus reducing sickness levels 6. Look at staff retention 7. Retain knowledge and build experience by further developing succession planning systems Continue delivery of the ongoing cyclical maintenance programme to ensure the Council estate meets customer needs and meets all statutory requirements Put in place collaborative estates and maintenance management systems that allow Shetland's public sector organisations Estate Operations Service Plan 2015/16 Ongoing Actions/Projects Started prior April 2015 Title/Heading Team Start End Output Expected Outcome/Supported Aims/Objectives integration ongoing. to continue providing first class services across the Islands which are affordable and are delivered by people who live in Shetland. Review grounds maintenance contracts and overall service delivery model for improved community liaison and targeted grounds maintenance delivery. Grounds Maintenance Buildings 01 Apr 14 31 Mar 15 Review to now commence Jan 15 – tied into retendering exercise. Street Lighting Buildings 01 Apr 14 31 Mar 15 New delivery model in place. To continue to provide services across Shetland in line with the review. To put in place the Carbon Management Plan with appropriate governance to comply with the Climate Change Declaration requirements. To work in partnership with Community Planning partners to reduce costs and share best practice in carbon and climate change management, specifically - Efficiencies - Better use of resources - Legislative compliance Funding secured by Jul 14. Surveys carried out and work delivery commencing Sep 14. To secure Scottish Government funding which allows us to deliver area based energy efficiency works to those deemed to Carbon Management Plan – Data Collation, Reporting and Implementation Carbon Management 01 Apr 14 31 Mar 15 Home Energy Efficiency Programme Carbon Management 01 Apr 14 31 Mar 15 Page 17 of 37 Estate Operations Service Plan 2015/16 Ongoing Actions/Projects Started prior April 2015 Title/Heading Team Start End Output Expected Outcome/Supported Aims/Objectives Complete by 31 Mar 15. be priorities. Commenced - Apr 14 Fleet Replacement Programme Fleet 01 Apr 14 31 Mar 15 Delivery ongoing Page 18 of 37 Reduced ongoing revenue maintenance costs of the vehicle fleet by reducing the average age of the fleet and replacing old and worn out vehicles and plant Estate Operations Service Plan 2015/16 New Planned Actions Due to Start in 2015/16 Title/Heading Develop decision making matrix for vehicle and plant replacement Team Start End Fleet 01 Apr 15 31 Mar 16 Building 01 Apr 15 31 Mar 17 Building 01 Apr 15 31 Mar 16 Building 01 Apr 15 31 Mar 16 Implement the Asset Investment Plan Home Energy Efficiency Scheme Carbon Management Plan – implementation Programme Page 19 of 37 Carbon Management Carbon Management 01 Apr 15 01 Apr 15 31 Mar 16 31 Mar 16 Output Once Asset Investment Plan funding agreed in December 14 Expected Outcome/Supported Aims/Objectives Effective operations and financial planning Deliver the “Schools for the Future” projects to provide improvements to heating, windows and external parts of Bell’s Brae primary, and repairs to Sound Primary’s School roof. Secure external funding for the Town Hall Window Conservation project. Deliver the major maintenance projects set out on the 2015-16 AIP. Funding secured by Jul 15. Surveys carried out and work delivery commencing Sep 15. Complete by 31 Mar 16. Continue to secure Scottish Government funding which allows us to deliver area based energy efficiency works to those deemed to be priorities. To implement the actions, programmes and projects set out in the Carbon Management Plan To work in partnership with Services and Community Planning partners to reduce costs and share best practice in carbon and climate change management, specifically - Efficiencies - Better use of resources - Legislative compliance Estate Operations Service Plan 2015/16 The Directorate level actions or most strategically significant operational actions to be delivered are set out in the Directorate Plan and will be monitored each quarter by the Directorate Management Team and Committee Members as part of the quarterly reviews. The key actions for this service are set out in this Service Plan. Page 20 of 37 Estate Operations Service Plan 2015/16 Risks to Delivery & Risk Register Almost certain 5 10 15 20 25 Rating Likely 4 8 12 16 20 Possible 3 6 9 12 15 Descriptor 5 Almost certain 4 Unlikely Unlikely 2 4 6 8 10 Rare 1 2 3 4 5 3 Possible Insignificant Minor Significant Major Catastrophic 2 Likely 1 Rare Current risk details Page 21 of 37 What we are going to do to manage those risks Description I would not be at all surprised if this happened within the next few months I would be mildly surprised if this occurred, but cannot entirely rule out the possibility I think this could maybe occur at some point, but not necessarily in the immediate future I think this could occur sometime in the coming year or so I would be very surprised to see this happen, but cannot entirely rule out the possibility Target – in one year Estate Operations Service Plan 2015/16 Gross Residual Risk & Details Likelihood Impact Risk Rating FEB0001 - Failure of Key supplier. Council issues various contracts throughout the year, for a number of different works. Unlikely Significant Medium FEB0004 - Poor Quality - Poor Service delivery Possible Major High FEB0005 - Procurement policy failure to observe. Estate Operations has 65 FTE and a budget of £4 million approximately. Unlikely Significant Medium FEB0009 - Central Govt Funding Issues. Reduced funding for repair and maintenance works Possible Major High FEB0014 - Loss of revenue/income. Building Services has an obligation to maintain public buildings Likely Significant FEB0015 - Operations maintenance -additional costs. Increase in market prices for maintenance works and services. Overheated market due to limited supply of skilled and knowledgeable people. Likely FEB0016 - Contaminated land, air, water, structureStaff work with a range of substances which could cause damage or harm to the environment Rare Page 22 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating Rare Significant Low Carl Symons Unlikely Significant Medium Carl Symons Rare Minor Low Steven Goodlad 1 - Forward Planning Processes - Ensure that all projects are collated and prioritised. Subsequent action will be taken to address those projects deemed to be essential. Possible Significant Medium Steven Goodlad High 1 - Staff review and development Increase the number of people with specialist skills Unlikely Minor Low Carl Symons Major High 1 - Diversity of supply and service provision. Linked to cross-training and multi-skilling themes. Possible Significant Medium Carl Symons Major Medium 1- Appropriate chemical storage and transport Unlikely Minor Low 1 - Financial Assessment Register - Ensure that provision exists for more than one key suppliers and wherever possible retain key skills in-house to compensate for such events 1 - Project Briefs, Specifications and Schedules 2 - Review and Development Procedures 3 - Recruitment and Selection Policy 1 - Communications - distribution of information to relevant staff 2 - Staff Training and Development 3 - Staff recruitment and selection Steven Goodlad Estate Operations Service Plan 2015/16 Gross Residual Risk & Details Likelihood Impact Risk Rating FEB0031 - Accidents /Injuries Staff/Pupils/ Clients/Others. Building Services operate within the construction industry and also operate a fleet of vehicles. Possible Major High FEB0032 - After Hours/ Lone working. Service requirement out of normal working hours and in areas without, e.g. phone signal coverage Unlikely Major FEB0034 - Assault. Staff work with a range of customers across Shetland and come into contact with many people Unlikely FEB0037 - Fire, lightning, aircraft, explosion. Estate Operations has various premises and works across Shetland and on a range of buildings, plant and equipment. Security risks are also included. Inadequate fire precautions carelessness/ breach of procedures, inadequate lightning protection, building fire, lightning damage. Chemical or gas explosion, Inadequate storage / use / transportation of explosive material, Lack of servicing, inspection and maintenance FEB0040 - Health and safety Statutory inspections. Health and Safety inspections to meet the requirements of the various H & S legislation Page 23 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating 1 - Training and Development Policy 2 - Safe systems of work 3 - Management of Health & Safety 4 - Ensure compliance with the Pre-work Safety Check process. Unlikely Major Medium Steven Goodlad Medium 1 - Lone Working Policy Unlikely Significant Medium Steven Goodlad Major Medium 1 - Safe working practices Rare Major Medium Steven Goodlad Possible Major High 1 - Control of Substances Hazardous to Health Regulations 2 - Fire Risk Assessments 3 - Inspection and testing of lightning protection Unlikely Significant Medium Steven Goodlad Possible Catastrophic High 1 - Periodic Inspection of working practices and ISO9001 procedures Unlikely Minor Low Steven Goodlad Estate Operations Service Plan 2015/16 Gross Residual Risk & Details Likelihood Impact Risk Rating FEB0041 - Health and safety own systems. Lack of safety culture in the organisation, failure to manage health and safety on every activity and co-ordinate this with others. Also, lack of management systems and procedures, staff fail to follow procedure / policy. Estate Operations has a Safety Management System and is also accredited with ISO9001. Unlikely Major Medium FEB0042 - Industrial disease control. Staff work in a range of environments and may be exposed to the cause of the diseases e.g. legionella, asbestosis. Possible Major High FEB0045 - Medically/clinically related. Maintenance work in Care Homes & staff don't tell Building Services staff that there is an outbreak of, e.g. winter vomiting virus, etc, happening. Possible Significant FEB0049 - Storm, Flood, other weather related, burst pipes etc. Building fabric unable to withstand extreme weather conditions. Likely FEB0062 - Staff procedure guidelines - breach of due to lack of knowledge; understanding; resource; malicious intent; not working safely or not following procedures, risk assessment or controls. Estate Operations has around 40 staff across Shetland. Likely Page 24 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating Rare Significant Low Steven Goodlad 1 - Safe working practices Unlikely Significant Medium Steven Goodlad Medium 1 - Control of infectious diseases in Care Homes. Liaise with Care Home staff to highlight any ongoing issues. Ensure that relevant risk assessments and method statements are in place prior to commencing any likely operations. Unlikely Minor Low Steven Goodlad Significant High 1 - Ensure consistently high building construction and maintenance standards. Possible Significant Medium Steven Goodlad Minor Medium 1 - Staff induction 2 - Training and Development Unlikely Minor Low Steven Goodlad 1 - Management of health and safety 2 - Recruitment and Selection Policy 3 - Training and Development Policy 4 - Safe systems of work Estate Operations Service Plan 2015/16 Gross Residual Risk & Details Likelihood Impact Risk Rating FEB0072 - Plant/Equipment Breakdown/failure disruption due to aging, defective equipment, poor maintenance, incorrectly installed or deliberate harm or misuse, incorrectly specified. Estate Operations use a significant quantity of plant and equipment. Failure results in disruption to service, cost, down time, delay and customer dissatisfaction. Possible Significant Medium FEE0007 - Economic / Financial Other. Increasing average energy costs are pushing up budgets, installation of alternatives required under spend to save, restricted amounts of money available, access to budget difficult, parameters are tight. Budget reduces or disappears, occasional external funding pots can impose unachievable targets and deadlines, government targets nationally could change, Risk assessment could indicate that the project or technology is inappropriate for the location. Likely Significant Almost Significant FEE0008 - Economic / Financial Other. Energy costs are rising across the council, requirement to actively manage this and ultimately to reduce that spend. Page 25 of 37 Lead Officer Current and Planned Control Measures Certain Likelihood Impact Risk Rating 1 - Inspection and maintenance programme Unlikely Minor Low Steven Goodlad High 1 - Review of current installations 2 - Review of existing installations 3 - Review of funding sources Possible Minor Medium Mary Lisk High 1 - Procurement Scotland Contracts 2 - Buying Solutions Contract 3 - Term Service Contracts 4 - Central Energy Efficiency Fund (CEEF) 5 - Energy Efficiency Captured in Day to Day Works Possible Significant Medium John Simpson Estate Operations Service Plan 2015/16 Gross Residual Risk & Details Likelihood Impact Risk Rating FH0002 - Procurement policy failure to observe. Estate Operations regularly procures various significant, expensive items. National procurement - local authorities have insufficient influence on practices, sometimes organisations can't pursue other options, and there has been a belief created that national procurement must be used. Possible Major High 1 - Procurement Processes. Ensure procurement rules, standing orders are complied with and refer to Part E Contract Standing Orders (Jan 2014 - Version 0.16). Wherever possible use ScotExcel suite of contracts or another approved framework arrangement. FT0029 - Labour relations/disgruntled staff. Estate Operations employ 65 FTE and are progressing with a major restructure. Fears exist regarding the restructure and job losses. This could lead to a lack of motivation within the workforce impacting on service delivery, loss of key staff to private sector, increased cost to service from using external contractors. Likely Significant High FT0038 - Poor Quality. Risks due to defective Goods, poor service and/or lack of competence. Possible Significant Medium Page 26 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating Rare Insignificant Low Carl Symons 1 - Workforce Planning & Multi-Skilling. Focus efforts on creating a meaningful work force plan which sets out a future vision of where we want to be. Generate staff "buy in" by recognising that we value them and want to actively cross train them to flexibly carry out a wider range of tasks. Unlikely Significant Medium Carl Symons 1 - Clear Specification and Quality Control. Ensure goods and services are covered by British Standard specifications. Check receipt of goods through Gremista Stores. Ensure correct handling and storage procedures are in place. Use "tried and tested" products from suppliers who have a proven track record and don't focus on "cheapest is best". Unlikely Minor Low Carl Symons Estate Operations Service Plan 2015/16 Gross Residual Risk & Details FT0040 - Escape of pollutant. From Estate Operations vehicles, in offices, while transporting hazardous materials. Storage of fluids. FT0041 - Closure by authorities (murder/suicide/infectious disease). Office and operational staff affected. FT0042 - Central Govt Funding Issues. Centrally funded posts or projects are at risk due to a loss of funds, changing government priorities and policies, resulting in a reduction in services provided, staffing resources, specialised training. Page 27 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating Likelihood Impact Risk Rating Unlikely Major Medium 1 - Escape of Pollutant - Control. Appropriate training in transporting and clean-up procedures / maintenance. Ensure that relevant risk, COSHH assessments and method statements are in place prior to commencing any likely operations. Ensure materials are stored in the Chemical Store as per the product's data sheet. Rare Significant Low Carl Symons Rare Major Low 1 - Closure by authorities - Control. Implement and review emergency planning procedures. Rare Minor Low Carl Symons Unlikely Significant Medium 1 - Central Govt Funding Issues Control. Taking funding issues and whole life cycle costing into account when setting budgets. Rare Minor Low Carl Symons Estate Operations Service Plan 2015/16 Gross Residual Risk & Details FT0043 - Asbestos - Maintenance / Demolition - Unintentional release of asbestos fibres due to accidental damage or unsafe removal, resulting in delays, additional costs, health issues and HSE enforcement action. Workers who disturb the fabric of buildings during demolition, maintenance, refurbishment, repair, installation and related activities may be exposed to asbestos every time they unknowingly work on ACMs or carry out work without taking the correct precautions. Page 28 of 37 Lead Officer Current and Planned Control Measures Likelihood Impact Risk Rating Possible Catastrophic High 1 - Asbestos - Control. The purpose of managing asbestos in buildings is to prevent or minimise exposure for these groups of workers and other people in the premises. To prevent this exposure, information is needed on whether asbestos is, or is likely to be, present in the buildings, so that an assessment can be made about the risk it presents and appropriate measures put in place to manage those risks. Those implementing works must: - Refer to the asbestos register, surveys and drawings to identify the location of known ACM’s. - If this is not available take reasonable steps to determine the location of materials likely to contain asbestos by carrying out one of the following surveys: - [1] Management Survey - [2] Demolition and Refurbishment Survey - Presume materials to contain asbestos, unless there are good reasons not to do so; - Make and maintain a written record of the location of the ACMs and presumed ACMs; - Assess and monitor the condition of ACMs and presumed ACMs; - Assess the risk of exposure from ACMs and presumed ACMs and prepare a written plan of the actions and measures necessary to manage the risk (ie the ‘management plan’); - Take steps to see that these actions are carried out. - Ensure all employees are competent and attend awareness training as appropriate. - Ensure surveyors hold P402/P405 certification Likelihood Impact Risk Rating Rare Major Medium Carl Symons Estate Operations Service Plan 2015/16 Performance Indicators Performance Indicators from Council Wide Performance Measures Council Indicators / Measure 2014/15 Performance 2015/16 Target Infrastructure Directorate 2013/14 Estate Operations Service 2013/14 2014/15 Performance 2014/15 Performance 2015/16 Target Performance Statement Improvement Statement 3.0% Infrastructure has a lower level of sickness than most of the Council Managing sickness absence effectively and monitoring it is a key activity for Roads Contrary to policy reviews are carried between Nov-Jan to suit service working patterns and our busy summer works period Managing the outputs of ERD’s is seen as a vital component to delivering our cross training programmes Systems have been put in place to monitor the completion of return to work Managing sickness absence effectively and monitoring the return to work 2015/16 Target Sickness Absence Rates 3.9% Employee Review and Development Meetings held in Policy Period (MarMay) Employee Review and Development Meetings held in the previous 12 months (as at Jan 2015) 3.9% 3.6% 3.0% 26% 100% 21% 100% 5% 100% 57% 100% 60% 100% 51% 100% Return to Work Interviews N/A Page 29 of 37 100% 100% 100% Estate Operations Service Plan 2015/16 Indicators / Measure Page 30 of 37 Council Infrastructure Directorate 2013/14 Estate Operations Service 2013/14 Performance Statement Improvement Statement interviews. interviews is a key activity for Estate Operations Estate Operations Service Plan 2015/16 Key Service Indicators (Highlighted indicators feed into the Directorate Plan) Performance Measure Performance 2012/13 2013/14 2014/15 Target 2015/16 Number of reactive jobs completed by Building Services 4,000 3,502 3,480 Council Energy Consumption Per KWh 105,145K 96,781K Reduce 31,478 28,786 Reduce N/A N/A £1.574M N/A N/A £1.574M Contracts delivered Ratio in £ N/A N/A Performance on contract in house N/A N/A 80% Performance on contract private sector N/A N/A 75% Tonnes of CO2 from Council operations Contracts delivered in house Contracts delivered private sector Page 31 of 37 Data Collection Ongoing 50:50 Performance Statement Improvement Statement Our planned maintenance budget has reduced and this is an indicator of whether this is resulting in more reactive workload due to less planned maintenance (Quarterly) Reducing energy usage saves Council budgets and reduces CO2 (Quarterly) This indicator is helping us to establish a trend in reactive maintenance as the budget provision for proactive and planned work reduces to reduce revenue expenditure in services Action plan to reduce energy usage is being implemented using spend to save funding and green loans. Action plan to reduce CO2 is being developed and implemented This set of indicators is helping us to identify resource shortfalls so that we can target our workforce planning, multi-skilling and training programmes to best effect. The Council has a statutory duty to reduce C02 (Quarterly) This compares the money spent in-house to that spent externally. (Quarterly) This is the proportion of money spent in-house to that spent externally. (Quarterly) This looks at the average time taken to complete work within set priority timescales. (Quarterly) This is a direct comparison between internal and external service provision which demonstrates contract compliance, best value and highlights any efficiency concerns or resource shortfalls. Estate Operations Service Plan 2015/16 Service Performance Indicators from the Local Government Benchmarking Framework Scotland 2012/13 Shetland Indicator Min Avg Max C&L4 - Cost of Parks& Open Spaces per 1,000 Population 11/12 12/13 583.94 29605.31 52486.19 C&L5b - % of adults satisfied with parks and open spaces 73 Page 32 of 37 Year 87 96 13/14 Value 24444. 44 14993. 54 12543. 10 Rank 7 3 Target Performance Statement Improvement Statement Costs are continually reducing and are significantly below the Scottish Average. Ranking improved. To continue providing high quality services and high levels of usage within existing budgets Highest satisfaction rate in Scotland, which is an improvement on previous years. To maintain this high level of satisfaction with the services and facilities provides. 2 11/12 98.6 3 12/13 95 3 13/14 96 1 Estate Operations Service Plan 2015/16 Scotland 2012/13 Shetland Indicator Min Avg Max CORP-ASSET1 - Proportion of operational buildings that are suitable for their current use 57..02 Page 33 of 37 81.55 94.35 Year Value Rank 11/12 72.19 25 12/13 77.08 25 13/14 81.55 21 Target Performance Statement Improvement Statement The total number of operational properties has seen a significant reduction over the last year, and the proportion of operational properties considered suitable for service delivery has increased. The trends reflect a reduction in the number of offices and public toilets as a result of the continued implementation of the Councils Asset Strategy and service reviews following budget cuts. We will continue to look for improvements through the implementation of the Councils Asset Strategy. Estate Operations Service Plan 2015/16 Scotland 2012/13 Shetland Indicator Min Avg Max CORP-ASSET2 - Proportion of internal floor area of operational buildings in satisfactory condition 32.31 Page 34 of 37 83.20 99.40 Year Value Rank 11/12 94.07 6 12/13 97.93 1 13/14 87.44 14 Target Performance Statement Improvement Statement Over the last year there has been only been a slight reduction in the overall GIA of operational properties. The proportion of those operational properties considered to be in a satisfactory condition has decreased substantially however this is a result of the Anderson High School now being considered to be below satisfactory condition. We will continue to look for improvements through the implementation of the Councils Asset Strategy. Any improvements are likely to be modest however the delivery of the New Anderson High School in 2017 will result in a significant improvement. Estate Operations Service Plan 2015/16 Other Performance indicators Ref Indicator B1 Emergency - complete in 24 hours B2 B3 B4 B5 B6 Urgent - complete in 3 working days Reactive - complete in 10 working days General - complete in 20 working days Planned – timescale to be agreed Statutory works dockets completed on time Performance 2012/13 2013/14 2014/15 In-house Contractor Combined In-house Contractor Combined In-house Contractor Combined In-house Contractor Combined In-house Contractor Combined In-house Contractor Combined 97% 73% 91% 94% 59% 84% 77% 57% 73% 80% 76% 79% 71% 75% 73% 66% 74% 70% 97% 83% 94% 91% 65% 84% 69% 74% 70% 81% 73% 79% 60% 75% 66% 52% 73% 62% 94% 76% 91% 91% 78% 88% 63% 77% 65% 74% 88% 76% 72% 65% 70% 69% 63% 67% Target 2015/16 98% Improvement Statement These monthly indicators measure the percentage of jobs and projects completed within the set priority ratings. The objective is to meet or exceed the target figure. However, current resource shortfalls mean that we are operating a reactive service which makes it difficult to achieve. 90% 80% It also allows us to compare local in-house and external contractor performance. In all cases higher is better. 80% 90% Our customers value a service which is delivered on time, on budget and to the required quality standard. 90% B7 Customer Satisfaction Rating B8 % ratio of planned: reactive maintenance 64:36 63:37 68:32 75:25 B9 Overall % variance between estimated and actual costs 13.72% 13.45% 10.24% <10% Page 35 of 37 Performance Statement 90% This is the average annual satisfaction rating our customers give us expressed as a percentage. Higher is better. This is an annual comparison of the value of urgent and emergency repairs we need to carry out against those that are planned. This is an annual comparison which measures the difference between the actual and estimated cost of works. Lower is better. This information is collected as part of our APSE and BSRIA data returns which allow us to benchmark and compare service response times with other local authorities. It is also used as a compliance, quality and performance benchmark under our ISO9001 certification. Following completion of a works instruction customers are invited to rate the service they receive. This indicator is helping us to establish a trend in reactive maintenance as the budget provision for proactive and planned work reduces. This demonstrates efficiency - well planned and executed jobs should come in on budget. Estate Operations Service Plan 2015/16 Ref Indicator B10 Backlog Maintenance - Value of backlog building maintenance C C1 C2 C3 C4 C5 C6 F F1 Council Energy Consumption Per KWh Electricity (Non Transport) Electricity (Transport) Gas Oil (Non Transport) Gas Oil (Transport) District Heating (Non Transport) Ultra Diesel Fleet Indicators Number of vehicles in Fleet F2 Average age of vehicle by type (years) F3 Fleet maintenance cost Page 36 of 37 Performance 2012/13 2013/14 2014/15 Target 2015/16 301 278 270 <270 6.16 6.81 6.09 <6.00 £818K <£800K Performance Statement Improvement Statement As maintenance budgets decrease a backlog of work is building up across the estate. This annual measure gives the total backlog. Reducing energy usage saves Council budgets and reduces CO2. This information is the detailed data behind the Directorate’s key service indicators and will be reported annually. To ensure continued service delivery and to minimise plan failure the maintenance backlog should be kept as low as practicable. Action plan to reduce energy usage is being implemented using spend to save funding and green loans. This breakdown allows us to monitor reductions by individual fuel type. This is the total number of operational road vehicles in service across the Council including their average age and annual maintenance cost. Reported annually on the 31 March each year. Vehicles are categorised by APSE group for comparative benchmarking purposes The objective is to continue reducing: the number of operational vehicles in service their average age annual maintenance costs This will decrease ongoing costs and the Council’s carbon footprint. It also means that our vehicles will be cheaper to run and downtime is minimised. Estate Operations Service Plan 2015/16 Contact Details Estate Operations Shetland Islands Council Infrastructure Services Department Gremista Lerwick Shetland ZE1 0PX Building Services Team Shetland Islands Council Infrastructure Services Department Estate Operations Gremista Lerwick Shetland ZE1 0PX Carbon Management Team Shetland Islands Council Infrastructure Services Department Estate Operations Gremista Lerwick Shetland ZE1 0PX Fleet Team Shetland Islands Council Infrastructure Services Department Estate Operations Gremista Lerwick Shetland ZE1 0PX Contact: Carl Symons Telephone: 01595 744184 Mobile: 07717 517143 Email: [email protected] Contact: Steven Goodlad Telephone: 01595 744705 Mobile: 07775 407812 Email: [email protected] Contact: Mary Lisk Telephone: 01595 744818 Mobile: 07766 361351 Email: [email protected] Contact: Ian Jeromson Telephone: 01595 744180 Mobile: 07810 854032 Email: [email protected] Page 37 of 37