Our 2021-26 Ambition
Working together for a positive and sustainable future 2 Corporate Plan Our Ambition 2021-26
Contents Welcome
01 About our plan �������������������������������5
02 What we will do and why �����������9
03 Delivering our plan �������������������� 33 Working together for a positive and sustainable future
04 Monitoring and reporting �������� 45
05 Overview ���������������������������������������� 47
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About our Section 1 plan Working together for a positive and sustainable future
5 1. About our plan
1.1 Introduction
This plan provides strategic political direction to help us (Shetland Islands Council) focus on the things that can help most to create opportunities and achieve long-term sustainability for Shetland.
In preparing this document, we have used local and national data sources to identify the assumptions, drivers for change and uncertainties felt about our community and the organisation’s sustainability, asking ourselves the crucial question, ‘What will happen if we don’t do something?’ This process has highlighted some of the key challenges facing us as a community, but has also helped to highlight potential opportunities and many good things about living in Shetland.
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Our future may feel uncertain and unpredictable at the moment, but that does not mean we should sit back and let negative change happen to us. Rather, through this plan, we are using the long-term trends to take a proactive approach, reimagining what is to come and prioritising our resources on the things we believe will have the greatest impact on those drivers for change.
Shetland’s sustainability as a community and a place where everyone can thrive is our council’s ultimate measure of success. The actions outlined in this plan show Our Ambition to achieve just that.
Councillor Steven Coutts
Political Leader Working together for a positive and sustainable future
Steven Coutts
Political Leader
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What we will Section 2 do and why
Our vision statement:
‘Our Ambition 2021-26’ is based on a vision of working together to create a POSITIVE, CONFIDENT and SUSTAINABLE future
for Shetland. A Shetland where the Working together for a positive and sustainable future community’s OPPORTUNITIES attract people of all ages to live, work, study and invest in our islands.
9 2. What we will do and why
2.1 Shetland’s population balance
Question Drivers for change:
1. Shetland’s working age demographic is 3. However, Shetland is an attractive place under pressure, with the proportion of to live and work, offering the sort of working age residents community experience, facilities and social values that increasingly influence reducing people’s decisions on where they want from to stay. 64.3% in 2009 4. Shetlanders who took part in ‘Enabling Our Next Generation’, Highlands and Islands to 61.2% in 2019 Enterprise’s study of young people across the region, were very positive and net migration having been negative for about their future the last few years (-3.93 per 1,000 residents in the islands, with in 2019). Latest population figures estimate that 62% stating 20.4% of people that they living in Shetland were committed to are aged 65 staying in Shetland or over, – the highest response in the region. A similar proportion saw themselves living which is 4.3% more than locally in 10 years’ time – almost double a decade ago. the regional average. Access to housing was highlighted as an important issue with cost of living, affordable transport Shetland has a lower proportion of 2. links, access to further/higher education, young people than other areas, with the availability of high quality jobs and percentage of the population aged 16-29 opportunities for career progression also falling from 15.9% in 2009 to 14.7% in 2019 ranked highly. (17.5% in Scotland).
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Check What we will do:
Our shared aim is for more young people to remain in, or relocate to, Shetland to live, work, study and raise families, while our older people live active, independent and healthy lives for as long as possible.
Check We will support and promote the Shetland our work on overcoming barriers to Partnership’s 10 Year Development Plan recruiting and retaining working age to attract people to live, work, study and people. invest in Shetland and regularly refresh the actions to match what the evidence Check We will continue to deliver on the key tells us. themes of the Local Housing Strategy, aiming to increase future affordable Check We will refresh the Promote Shetland housing supply across all tenures by place branding and deliver campaigns to making maximum use of funding streams attract working age people to relocate and working with partner agencies to to Shetland. design and deliver energy efficient, modern homes. We will also meet Check We will work with our partners to develop the needs of people who are facing a clearer understanding of issues relating homelessness and those who need to recruitment and retention in Shetland support to maintain their tenancies. and deliver a strategy that focuses Working together for a positive and sustainable future
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22.1.2 COVID-19 – recovery and renewal
Question Drivers for change: Check What we will do:
1. The COVID-19 pandemic has added to the vulnerability of our economy, with Check Our Recovery and Renewal increasing unemployment in Shetland Framework provides a structure and large numbers of people in receipt of around which the council’s payments through the Government’s Job COVID-19 activities will be Retention Scheme. delivered. This will be implemented in full, to ensure that the council is resilient and taking a lead role Given the severity of the economic and 2. in building a more sustainable and social harms of fairer Shetland. COVID-19, it is crucial that a co-ordinated strategic approach is taken to managing Shetland’s recovery and renewal. The global scale of the impacts of the virus and the response means that it is not simply about returning to how things were before February 2020. It is instead an opportunity to address weaknesses that existed in our economic and social system prior to the pandemic, including tackling inequalities, delivering inclusive growth and achieving a low carbon future.
Building a more sustainable and fairer Shetland
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2.3 UK withdrawal from the European Union
Question Drivers for change:
1. Scottish Government has recognised 3. Shetland has benefited significantly over Shetland as the the years from EU funding, designed to improve competitiveness of vulnerable areas, support community regeneration or promote regional development. It is not yet known the exact form any 2nd replacement programmes will take, but, without this funding, our ability to most vulnerable deliver on our community priorities will Working together for a positive and sustainable future area in Scotland be affected.
to impacts from the UK’s withdrawal Shetland’s economy and community from the EU. 4. has also benefited from working age EU citizens providing labour for local businesses and settling in Shetland The extent of impacts will become clearer 2. to raise families and start their own as future trading arrangements with the businesses. The end of free movement of EU are agreed. However, tariffs and/ goods and people will impact on inward or restrictions on how goods can pass migration and is likely to contribute through key trading routes would affect to Shetland’s demographic and labour key sectors of Shetland’s economy. supply challenges.
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Check What we will do:
Check Responsibility for EU withdrawal lies Forums, to help sectors plan for with the UK Government, so the council changes arising from post-EU is limited in how far it can influence withdrawal trading arrangements, matters. However, we will closely as well as manage post-pandemic monitor negotiations and engage recovery and renewal. proactively with Shetland’s MP, MSPs, COSLA and Government to seek to Check We will prioritise securing funding mitigate negative impacts and maximise for economic and social development any opportunities for Shetland. stimulus projects, such as the Employability Plan, to help strengthen Check We will engage with Shetland’s Shetland’s economy and social Business and Community Resilience infrastructures.
We will prioritise securing funding for economic and social development stimulus projects
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2.4 Climate change
Question Drivers for change:
1. The Climate Change (Emissions Reduction be controlled when affordable green Targets) (Scotland) Act 2019 requires electricity and clean alternatives to fossil Scottish Ministers to ensure that the net fuels are generally available locally. Scottish emissions account for the year: As green energy becomes available, the • 2030 is at least 75% lower than the council’s vessels, plant and heating will 1990 baseline be converted to use that electricity, and • 2040 is at least 90% lower than the other net zero carbon fuels, but real change baseline will only come when clean energy is also affordable to individuals and businesses. 2045 4. Job numbers in the oil and gas sectors is net zero are already reducing, and will inevitably fall further over the coming years. There are opportunities for a just transition to new jobs in the renewable energy sector as 2. Our biggest energy our reliance on fossil fuel declines and new user in the council energy forms develop. Working together for a positive and sustainable future remains our UK and Scottish Governments are 5. prioritising climate change and focusing internal resources to stimulate the drive to a net ferries, zero economy and society. We must ensure that our local projects are able to benefit from national funding that which use about half the energy we becomes available. We must also make consume as an organisation. Diesel for the case to Government for regulations vehicles, heating oil for buildings and gas and arrangements to allow affordable oil for tugs account for about another Shetland-generated green energy to be quarter. made available to Shetland consumers and industries. The current high cost energy gap between Shetland and mainland Our council’s carbon emissions and those 3. communities is a key barrier to economic of the wider Shetland community can only and social wellbeing.
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Check What we will do:
Our Climate Change Strategic Outline Programme commits to a proactive approach to tackling climate change in Shetland and proposes a range of immediate actions and priority areas. It emphasises that it is essential to act in partnership with agencies, industries and communities to be successful.
Over the next five years, we will:
Check Prepare and implement a council net complement/enable local energy zero plan and lead the preparation of efficiency, recycling and carbon capture a Shetland net zero strategy involving initiatives. community planning partners and a range of energy-focused businesses Check Support partners to plan and deliver and organisations. energy reduction/transition in key commercial sectors, focusing on Check Continue and, where possible, renewable energy generation, fishing, accelerate current energy efficiency, aquaculture, agriculture, transport, energy conversion, waste reduction aviation and oil and gas in particular. and reuse initiatives, within the council and across the community. Check Campaign at all levels to ensure future developments recognise that Check Make progress on alternative fuel energy affordability is already a key sources for vessels by progressing, issue in Shetland, and ensure that with Scottish Government, the internal progress on that issue is designed into ferries renewal project with a focus on all significant proposals and solutions. reducing carbon emissions. Check Work with our partners to achieve a Check Support the identification and more sustainable, ecologically diverse delivery of a robust, green Shetland and resilient natural environment electricity distribution grid, which as it is Shetland’s most valued and reaches across all of Shetland, and distinctive asset. We will connect enables further public, community and people with the natural world, for commercial 'greening'. their health and wellbeing as we work to improve, manage and promote Check Support the creation of community accessible open space to deliver energy networks across Shetland that health, social and economic benefits link in with a green and strengthened to our community. Shetland Electricity Grid and
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2.5 Sustaining current jobs and creating new ones
Question Drivers for change:
Shetland has a higher than average rate of employment in public services. Addressing vulnerabilities within our economy and labour market, as well as attracting talent, will require a diversified local economy with varied opportunities across sectors. Existing industries are adjusting to changes within and outwith Shetland. Changes such as contraction and transition in the energy sector are already happening; however, new and traditional industries offer significant economic opportunities.
Factors that require to be taken into account in our planning include:
1. 3. Some of the possible impacts on jobs It is estimated noted in assessments on Sullom Voe and associated oil and gas activity have already that around materialised (e.g. Scatsta airport closure) and others are approaching, such as the closure of the terminal’s power station. 1,000 Working together for a positive and sustainable future people 4. It has been estimated that the seafood are directly or indirectly employed in sector in Shetland (fishing, aquaculture and the energy sector and ancillary services processing) has an annual total value in Shetland (oil, gas, renewables, power of over generation and supply). £400
2. The ‘just transition’ away from million. hydrocarbons to low carbon alternatives, with the resultant opportunities to retain our working age population, ensuring Our council makes a very significant communities are resilient and that the price 5. contribution to the local Shetland economy of electricity is affordable. through the goods and services it buys.
17 2. What we will do and why
A study published in 2018 showed that, in Scotland to experience heritage, at that time, the council employed over a improving from fourth in 2016. fifth of the local working age population, The index considers assets such with over 99% of those staff Shetland as landscape, the natural and built residents. It also showed that, in 2016-17, environment but also the activities the council procured £27 million of goods that people participate in such as music and services from local suppliers (44% of events, community traditions, accents, total procurement spend) – a significantly food, sport, industries, volunteering and higher proportion in comparison with all how these support and build passion, Scottish councils (15% higher). pride and a unique place. These assets and activities, both separately and together, improve wellbeing of 6. Earlier this year, the Royal Society for the individuals and are part of what makes Arts Heritage Index ranked Shetland as Shetland distinctive and a great place to live, work, study and invest. the 3rd best place
Check What we will do:
Check We will agree the Islands Deal with able to benefit from the transition to both UK and Scottish Governments, alternative energy sources. with Shetland’s projects reaching full business case stage and significant Check We will provide support to businesses investment flowing in from both and entrepreneurs that will help Governments. sustain jobs in core sectors of Shetland’s economy and create new Check We will progress the Shetland Energy ones. Hub concept through the ORION – Clean Energy Project, helping to sustain Check Our significant investments in new employment at Sullom Voe Terminal infrastructure at Scalloway Fish and the Port of Sullom Voe, as well as Market, Toft Pier and addressing the ensuring Shetland is positioned to be constraints affecting Cullivoe Harbour,
18 will provide essential onshore facilities opportunities from creative practice, for fishing and aquaculture, meeting and supporting those looking to turn user needs and promoting further their creative ideas into sustainable economic activity around our coastline. businesses.
Check We will support the Shetland Space Check We will build the principles of Innovation Campus project in order to community wealth building into the help establish Unst as the site for new way we support the local community. satellite launches and data tracking, as well as creating wider opportunities Check We will support the delivery of the for supply chain services, education, Tall Ships 2023 bid and support the research and innovation in Shetland. development of small-scale events and festivals to celebrate, increase Check We will encourage development participation and build pride in and diversification of the creative Shetland’s heritage. sector in Shetland, working with delivery partners to derive economic
Meeting user needs and promoting further economic activity around our coastline Working together for a positive and sustainable future
19 2. What we will do and why
22.1.6 Skills and learning
Question Drivers for change:
1. This plan sets out many positives for 3. Skills Development Scotland estimated in Shetland over the next five years. In order 2019 that, over the next ten years, there to make the most of these, we must ensure will be a requirement for we have the people with the required skills and experience to be able to take 3,600 advantage of opportunities created through developments in the local people economy. These could include the shift to a net zero economy, expansion of high-tech to fill the activity such as space and decommissioning, ongoing developments of our traditional job openings sectors including food and drink and the that will be created in Shetland through creative industries, as well as continuing to labour market churn i.e. people retiring, resource essential public services such as leaving Shetland or changing jobs. health and care.
The completion of the redesign of 20% of Shetland businesses who 4. 2. Shetland’s tertiary education, research and responded to the 2017 Shetland training sector and its partnership with Employment Survey said they struggled schools, businesses and communities will to fill vacancies due to availability of local create a strong foundation for developing labour and 23% of respondents said that our local labour force and attracting basic employability of candidates is a talent to the isles. problem.
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Check What we will do:
Check We will complete the redesign Apprenticeships and Employability of Shetland’s tertiary education, Programmes. research and training sector, which will help sustain the number of young Check We will sustain the quality of learning people accessing learning. This will and teaching in our schools to ensure also help businesses get access to the all learners experience motivating skilled local workforce they require, and engaging learning opportunities contributing to Shetland’s Partnership that maximise attainment and Plan aim of helping people to reach achievement of positive destinations their full potential. with a particular focus on closing the attainment gap. Check We will continue to provide opportunities for young people Check We will work to achieve an empowered to access employment resulting in school system, with participation at sustained high participation rates in all levels including parents, pupils and Modern Apprenticeships, Foundation teachers. Working together for a positive and sustainable future
Contributing to Shetland's Partnership Plan aim of helping people to reach their full potential
21 2. What we will do and why
2.71 Digital connectivity
Question Drivers for change:
The 2017 Shetland Employment Survey Shetland’s COVID-19 pandemic response 1. showed that the proportion of local 3. experience has further shown how critical employers using social media platforms digital connectivity is to these islands. It for business purposes rose from 45% has enabled local business to continue to in 2014 to 60% in 2017 and use of operate through online models, pupils and applications for smartphones, tablets etc teachers to engage in online learning, local rose from 26% to 37%. It is expected that democracy to function with virtual meetings, this technology will become ever more council staff to continue to provide essential critical to business competitiveness in services like Government grant disbursement the future, and supporting infrastructure and families to stay connected. will be required to support this growth in usage in areas that are currently underserved. High-speed and resilient digital 4. connectivity is a basic necessity of modern living and, increasingly, is a factor people 2. Despite local and Government consider before deciding to move to our efforts over the years to seek to make islands on a permanent basis. improvements, it is estimated that The Scottish Government’s National Islands 5. Plan recognises that “every member of 25% society has a right to live with dignity and to enjoy high quality public services wherever of homes they live”. High-speed and resilient mobile and broadband connectivity is therefore an and businesses issue that must be addressed if we are to avoid a widening digital divide becoming in Shetland are still not connected to a a serious fairness and equalities issue network capable of delivering 30mbps for islands as we continue to adjust in a or more, well above the estimate of 6% COVID-19 world. in Scotland.
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Check What we will do:
This is an issue that, as a council, we cannot fix on our own, so we will work with others with the strategic aim of achieving high-speed broadband and full mobile coverage to all settlements across Shetland.
Check We will commission a piece of work Check We will complete the North Isles to carry out network planning and Fibre project to Yell and Unst and engagement with both UK and investigate further opportunities to Scottish Governments, industry and access funding and support to provide national programmes in order to enhanced access to higher speed assess the gaps in provision in local broadband to communities across superfast connectivity and inform a Shetland. strategic plan regarding the future of connectivity in Shetland. Working together for a positive and sustainable future
Every member of society has a right to live with dignity and to enjoy high quality public services wherever they live
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2.81 Caring for our community
Question Drivers for change:
The Public Bodies (Joint Working) between 2009 and 2019, the number of 1. (Scotland) Act 2014 requires local people receiving council-funded services authorities and health boards to integrate increased from 56 to 157. planning for, and delivery of, certain adult health and social care services. As a separate legal entity, the Integration A comprehensive review of the way Joint Board (IJB) has full autonomy and 3. Scotland cares for its most vulnerable capacity to act on its own behalf. The IJB children was conducted between February is responsible for the strategic planning 2017 and February 2020. The Care Review of the functions delegated to it by the published seven reports council and the health board and for the preparation of the Strategic Plan. with The Promise The demand for care services in the setting out Scotland’s Ambition for 2. community is changing as people live children and young people; longer and there is a need to provide different types of support due to an increase in people living with complex “We grow up loved, safe conditions. Adult learning disability and and respected so that we autism services is an example where, realise our full potential”.
Adult learning disability and autism Receiving council-funded services 132 157 95 89 86 79 66 71 63 65 56 45 49 34
Prior to 2007 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
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Check What we will do:
Check We acknowledge the role of the IJB Check We will deliver services to children and in setting the strategic agenda for the young people with additional support provision of health and care for our needs and to adults with learning community and will support the delivery disability and autism that meet eligible of the services commissioned from us. need and reduces inequality.
Check Working together with NHS Shetland, Check We will support the mental health and we will deliver the outcomes in the emotional wellbeing of those in our Integration Joint Board’s Strategic Plan. community to provide better outcomes for individuals and less reliance on Check Community care services will continue to services. support people to be independent and able to live at home in the community. Check We will drive forward the work of The Promise in line with the national Check We will support as far as possible implementation plan. individual care pathways with a focus on prevention, self-care and early Check We aim to reduce the number of children intervention. that are accommodated in residential accommodation outwith Shetland, as Check We will manage the change from service part of our overall improved performance provision to self-directed support. for looked after children. Working together for a positive and sustainable future
The demand for care services in the community is changing
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2.91 Fairer Shetland
Question Drivers for change:
1. Although Shetland is sometimes seen as a well-off community, the following data 46% of households shows that there are significant issues to address if we are to achieve Shetland’s do not Partnership Plan aim that individuals and earn families are able to thrive and reach their full potential: enough The cost of living to live well.
in Shetland •• Reliance on emergency food provision is 20% continues to increase. •• Poverty rates in Scotland continue to to 60% improve while the rates in Shetland higher remain static or are worsening. than the UK average.
As a council, we have prioritised what •• Average UK annual household energy 2. we can do to improve health within our bills are around £1,000 – in Shetland communities, so that residents live longer, they are typically over £2,000 and, in happier and healthier lives. The Health numerous cases, over £3,000. of the Nation, A Strategy for Healthier Longer Lives, produced following work •• Almost a fifth of Shetland households by an All Party Parliamentary Group on are spending more than 20% of their Longevity, stated: “We have been caught in net household income on heating their a false view that our national health means homes (extreme fuel poverty) – the the NHS.” Social determinants of health current Scottish Government standard are the conditions in which people are for defining fuel poverty does not born, grow up, live, work and age. These take account of the Minimum Income conditions influence a person’s opportunity Standard for Remote Rural communities, to be healthy, their risk of illness and so is likely to be masking the true nature life expectancy. Local government has of the problem.
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great potential to influence health opportunity to flourish. Encouraging and improvement by tackling these social enabling everyone in Shetland to realise determinants. their potential throughout their lives will be crucial for our future prosperity and wellbeing as a community. The research 3. The UK Government Office for Science was used to develop a set of evidence-based Mental Capital and Wellbeing report in actions to improve personal wellbeing – 2008 demonstrated the role national Five Ways to Wellbeing: and local government has in creating an Connect, Be active, Take environment in which everyone has the notice, Keep learning, Give.
Check What we will do:
Check We will champion prevention Ways to Wellbeing and work with the and early intervention, taking the Shetland Partnership to make it easy leadership for health improvement for individuals across the community by tackling the social determinants of to find the opportunities to embed the health: supporting local sustainable Five Ways into their lifestyles. development, building the economy and developing jobs, tackling inequalities, Check We will campaign to ensure that developing the knowledge and skills of regulations and arrangements local people, ensuring affordable and allow Shetland-generated green appropriate housing, accessing leisure energy to be made available to opportunities and helping people to feel Shetland consumers and industries at safe and well. affordable prices to close the current energy affordability gap. Working together for a positive and sustainable future Check The factors that improve the health of a community are very similar to Check We will progress the Fair Food Project those that improve the health of an with an aim of making Shetland an individual. As an employer and anchor equitable food community. organisation, we will promote the Five
27 Check We will deliver the Fuel Poverty Check We will continue to invest in emotional Action Plan to seek to reduce wellbeing and resilience to help reduce Shetland’s fuel poverty rate. poor outcomes for children and young people and families in Shetland. Check We will ensure children who are eligible for free school meals and Check We will support children and young other benefits receive them, helping people to help them thrive and reach to make a positive contribution to the their full potential: wellbeing of those children. •• Developing the Young Workforce Check We will continue to invest in the •• Employability Pathway Programmes Anchor Early Action Project to •• Motivation, Commitment and help to make positive changes to the Resilience Pathways lives of families in Shetland who are •• Schools Counselling Service struggling. Check We will demonstrate support for the Check We will continue to develop early Scottish Government's Fair Work learning and childcare to provide Statement to meet the longer-term more opportunities for parents, ambition for Scotland to become a Fair particularly mothers, to access Work Nation. employment opportunities.
We will support children and young people to help them thrive and reach their full potential
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2.10 Transport
Question Drivers for change:
1. There are five significant drivers for change and plan how transport as a service is that are key to our thinking around transport delivered differently in the future. at this point:
•• Climate change 4. A significant area to be addressed in terms •• COVID-19 recovery and renewal of social and economic wellbeing and the •• Public health financial challenges we face as a council is •• Social and economic wellbeing our inter-island transport links, which are •• Affordability and sustainability within at the moment predominantly provided available council resources by ferry services (and air to our remote islands).
2. Almost all of Shetland’s private, commercial and public transport runs on hydrocarbons Internal ferries are a key component of (petrol, diesel or marine gas oil). Looking 5. an integrated transport network that specifically at the council, supports the economic and social wellbeing of Shetland as a whole. They underpin transport Shetland’s significant contribution to the Scottish and UK economies, enabling services people to commute to work, businesses to receive and export goods/services Working together for a positive and sustainable future contribute and access important supply chains. Our ferries also connect our communities, over 50% allowing islanders to attend health services, participate in education, training, sport and of the council’s carbon production. This leisure activities and provide the vehicles has to change, but, as noted, unless we can for tourists to visit our islands. access affordable green energy, reduce energy consumption and invest in alternative Vessels and infrastructure are ageing transport technologies we cannot meet our 6. and becoming unreliable and the costs of environmental targets. sustaining services and replacing assets (be they ferries or fixed links) are far beyond what is affordable to the council We need to learn from the positive behaviour 3. without a fundamental change in how changes that have arisen out of COVID-19 Scottish Government provides support.
29 2. What we will do and why
Check What we will do:
Check Check We will engage in the development alternative solutions such as active of a new Shetland Transport Strategy travel and mobility as a service that that sets a clear strategic and policy encourages positive travel choices. framework in response to the drivers These will evolve with the availability for change. of alternative fuels and technologies and will complement other transport Check We will continue to work to modes to form part of an integrated secure support from Scottish transport network. The network will Government to ensure financially and support our community outcomes environmentally sustainable internal of achieving climate change targets, ferries services, so we can continue to reducing inequality, improving public provide links between the islands that health and enabling access to essential are reliable and support economic and goods and services, employment, social wellbeing, and will continue to education and health care, as well pursue fixed links, where they can be as other opportunities to ensure proven to be a viable alternative. inclusive economic growth and healthy communities. Check We will continue to support air services to Foula and Fair Isle, Check We will invest in the maintenance including consideration of alternative of our roads network to ensure it fuels and technologies in the provision. continues to support our economy and communities. In addition, we will invest Check We will continue to support delivery in road improvements and upgrades of an affordable and sustainable where they are necessary to support system of public transport services the sustainability of communities to meet the needs of Shetland. We and businesses and/or support new will support the development of economic opportunities in the islands.
30 Corporate Plan Our Ambition 2021-26 Working together for a positive and sustainable future
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Delivering Section 3 our plan
This plan sets out an ambitious set of priorities for our council over the next five years. Delivering these priorities, which we consider to be key to Shetland and the council’s future sustainability, will require political engagement and support, as well as the right Working together for a positive and sustainable future organisational values and culture.
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3.1 Political engagement
Question Drivers for change:
1. Shetland Islands Council is unlike most annual funding from Scottish Government. other Scottish councils in the broad scope However, that amount continues to be of services we provide and the fact that reduced year on year. The Accounts our sole focus is on islands’ issues – the Commission has shown that decisions we take impact on everyone in our islands. between 2013/14 2. We increasingly feel that local government has reached a critical point and is facing and the real risk of becoming a tier in Scotland’s governance structures that is neither 2018/19, recognised, empowered nor adequately resourced. our council suffered a 14.1% reduction 3. Shetland’s experience since the passing in funding from Scottish Government, of the Local Government (Scotland) Act the second highest cut of all Scottish 1994 has been one of gradual removal local authorities. of powers. The recent announcement It is expected this of a review of adult social care that will trend will continue look at “how adult social care can be most and may become effectively reformed to deliver a national more pronounced. approach to care and support services – and will include consideration of a national care service” could become the latest example Although our council has reduced staff of government consolidating powers to the 5. numbers by over 400 FTE since 2010, there centre. In Shetland, our adult care services can be little doubt that, should the reduction have justifiably been a source of pride and in Scottish Government funding continue, are an excellent example of local planning the ability to achieve positive outcomes and delivery leading to positive outcomes. for our island communities will diminish considerably. This is very worrying as we seek to adjust to COVID-19, UK withdrawal 4. Like all councils in Scotland, our council from the EU and see energy transition currently receives the vast majority of its affecting core industries in Shetland.
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Our discretion on how to spend funding nation’s prosperity, but when national 6. has become ever-more tightly determined programmes, like broadband, are being by Scottish Government. COSLA recently rolled out, Shetland is generally one of the showed that 60% of Scottish council last areas to be considered. budgets are now focused on delivery of national policy initiatives. 9. The cost of energy continues to be a persistent millstone around Shetland’s 7. Scottish Government recognised neck. Despite the fact that Shetland is through ‘Empowering Scotland’s Island positioned in the middle of the UK’s oil Communities’ that “the provision of and gas reserves and has one of the largest transport services should not place a oil terminals in Europe, our communities disproportionate financial burden on and businesses have to pay some of the any council…with particular reference highest energy costs in the UK and a large to the revenue and ferry replacement proportion of Shetland households suffer costs of the internal ferry services of from fuel poverty. Orkney and Shetland”. It also committed to “meaningful negotiation” to conclude the issue. The level of financial burden As things stand, nothing will change on has been jointly agreed. However, our 10. fuel prices despite the development of council continues to bear a significant the renewable energy projects currently proportion of running costs for under construction. Although their output Shetland’s internal ferry services. will significantly exceed Shetland demand and large volumes of electricity will be exported to the mainland, many islanders 8. Shetland communities continue to reflect will still find themselves trapped in fuel with a sense of frustration that Shetland’s poverty and business competitiveness will resources contribute significantly to the still be damaged by high energy costs. Working together for a positive and sustainable future
We believe in the principle that decision-making should be as close as possible to the people who are affected
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Check What we will do:
We will continue to work proactively with Scottish and UK Governments to make Shetland’s voice heard and deliver our ambitions in this plan.
Check We will continue to engage both which is becoming a test of the Scottish Governments to promote our Islands Government’s commitment to positive Deal projects and ensure they are funded transport outcomes set out in the and delivered with sufficient pace. Islands Act and the principle of fairness contained in the National Islands Plan. Check In line with the motion passed at the We will continue to pursue this until Shetland Islands Council meeting on 9 resolved. September 2020, we will continue to explore options for achieving financial Check We will campaign to ensure that and political self-determination. regulations and arrangements allow Shetland-generated green Check We believe in the principle that decision- energy to be made available to making should be as close as possible to Shetland consumers and industries at the people who are affected, with the affordable prices to close the current responsibility for making decisions held by energy affordability gap. Developing representatives that are democratically new and innovative arrangements accountable to those people. We will where renewable energy generated continue to engage all stakeholders on in the islands, in particular electricity, this overarching principle. could be consumed locally at affordable prices could transform the fuel poverty Check We will continue to engage with the levels in the islands. We believe that Scottish Government to ensure they could create a solution with significant deliver the positive outcomes in the economic, commercial and social Islands (Scotland) Act 2018 and National benefits for communities, business Islands Plan. and government and provide a much- needed growth stimulus for the islands Check Securing full and fair funding for at a very concerning transition point for Shetland’s internal ferries remains a the oil and gas industry. high priority for this council and one
36 Corporate Plan Our Ambition 2021-26 Working together for a positive and sustainable future
37 3. Delivering our plan
2.13.2 Our organisational values and culture
As a council, we are ambitious for our community and are demanding of ourselves as an organisation. We have an unwavering focus on ensuring Shetland and its people thrive. The council’s Values and Behaviours Statement underpins everything we do.
Maggie Sandison
Chief Executive
38 Corporate Plan Our Ambition 2021-26
Excellent service:
We are committed to doing our best for Shetland and are proud to deliver public services that make a real difference to our community. In a rapidly changing society (even before the COVID-19 pandemic) where we are facing demographic, technological, financial and social changes, we cannot stand still. We have to revisit what we do, try out new ideas and find new ways of approaching problems so that we remain excellent at meeting the changing needs of our community. Excellent stops being excellent if we stop improving – we have to innovate and change in order to stay relevant.
Five imperatives must now guide our work more than ever before:
01 A stronger focus on early intervention and prevention. Demand management, including ensuring we deliver 02 services right first time throughCustomer First and applying our learning from complaints and customer feedback. Working together for a positive and sustainable future
Harnessing community strengths, collaboration and 03 assets, particularly to tackle inequalities and enable more improvements in wellbeing to be delivered by the community.
Ensuring our services are targeted and make a difference 04 to those people who need them most.
Growing our economy and improving people’s ability to 05 access opportunities through learning, skills and training.
39 3. Delivering our plan
32.1.2 Taking personal responsibility:
We are all creative, resourceful, imaginative people and we should all have the opportunity to use those skills and attributes at work to improve our services and the outcomes for our community. As Chief Executive, it is my job to create an environment that supports my staff to thrive at work so they have the confidence and resources to experiment and feel safe to suggest new solutions to the challenges we face.
Our council continues to face the significant challenge of setting a balanced budget with reducing funding, rising demand for services and increasing costs (e.g. inflation and pay awards), while continuing to invest in a positive future for Shetland and protect the most vulnerable in our community.
Our council’s services are delivered through people, directly and indirectly, and by far the largest element of investment is connected with the cost of employing and developing staff. The satisfaction of our customers, our efficiency and overall performance depend on our workforce’s skills, abilities, behaviour and motivation in modernising services and changing the way we work to meet customer needs.
We are the largest employer in Shetland and being an employer is one of the direct contributions we make to our economic and community
40 Corporate Plan Our Ambition 2021-26
wellbeing. We are proud of our staff, care about their wellbeing and recognise the importance of supporting their development. We know that we can only provide excellent services if we can recruit and retain excellent employees. We have a flexible working culture that we believe supports staff to deliver their best for Shetland. Giving them greater control over when and where they work provides them with the ability to carry out their role in the most productive way possible, while enabling them to also maintain a vital work-life balance and contribute to our community.
Working well together:
Without the gifts, talents, perspectives and efforts of everyone in our organisation and across our community planning partnership, sustainable change for Shetland is impossible to achieve. We all have a part to play but we need to work well together to achieve more collectively than we would alone. Our connectedness to others has a big impact on how happy we feel and, therefore, how well we perform.
Relationships matter, probably much more than we realise. It is Working together for a positive and sustainable future central to helping us flourish, feel good at what we do and feel supported even in the most challenging situations.
Working together for a positive and sustainable future
41 3. Delivering our plan
Check What we will do:
Check Our ambition is for the council to be Check Our communications will enable a fabulous place to work, through us to clearly explain the challenges exceptional employee experience, and opportunities to our workforce, talented managers and leaders, and community, partners and other key a culture underpinned by our values, stakeholders and to engage them in kindness, fairness and equality. being a part of the solutions, further strengthening these vital relationships Check We will maintain a clear focus on and collaborative working. delivering excellent services to the public. Check We will work with our partners and our community to deliver our Check We will deliver strong leadership priorities through effective leadership, of place, enabling, facilitating governance and democratic processes. and stimulating opportunities for Shetland. Check We will develop a Medium-Term Financial Plan to help us become Check We will develop a modern, efficient more financially sustainable and and flexible workforce with the right resilient, safeguarding public funds values, behaviours and skills through while achieving value for money. delivering the actions in our Workforce This will ensure we are well placed Strategy. to respond to the significant funding uncertainties and pressures we face Check We will use technology to support and to target our money to where it modern, accessible customer can make the most difference. We interactions, to be a catalyst for cross- will continue with disciplined financial council service improvement and monitoring, working towards a smaller support flexible working practices. base budget from 2022 onwards.
Check We will be a learning organisation with Check We will promote and deliver social a culture that supports psychological and economic value through safety, intellectual bravery, effective procurement and contract experimentation, innovation and a management practices. Wherever willingness to learn from our mistakes, possible, we will continue to spend our experiences, and from employee, our money locally to support local customer and community feedback, businesses and organisations. without fear or defensiveness.
42 Corporate Plan Our Ambition 2021-26 Working together for a positive and sustainable future
43 44 Corporate Plan Our Ambition 2021-26
Monitoring Section 4 and reporting Working together for a positive and sustainable future
45 4. Monitoring and reporting
4.1 We will monitor and report progress on this plan through our Change Programme and Performance Management Framework.
This will help us to:
01 be clear on what we will do to deliver on our priorities 02 identify lead officers responsible for ensuring delivery 03 understand timescales 04 ensure resources are being effectively prioritised 05 set out measurements of progress
As part of this, directors will report progress on key areas of this plan through their quarterly reports to their respective committees. We will also produce an annual report to Policy and Resources Committee to highlight key areas of progress and any significant changes to the drivers for change. This will also be reported in our annual public performance report.
Working together for a positive and sustainable future
46 Corporate Plan Our Ambition 2021-26
Overview Section 5 Working together for a positive and sustainable future
47 Our Ambition 2021-26
Our vision statement Themes
‘Our Ambition 2021-26’ is based on a vision of working together to create a POSITIVE, CONFIDENT and SUSTAINABLE future for Shetland. A Shetland where the community’s OPPORTUNITIES attract people COVID-19 – of all ages to live, work, study and recovery invest in our islands. Shetland’s and renewal population balance Delivering our plan
This plan sets out an ambitious set of priorities for our council over the next five years. Delivering these priorities, which we consider to be key to Shetland and the council’s future sustainability, will require Digital political engagement and support, connectivity as well as the right organisational Skills and values and culture. learning
We need to see progress in each of these to achieve long-term sustainability for Shetland. “Shetland’s sustainability as a community and a place where everyone can thrive is our ultimate measure of success.” Councillor Steven Coutts
UK Climate Sustaining withdrawal change current jobs from the and creating European new ones Union
Fairer Caring Shetland for our community Transport
We need to see progress in each of these to achieve long-term sustainability for Shetland. Town Hall, Lerwick, ZE1 0HB +44 (0) 1595 693535 [email protected]