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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
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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
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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:
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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.
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Estate Operations Service Plan 2015/16
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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:
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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:
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Estate Operations Service Plan 2015/16
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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:
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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:
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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
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Estate Operations Service Plan 2015/16
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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:
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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.
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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
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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
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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.
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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.
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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.
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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.
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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.
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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
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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
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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:
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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
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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