Comhairle nan Eilean Siarprocess and it is hoped that the local Pilot will be implemented towards...

CHIEF EXECUTIVE'S

April 2019 - September 2019

Action and KPI Progress Report

Comhairle nan Eilean Siar

Action and KPI Progress Report - CHIEF EXECUTIVE'S - April 2019 - September 2019

OVERALL PERFORMANCE - CHIEF EXECUTIVE'S

Actions

On Track 96.6%Monitoring Required 3.4%Off Track 0.0%No Targets Set/ Ongoing 0.0%

Total: 100.0%

29 Actions reported on

28

1

Actions with no target set / ongoing

0

0

Actions with at least 100% of target

Actions greater than 79 and less than 100% of target

Actions with less or equal to 79% of target

KPIs

On Track 35.3%Monitoring Required 5.9%Off Track 0.0%Annual 58.8%

Total: 100.0%

KPIs off track

KPIs reported on

KPIs monitoring required

KPIs on track 12

2

0

34

KPIs NA 20

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Chief Executive's Office

Business Unit Overall Performance - Chief Executive's Office

Actions

On Track 100.0%Monitoring Required 0.0%Off Track 0.0%No Targets Set / Ongoing 0.0%

Total: 100.0%


Actions reported on 9

9

0

0

0




KPIs


Total: 100.0%

KPIs reported on


KPIs on track

KPIs off track

5

0

0

10

5 KPIs NA

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Comments - Chief Executive's Office

Quarter 2 Progress Comment:

Gaelic Language Plan 2019-22

The third iteration of the Comhairle’s Gaelic Language Plan 2019-22 was approved formally by Bòrd na Gàidhlig on 5 June 2019. As from December 2018, progress reports against the plan

have been submitted by the Chief Executive’s Department, Education, Skills and Children’s Services Department, Communities Department, and the Assets, Finance and Resources

Department to Comataidh Buileachaidh Plana Cànan. The IJB was due to submit a progress report in September 2019 but the Committee never met at that series. The progress report will now

be submitted at the December 2019 series.

Regional Policy post-Brexit

There is a significant amount of work being done in parallel in this area through CoSLA, COHI, HIEP and Highlands and Islands' Leaders. The Comhairle responded to the All Party

Parliamentary Group’s consultation: Post Brexit Funding for Nations, Regions and Local Areas.

Our Islands Our Future - Consultation on the National Islands Plan has now been completed and the Comhairle responded to that consultation before the deadline of 26 July 2019. A second

Call for Views has been issued by the Rural Economy and Connectivity Committee with a deadline given of 7 November 2019. A response is being drafted in advance of that deadline.

The National Islands Plan is largely about achieving better outcomes for island communities throughout Scotland and is also about Island Proofing of government and public agencies’ policies,

strategies and plans. In terms of the Islands Community Impact Assessments (ICIAs) under the Islands Act, the aim is to have ICIA Guidance in place by December 2019, with publication in

January 2020. Scottish Government have announced a number of secondment opportunities to progress the implementation of the plan.

Work with both UK and Scottish Governments has continued to take forward a Deal for The Islands. The Executive Summary of the Deal has been sent to the Secretary of State for Scotland

and the Cabinet Secretary.

EU Structural Funds (2014-22)

Shared Prosperity Fund - The official consultation from UK Government promised in October 2018 has yet to be issued. The Comhairle responded to the Scottish Parliament’s Finance and

Constitution Committee’s Call for Views on EU Structural Fund Priorities in Scotland, post-Brexit, and the Chief Executive gave evidence at the Committee in June 2019. Scottish Government

has set up a Steering Group and it looks as if their consultation on the Shared Prosperity Fund will be issued before UK Government’s, sometime in November 2019.

Employability - The Comhairle has been successful in its European Social Fund (ESF) bid to extend the Western Isles Employability Programme and has received an offer of ESF grant in the

sum of £2,227,794.00 which will enable the programme to continue up to December 2022.

Poverty and Social Inclusion - The Comhairle has been successful in its ESF bid to extend the Western Isles Poverty and Social Inclusion Programme and awaits formal offer of ESF. The bid

was worth £1,175,104 and seeks additional ESF funds of £521,328 which would take that programme up to 2022.

Conference for Peripheral Maritime Regions (CPMR) - As most Highlands and Islands’ local authorities have withdrawn their membership of CPMR, the Highlands and Islands European

Partnership is currently looking into a broader collective membership to include the seven Highlands and Islands’ local authorities, HIE and UHI, but this has progressed rather slowly for

reasons outwith the Comhairle’s control.

Natural and Cultural Heritage Fund - The Comhairle’s bid to this Fund was unsuccessful.

Low Carbon Travel and Transport - A bid in excess of £1million has been submitted.

Community Planning Partnership

The first Progress Report has been signed off and the Board/Executive Group agreed that a refresh of the Local Outcome Improvement Plan (LOIP) was required. This is currently underway

Page 4 of 23


and although the anticipated deadline was August 2019, more time is required to allow greater discussion with all members of each Priority Group rather than just the Chairs of each Priority

Group. The Sustainable Economy and Quality of Life sections have been reviewed and updated. The Sustainable Population section will be reviewed and updated fairly shortly. The

Community Transport Group is working on its Community Transport Strategy and the Climate Change Working Group has been established.

The LOIP for the Outer Hebrides and Action Plans have been published as has the Locality Plan for Benbecula and North Uist and these are available on the OHCPP website at:

http://www.ohcpp.org.uk/.

A Development Officer has been appointed to progress work in the Cearns area for the Stornoway West Locality group and they will progress the development of their action plan which will go

before the next CPP Board meeting on 19 November 2019.

Fuel Poverty / Local Energy Economy

Delivery of the Fuel Poverty Strategy & Action Plan is ongoing by partners. Annual Review of the Fuel Poverty Strategy & Action Plan scheduled to take place in Q3 and will be reported to

Committee in January 2020. Home Energy Efficiency Programmes (HEEPS) implementation ongoing and officers looking at opportunity for funding through the Scotland’s Energy Efficiency

Programme (SEEP) pilot scheme regarding Local Energy Planning. Following the end of the partnership with Our Power, the Hebrides Energy Board is looking at opportunities to reduce

energy costs paid by consumers in the islands. Supply of locally generated electricity at scale remains an aspiration, however there is not much more that can be done on this other than

exploratory work until timescales for the radial connector are confirmed.

New Energy Sector Opportunities

A joint proposal, from the Comhairle and Galson Estate Trust, to participate in Crown Estate Scotland’s Local Asset Management Pilot Scheme is currently progressing through Stage 2 of this

process and it is hoped that the local Pilot will be implemented towards the end of this year.

Hywind (Equinor) remain interested in areas off the west and north of the Outer Hebrides for large scale floating offshore wind but this will be dependent on Grid availability. Officers due to

attend Floating Offshore Wind Conference in the Autumn and this will enable talks with Hywind to be maintained along with identification of other market opportunities.

Partners decided not to submit to the UK Government for funding to feasibility study and detailed design of 100% conversion of the Stornoway Gas network to hydrogen due to the scale of

match funding required. However, we are continuing to work with partners including SGN on an application for feasibility funding to Scottish Government’s Low Carbon Infrastructure Transition

Programme (LCITP) funding stream.

Windfarms

Muaitheabhal Wind Farm and Druim Leathann Windfarm commercial Outer Hebrides schemes successful at Contracts for Difference (CfD) auction, representing a total 238.50MW generation.

Liaison ongoing with EDF to identify what their next steps will be regarding Stornoway Wind Farm which did not receive a CfD allocation, and whether there is a wider impact on the business

case for the other two developments due to the need to underwrite costs of the interconnector. Engagement with the Office of Gas and Electricity Markets (Ofgem) and Government continues,

seeking to continue lobbying for the 600MW connection, with a decision on the needs case anticipated in the autumn. Community Energy Scotland (CES) continuing to support a consortium of

community groups around a 30MW Arnish Community Wind Project, with CES staff time partly enabled as a result of funding support provided by the Comhairle.

Communication Strategy 2018-22

The Communication Strategy is under review.

Corporate Strategy 2017-21

Following the first review of the Corporate Strategy, it is likely that the strategy needs to be refreshed to reflect external factors such as transformational change, service redesign, the Islands

Act, the National Islands Plan, and the Islands Deal.

Angus Murray, Principal Strategy Manager, 4 November 2019

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Action Progress - Chief Executive's Office

2.1.1.Economic benefits gained from our natural and cultural resources are maximised through the promotion of the Outer Hebrides brand identity and

sustainable tourism.

Strategic Outcome

Service Profile

External Strategy and Communications

ACTION RESPONSIBILITY PERFORMANCETARGET% COMP.END DATESTART DATEACTION STATUS

2.1.1.9.Deliver the Comhairle’s Gaelic

Language Plan 2019-22

In Progress 01/04/2019 31/03/2022 65% 50%Doileag NicLeòid - Oifigear

Poileasaidh Gàidhlig

ACTION PROGRESS COMMENTS

The 3rd iteration of the Comhairle's Gaelic Language Plan 2019-2022 was formally approved by Bòrd na Gàidhlig on 5 June 2019. As from December 2018, Departments were already

undertaking commitments from the draft plan and progress reports from the Chief Executive's Department, Education, Skills and Children's Services Department, Communities Department,

Assets Finance and Resources Department have been submitted to Comataidh Buileachaidh Plana Cànan. The Social and Community Services Department was due to submit a progress

report in September 2019, however that meeting did not take place and the progress report should now be presented to the December 2019 series of meetings.

2.1.3.Economic investment, development and research is increased within the Outer Hebrides and people are provided with a safe, sustainable and

healthy environment in which to live, work, visit or do business.

Strategic Outcome

Service Profile



2.1.3.5.Work with partners towards the

development of a Highlands and Islands (H&I)

Regional Strategy post Brexit.

In Progress 01/04/2019 31/03/2022 75% 50%Angus Murray - Principal Strategy

Manager


There's a significant amount of work being done in parallel in this area by CoSLA, HIEP, COHI and H&Is Leaders and the team has contributed to all of these. Various consultation

responses and reports are on the Comhairle's web site under Corporate Policy. These include :

HIEP's Regional Policy post-2020 Position Statement;

All-party parliamentary group, Post-Brexit funding for nations, regions and local areas; and

Funding of EU Structural Fund Priorities in Scotland, post-Brexit - Finance and Constitution Committee’s Call for Views. The Chief Executive also gave evidence to this Committee in June

2019.

The Committee's Final Report can be accessed here:

https://digitalpublications.parliament.scot/Committees?utm_source=FinanceHomepage&utm_campaign=Fonto&utm_medium=website#financeandconstitutioncommittee

Service Profile



2.1.3.6.Report on the impact of the EU

Structural Funds (2014-22) locally.

Completed 01/04/2019 31/03/2022 100% 50%Angus Murray - Principal Strategy

Manager


The current status of the Comhairle's Strategic Interventions is reported to Policy and Resources at every series. The Comhairle has submitted phase 2 bids for Poverty and Social

Inclusion and Employability and has also at the last series approved its match funding for both bids. The outcomes of both these bids is known but the information is not in the public

domain as yet. In terms of submitting the phase 2 bids, this action has been completed although reporting will continue.

Page 6 of 23


Service Profile



2.1.3.7.Support the Community Planning

Partnership (CPP) to deliver the Local Outcome

Improvement Plan (LOIP) and Locality Plans.

In Progress 01/04/2019 31/03/2022 50% 50%Abbé Farrell - Community

Partnerships Co-ordinator


The first Progress Review of the LOIP was signed off in March 2019, and the Board/Executive Group agreed a refresh of the LOIP was needed. This is currently underway, and although it

was an aim to finish by August 2019, it was picked up that more time was needed to allow discussions with the whole of each priority group, rather than just the Priority Group Chairs. This

means the refresh will be more robust, and will develop clearer actions on how we can achieve our aims. The Sustainable Economy, and the Quality of Life sections have been reviewed

and have been updated, with the Sustainable Population section to be reviewed further shortly.

The working groups (LOIP and Locality Groups) continue to meet and progress their areas of work. Of particular note the Community

Transport Group has now met several times, and at the next meeting (Oct 19) a visioning document will be presented.

In recognition of the climate emergency, and in order to ensure the goals on the LOIP are sustainable and consider the environment appropriately, the Climate Change Working Group has

been established, and met for the first time in Sep 19.

It was agreed by the Board that when considering issues that may be island-wide by the North Uist and Benbecula Locality Group, South Uist can be considered in their plans – for example

when considering transport issues. The Executive Group met with the N Uist & Benbecula Locality Group after the OH CPP Board meeting in Uist in August 19, where it was discussed that

the group may be able to achieve more if focussed on one area – Balivanich – as this has proved very successful in Stornoway West with the Cearns. The Locality Group will research this

further.

A Development Worker has been appointed to progress work in the Cearns, for the Stornoway West Locality Group, and they will progress development of their action plan which will be

presented at the next OH CPP Board Meeting in Nov 19.

Service Profile



2.1.3.16.Support the delivery of the Outer

Hebrides Fuel Poverty Strategy, and explore

the concept of a Local Energy Economy for the

Outer Hebrides.

In Progress 01/04/2019 31/03/2022 50% 50%John Cunningham - Strategy

Manager


Delivery of the Fuel Poverty Strategy & Action Plan is ongoing by partners. Annual Review of the Fuel Poverty Strategy & Action Plan scheduled to take place in Q3 and will be reported to

Committee in January. HEEPS implementation ongoing and officers looking at opportunity for funding through the SEEPS pilot scheme regarding Local Energy Planning. Following the end

of the partnership with Our Power, the Hebrides Energy Board is looking at opportunities to reduce energy costs paid by consumers in the islands. Supply of locally generated electricity at

scale remains an aspiration, however there is not much more that can be done on this other than exploratory work until timescales for the radial connector are confirmed.

Service Profile



2.1.3.17.Identify and support new energy sector

opportunities for the Outer Hebrides.


Manager


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ACTION PROGRESS COMMENTSA joint proposal, from the Comhairle and Galson Estate Trust, to participate in Crown Estate Scotland’s Local Asset Management Pilot Scheme is currently progressing through Stage 2 of

this process and it is hoped that the local Pilot will be implemented towards the end of this year.

Hywind (Equinor) remain interested in areas off the west and north of the Outer Hebrides for large scale floating offshore wind but this will be dependent on Grid availability. Officers due to

attend Floating Offshore Wind Conference in the Autumn and this will enable talks with Hywind to be maintained along with identification of other market opportunities.

Partners decided not to submit to the UK Government for funding to feasibility study and detailed design of 100% conversion of the Stornoway Gas network to hydrogen due to the scale of

match funding required. However, we are continuing to work with partners including SGN on an application for feasibility funding to Scottish Government’s LCITP funding stream.

Service Profile



2.1.3.18.Support new Grid connection and

associated opportunities for onshore wind

(commercial and community), maximising local

socio-economic benefit.


Manager


Muaitheabhal Wind Farm and Druim Leathann Windfarm commercial OH schemes successful at CFD auction, representing a total 238.50MW generation. Liaison ongoing with EDF to

identify what their next steps will be regarding Stornoway Wind Farm which did not receive a CFD allocation, and whether there is a wider impact on the business case for the other two

developments due to the need to underwrite costs of the interconnector. Engagement with OFGEM and Government continues, seeking to continue lobbying for the 600MW connection,

with a decision on the needs case anticipated in the Autumn. Community Energy Scotland (CES) continuing to support a consortium of community groups around a 30MW Arnish

Community Wind Project, with CES staff time partly enabled as a result of funding support provided by the Comhairle.

4.1.1.The Comhairle has achieved a systematic approach to improving organisational effectiveness that aligns strategy, people and processes and the

service provided is high quality, continually improving and cost effective.

Strategic Outcome

Service Profile



4.1.1.9.Deliver the Comhairle’s Communication

Strategy 2018-22

In Progress 01/04/2019 31/03/2022 50% 50%Nigel Scott - Communications Officer


Under review The Strategy sets out plans for media relations, other Communications activity and promoting the work of the Comhairle..

Service Profile



4.1.1.10.Report annually on the Corporate

Strategy 2017-21

In Progress 01/04/2019 31/03/2022 50% 50%Angus Murray - Principal Strategy

Manager


The first officer led annual review, up to 31 March 2019, has been completed. It is likely that the Strategy will be revisited in light of organisational restructuring, transformational change and

service re-design, among other factors.

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Scorecard - Chief Executive's Office

2019/2020 SBP PIs - Chief Executive's Office Unit Target Actual Indicator Comments

4.1.1 - CE089: Number of social media users ‘reached’ (Trend

KPI).

Responsibility: Nigel Scott

# 0.00 46,900.00 Trend analysis KPI, therefore, no target set.

4.1.1 - CE001b: Number of Local Media press releases (Trend

KPI)

Responsibility: Nigel Scott

# 0.00 91.00 Trend analysis KPI, therefore, no target set.

2.1.1 - CE028: (LO6) Number of Organisations receiving financial

assistance from the Sgioba na Gàidhlig Small Grants Budget

(Trend KPI).

Responsibility: Doileag MacLeòid

# 20.00 27.00 This figure includes payment to organisations under Sgeama

Greis Gnìomhachais 2019.

2.1.1 - CE032: (LO6) Level of funding (£'000) secured from Bòrd

na Gàidhlig (Trend KPI).

Responsibility: Doileag NicLeòid

£ 71,000.00 118,250.00 The Target is last year's actual result for benchmarking the

year on year data.

13 out of 14 projects were successful in attracting funding with

a total of £118,250.

2.1.1 - CE091: Percentage of Community Planning Partnership

staff completing the stage of Gaelic Learning (Ùlpan)

commenced.

Responsibility: Doileag NicLeòid

% 100.00 Annual

2.1.3 - DD024: Number of engagement events with Scottish and

UK Government, Regulators, Transmission Operators, and

Renewable Energy Developers

Responsibility: John Cunningham

# 17.00 21.00 The target is the same as last year's actual for year on year

comparison.

2.1.3 - CE003: (LO2) Total amount of European Funding (£'000)

approved (Apr-Mar) for which application has been made by the

Comhairle (all EU Programmes).

Responsibility: Angus Murray

£ 2,563,504.00 Annual 2015/16 was the first year of reporting this PI. Although the

target set is in relation to the ESF applications submitted, the

actual European Funding approved is not comparable on a

year by year basis, as it is dependent on funding that is

available for application and therefore outwith the Comhairle’s

control.

2.1.3 - CE092: Number of OHCPP community engagement

events held.

Responsible Officer: Abbé Farrell

# 4.00 Annual The Target is last year's actual result for year on year

comparison.

DD007: (LO2) Number of MW of community owned generation

consented or operational


MW 21.50 Annual This target was amended downwards in 2015/16 from what

was initially projected - connection to mainland grid is at full

capacity until radial connector is installed. This is estimated for

early 2021.

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2019/2020 SBP PIs - Chief Executive's Office Unit Target Actual Indicator Comments

DD008: Number of MW of on-shore wind energy consented or

operational


MW 322.85 Annual This target was amended downwards in 2015/16 from what

was initially projected - connection to mainland grid is at full

capacity until radial connector is installed. This is estimated for

early 2021.

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Corporate Services

Business Unit Overall Performance - Corporate Services

Actions

On Track 95.0%Monitoring Required 5.0%Off Track 0.0%No Targets Set / Ongoing 0.0%

Total: 100.0%


Actions reported on 20

19

1

0

0




KPIs


Total: 100.0%

KPIs reported on


KPIs on track

KPIs off track

7

2

0

24

15 KPIs NA

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Comments - Corporate Services

Quarter 2 Progress Comment:

Corporate Services provides a strong support service to the Comhairle through its Legal, Democratic, Human Resource and Organisational Strategy services. In Q2 (1 July to 30 September

2019) these services continued to meet the requirements set out by the Comhairle in the Chief Executive Department Business Plan.

The Comhairle’s programme of self-assessment and benchmarking for 2019/20 is underway. Self-assessment has a focus on best value analysis to support and evidence improvement and

the Local Government Benchmarking Framework (LGBF) will be used to drive improvement and to examine where improvement has been made, where further work is needed and to examine

Comhairle performance against national trends and family group performance.

The new Corporate Workforce Plan for the Comhairle was approved on 2 October 2019 and work will now commence on the delivery of a robust action plan to support delivery. The plan will

support the transformational change programme. Work will now commence on the development of a number of supporting workforce policies.

One of the targets within the Corporate Workforce Plan was for the Comhairle to gain Living Wage Accreditation and this was achieved in September 2019. The Comhairle also approved, on 2

October 2019, the implementation of the Scottish Local Government Living Wage for all Comhairle based apprentices.

The Comhairle’s Education, Skills and Training and ‘Developing the Young Workforce’ (DYW) programmes continue to attract significant interest from young people and local businesses. The

two year Foundation Apprenticeship programme, which is school based, was first introduced in June 2019 and has embedded well. The Comhairle is currently bidding to continue this

programme and is likely to hear towards the end of 2019.

Employee wellbeing remains a key priority. The commencement of a new Employee Wellbeing Officer in August 2019 will support the implementation of the Employee Wellbeing Strategy. An

Employee Assistance Provider has been engaged which provides a 24 hour helpline for employees. This is accompanied by a health portal which provides advice on a variety of wellbeing

topics related to the workplace.

Equal pay and job evaluation continue to be monitored with robust procedures in place. The Comhairle currently has zero equal pay claims and no job evaluation appeals. The Comhairle’s

Equal Pay Audit has been completed and published. Scottish Living Wage Accreditation has been achieved and all Apprentices are now being paid the Scottish Local Government Living

Wage as a minimum.

The over-arching corporate Health and Safety Policy is currently being reviewed. This is supported by departmental health and safety policies, some of which have been re-written to reflect the

recent re-structure. Policies and procedures follow the HSE’s framework for the successful management of Health and Safety; (Plan, Do, Check, Act Model).

The Comhairle Health and Safety procedures and safe systems of work are continually under review to ensure there are satisfactory administrative controls in place to minimise identified risks

to employees.

Regular Safety Committee meetings continue to take place to discuss risk identification, success of controls and if the current procedures in place are sufficient.

Health and Safety meet regularly with the ‘Property and Assets’ section to discuss procedures for contractor management and premises management. Current plans include the review and

implementation of a premises handbook; to ensure that all premises managers are aware of the procedures which they are required to follow in order for compliance with Health and Safety

legislation. Training has also been discussed in these areas.

On 7 September the Comhairle, with the support of Democratic Services, hosted one of four regional hubs for the Women’s Stand event in the Scottish Parliament; this project is aimed at

supporting and empowering women to stand for political office. The event on 7 September was the culmination of a nine month campaign and over 400 women attended nationally.

During Q2, Democratic Services also supported the Community Council nomination process during Q2 and 26 of the 30 areas established Community Councils and the service undertook the

election of directors for Storas Uibhist.

On 2 October 2019 the Comhairle approved an updated Integrated Impact Assessment. Within the Organisational Development Strategy there was an action to ensure there was support with

Equality Impact Assessments and the implementation of the Socio-economic Duty. The introduction of a revised scheme will ensure that officers who use it are supported to comply with good

Page 12 of 23


practice with regard to equality and diversity.

Resilience Planning is underway to ensure that the Comhairle has robust plans in place in preparation for any severe weather over winter. In addition to winter plans, work is underway to

update the Oil Spill Plan and it is anticipated that this will be presented to the Comhairle in December 2019.

Katherine Mackinnon, Executive Head of Corporate Resources, 25 October 2019

Action Progress - Corporate Services

1.1.1.The age structure of the Outer Hebrides is rebalanced and population growth maximised by focusing on job creation and housing to retain and

attract economically active people to the islands.

Strategic Outcome

Service Profile

Syrian Resettlement Programme


1.1.1.1.Deliver the Syrian Resettlement

programme

In Progress 01/04/2019 31/03/2022 50% 50%Katherine MacKinnon - Executive

Head of Corporate Services


The Comhairle continues to support the Syrian Resettlement Programme and the families who live locally. A Report will be presented to the Comhairle on 2 October 2019 advising that the

Home Office have produced a briefing note containing information about the new scheme.

1.2.1.Children and young people's outcomes and life chances are improved through education and training.Strategic Outcome

Service Profile

Internal Strategy and Organisational

ChangeACTION RESPONSIBILITY PERFORMANCETARGET% COMP.END DATESTART DATEACTION STATUS

1.2.1.1.Deliver Apprenticeship Strategy In Progress 01/04/2019 31/03/2022 50% 50%Norma Skinner - CE - Organisational

Strategy Manager


Work on apprenticeships continues to develop and officers are currently exploring routes to develop the apprenticeship pipeline further. In addition, work continues on embedding the new

Foundation Apprenticeships within the curriculum.

A recent SDS Quality Assurance Audit was undertaken which provided positive feedback. it is anticipated that the Report will be made public when it is available.

2.1.3.Economic investment, development and research is increased within the Outer Hebrides and people are provided with a safe, sustainable and

healthy environment in which to live, work, visit or do business.

Strategic Outcome

Service Profile

Legal Services and Procurement


2.1.3.11.Implement the Procurement Strategy

Action Plan

In Progress 01/10/2018 31/03/2023 50% 50%Tim Langley - Legal and

Procurement Manager


Page 13 of 23


ACTION PROGRESS COMMENTSLegal and Procurement Manager in post June 2019 with responsibility for Procurement - liaising with the Procurement Manager to progress.

Timescales finalised following discussion with the Procurement Manager - to complete by 1 February 2020.

4.1.1.The Comhairle has achieved a systematic approach to improving organisational effectiveness that aligns strategy, people and processes and the

service provided is high quality, continually improving and cost effective.

Strategic Outcome

Service Profile

Human Resources


4.1.1.1.Develop and deliver an Occupational

Health Strategy

In Progress 01/04/2019 31/03/2022 51% 50%Diane Macdonald - Personnel -

Human Resources Manager


An Employee Health & Wellbeing Strategy has been drafted and consulted on with final agreement due at Policy and Resources Committee in June. This has been accompanied by

updates to the Comhairle's Stress Prevention Policy and Policy on Sickness Absence.

Turnover in Occupational Health has provided an opportunity to revisit the service provision. A replacement Occupational Health Nurse post has been advertised on a part time basis with

the remaining balance being advertised as an Employee Wellbeing Officer. The OH Nurse will continue to monitor statutory health surveillance and manage referrals on workplace ill health.

The Employee Wellbeing Officer will offer a more proactive service to managers to raise awareness of common medical conditions in the workplace and provide associated training.

Service Profile

Human Resources


4.1.1.2.Maintain the Comhairle’s Pay Model

and monitor equal pay.

In Progress 01/04/2019 31/03/2022 50% 50%Diane Macdonald - Personnel -

Human Resources Manager


This is an ongoing task.

All national pay awards have been implemented. The Comhairle is still to consolidate the Scottish Local Government Living Wage but pays the required rate through a supplement.

Approaches have been made to Trade Unions to re-commence pay modelling to achieve full consolidation.

Service Profile

Human Resources


4.1.1.3.Maintain a procedural framework for

Health and Safety and provide competent

advice.

In Progress 01/04/2019 31/03/2022 50% 50%Jean Macdonald - Senior Health &

Safety Officer


The over-arching corporate Health and Safety Policy is currently being reviewed. This is supported by departmental health and safety policies, some of which have been re-written to reflect

the recent re-structure. Policies and procedures follow the HSE’s framework for the successful management of Health and Safety; (Plan, Do, Check, Act Model).

The Comhairle Health and Safety procedures and safe systems of work are continually under review, to ensure there are satisfactory administrative controls in place to minimise identified

risks to employees. In some instances new procedures, policies, standards or guidance are developed, based on emerging risks, either identified within departments, by focus groups or by

the HSE (such as Health and Well-being/Stress, Managing Driving Risks, Volunteer Working etc.).

Page 14 of 23


Regular Safety Committee meetings continue to take place to discuss risk identification, success of controls and if the current procedures in place are sufficient.

Health and Safety are members of the: Risk Management Group, Facilities Management Group and the Statutory Compliance Group. Health and Safety is also recommended to be an

agenda item at CMT meetings.

Health and Safety meet regularly with the ‘Property and Assets’ section to discuss procedures for contractor management and premises management. Current plans include the review and

implementation of a premises handbook; to ensure that all premises managers are aware of the procedures which they are required to follow in order for compliance with Health and Safety

legislation. Training has also been discussed in these areas.

The delivery of competent advice to departments is ensured by regular training and meetings with employees, regular premises visits and thorough training programme's and reviews.

Service Profile



4.1.1.4.Deliver workforce planning programme In Progress 01/04/2019 31/03/2022 70% 50%Katherine MacKinnon - Executive

Head of Corporate Services


A new Corporate Workforce Plan for the Comhairle was approved on 2 October 2019. Work will now begin on developing the action plan that will support implementation.

Service Profile



4.1.1.5.Deliver local requirements of the

Counter-terrorism strategy (CONTEST) 2018

In Progress 01/04/2019 31/03/2022 50% 50%Norma Skinner - CE - Organisational

Strategy Manager


The Comhairle continues to support the National CONTEST Strategy. A community training event is currently scheduled for October 2019.

Service Profile



4.1.1.6.Develop and implement Organisational

Development Strategy


Strategy Manager


A progress update on the Organisational Development Strategy has been completed and there has been significant progress. A Report will be submitted internally to inform senior

management of progress.

Service Profile



Page 15 of 23


4.1.1.7.Deliver Risk Management Strategy In Progress 01/04/2019 31/03/2022 50% 50%Norma Skinner - CE - Organisational

Strategy Manager


There continues to be improvement in the risk management framework and reporting and the strategic and operational risk registers were published on the website for the first time.

Strategic risk progress updates go to Corporate Planning Team (CPT), Corporate Strategy Team (CST), Audit and Scrutiny Committee and Policy and Resources Committee, before an

annual update is published.

Operational risk progress is published quarterly as well as being reported to service committees. Operational risks are subject to peer review twice a year, and are then reported to CPT and

CST.

Business Continuity (BC) templates are in the process of being updated and two Business Continuity Exercises have been scheduled for March

Service Profile



4.1.1.8.Develop and deliver a Resilience

Strategy and update associated policies


Strategy Manager


The aim of this Strategy is to articulate the Comhairle's approach to Resilience, to prioritise areas for development and to develop the work with the community.

Early work on the Resilience Strategy is underway however, focus has moved to ensure that preparations are in place for Winter with the development of a Severe Weather Plan.

Service Profile



4.1.1.11.Provide a comprehensive and efficient

legal service to the Comhairle


Procurement Manager


Continuing with minimal external legal spend. Implementing various improvements following Internal Audit's routine inspection.

Service Profile



4.1.1.12.Support the Western Isles Licensing

Board in relation to the Licensing (Scotland) Act

2005.


Procurement Manager


Ongoing with the Legal and Procurement Manager, now the Clerk to the Licensing Board.

Implementing action points arising from Internal Audit's routine inspection.

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Service Profile



4.1.1.13.Provide a comprehensive and efficient

service to Elected Members to ensure

compliance with statutory requirements.

In Progress 01/04/2019 31/03/2022 50% 50%Belle A Scott - Support Team

Supervisor


Secretarial and administrative support is provided for Elected Members ensuring that Members' Register of Interests and Members' Register of Expenses are updated to comply with

Statutory requirements. Members are also assisted with approved duties and expense reclaims.

Service Profile



4.1.1.14.Provide a corporate travel facility In Progress 01/04/2019 31/03/2022 50% 50%Belle A Scott - Support Team

Supervisor


A Corporate travel facility is provided by the Chief Executive’s department for the Comhairle. This facility is aailable between 8:30am and 4:30pm Monday to Friday.

Service Profile

Governance and Elections


4.1.1.26.Support the Comhairle's governance

framework.

In Progress 01/04/2019 31/03/2022 50% 50%Derek MacKay - Democratic

Services Manager


In regard to elections, Western Isles Development Trust undertook an election for Directors during April coinciding with the preparation for the European Election on 23 May 2019. A

By-election was called for three trustees for the Muaitheabhal Community Wind Farm Trust which did not result in an election and a community ballot for Stòras Uibhist took place in

September 2019. Community Council elections have been completed and the team will visit Community Councils for their inaugural meetings. The Comhairle, along with three other local

authorities (Shetland, Argyll & Bute and Aberdeenshire), agreed to participate in the Parliament Project, a non-partisan project which seeks to encourage women to stand for political office

by providing practical training and support.

Workshops were arranged in Stornoway and Benbecula on 30/31 May 2019. The Stornoway Workshop was attended by 27 women and 13 were booked to attend the Workshop in

Benbecula which had to be cancelled due to flight disruption. It is proposed to reschedule the Benbecula Workshop and hold a workshop in Barra later in the year. Preparation has

commenced to host a hub workshop linking into the “Scotland’s Women Stand” event to be held on Saturday 7 September 2019 streamed on either Parliament TV, or on the Scottish

Parliaments facebook page.

The Eilean Siar Area Support team is in the process of recruiting Children’s Panel Practice Assessors (PPAs) and it is hoped that a further two PPAs will be recruited before the end of

August 2019.

In total 10 panel members were reappointed to the Children’s Panel between May and June 2019. PPAs met with each of these panel members to discuss any issues of concern and

following interview all those who sought reappointment were recommended by the Eilean Siar Area Support Team.

The Children’s Panel recruitment campaign commenced in August 2019. Four new panel members would be required and the Area Support Team would ideally like to appoint three males

and one female. The Comhairle was represented at the Children’s Hearings Scotland Clerks Network Group in June 2019 and the recruitment campaign was one of the main items

Page 17 of 23


discussed.

Service Profile



4.1.1.30.(7.1.3.253) CIAP: Implement the

Procurement – Tender Selection & Evaluation

I n t e r n a l A u d i t ( F U 2 7 – 1 8 / 1 9 )

recommendations.

Completed 06/04/2018 30/09/2019 100% 100%Tim Langley - Legal and

Procurement Manager


As per the Internal Audit Follow Up Review 07/11/18 Ref: FU27 – 18/19, out of the 3 follow up recommendations made in the original report (November 2018) two appear to have been fully

implemented, and management have confirmed that the remaining recommendation will be implemented by March 2019.

Action recommended: 2.2 The process of undertaking supplier surveys and questionnaires be started up again.

- Progress to Date: Questionnaires are routinely sent out after every procurement process

- Action outstanding: Complete

Service Profile



4 .1 .1 .53 .C IAP: Imp lemen t t he R i sk

Management Internal Audit (FU02 – 18/19)

recommendations.

In Progress 05/06/2018 30/09/2019 85% 100%Rebecca Macleod - HR - Finance &

Risk Management Officer


As per the Risk Management Internal Audit Follow Up Review 30 May 2019 Ref: FU02 – 18/19, out of the eight follow up recommendations made in the original report two appear to have

been fully implemented, and management have confirmed that the remaining six recommendations will be implemented by September 2019. The service has confirmed that four of the six

audit recommendations are now complete, 2.3a is in progress and the completion of 2.3b will follow on from completion of 2.3a.

Action recommended: 2.1 is now complete. A review of the role and membership of the Strategic Risk Management Group was revised and renamed Risk Management Group (RMG). The

RMG met 8 October 2019 and the audit recommendations formed the basis of the meeting for discussion.

Action recommended: 2.2 is now complete. The new format of the RMG covers the elements of a peer review.

Action recommended: 2.3a Service Business Continuity Plans and Business Impact Assessments be refreshed and brought up to date using the relevant templates and forms.

- Action by: Corporate Management Team. March 2019.

- Progress to Date: The Comhairle’s Business Continuity (BC) processes are being revised in line with our risk processes, resulting in a more streamlined approach, and consist of 3 steps:

1. Business Impact Analysis

2. Risk Assessment

3. Business Continuity Plan

- Action outstanding: Revised templates to be agreed with HR, to iron out any issues, and will be holding a workshop in June to talk services through the templates.

Progress Update: Template 1. has been distributed. Template 2. has been agreed, and will be sent to RMG shortly along with the minute. A workshop will be held in November 2019 to talk

services through the templates.

Action recommended: 2.3b Give consideration to better linking of Risk Management processes, Disaster Recovery and Business Continuity Plans.

- Action by: Finance & Risk Management Officer. August 2019.

- Progress to Date: Once Business Continuity Plans have been updated, a corporate plan will be established for the most critical services identified from individual plans. This will in turn

Page 18 of 23


inform the Disaster Recovery Plans.

- Action outstanding: Linking of Risk Management processes, Disaster Recovery and Business Continuity Plans.

Progress Update: This will follow on from completion of 2.3a.

Action recommended: 2.4 is now complete. The Corporate Planning Team agreed at its meeting 20 August 2019 that significant Project Risk Registers would be trialled directly on Interplan.

Action recommended: 2.5 is now complete. A Report to Corporate Planning Team 20 August 2019 recommended that Partnership Risk Registers are updated and held on Interplan and it

was agreed that the Finance & Risk Management Officer would circulate guidance on Partnership Risk Registers to Heads of Service.

Service Profile



4.1.1.54.CIAP: Implement the Revenue

Contracts Internal Audit (FU08 – 18/19)

recommendations.

Completed 06/11/2018 30/09/2019 100% 100%Tim Langley - Legal and

Procurement Manager


As per the Revenue Contracts Internal Audit Follow Up Review 04 June 2019 Ref: FU08 – 18/19, out of the seven follow up recommendations made in the original report five appear to

have been fully implemented, and management have confirmed that the remaining two recommendations will be implemented by September 2019.

Action recommended: Review results of any tender evaluation undertaken using new tool and compare with results of using current methodology

- Action by: Head of Procurement and Exchequer Services

- Progress to Date: Looking at whether cost of software is value for money or whether an in house solution supported internally would be more appropriate and better value for money.

- Action outstanding: To be reviewed by end of September 2019.

Progress Comment: Completed - decision made that the proposed in-house solution will offer better value for money and be better tailored to the Comhairle's needs.

Action recommended: Fully embed monitoring of benefits realised where community benefit clauses are included within contracts.

- Action by: Head of Procurement and Exchequer Services

- Progress to Date: This area is being looked at as part of the PCIP preparation process.

- Action outstanding: To be reviewed by end of September 2019.

Progress Comment: Completed - Legal and Procurement Manager attending Scotland Excel Community benefits Forum; community benefits part of the PCP Improvement Plan following

Scotland Excel's assessment in August 2019.

Service Profile



4.1.1.60.Facilitate and monitor the Comhairle’s

Best Value Audit Plan (BVAP)

In Progress 01/04/2019 31/03/2021 10% 10%Fiona Knape - Organisational

Development Officer


The statutory duty of Best Value was introduced by the Local Government in Scotland Act 2003. Best Value is about ensuring that there is good governance and effective management of

resources, with a focus on improvement, to deliver the best possible outcomes for the public. The Audit of Best Value is a continuous process that forms part of the annual audit of every

council. Findings are reported each year through the Annual Audit Report. A Best Value Assurance Report is presented to the Accounts Commission at least once during the five-year audit

appointment for each council by the Controller of Audit.

The Comhairle had an Audit of Best Value and Community Planning in November 2011 and two follow up audits (Dec’12 and May’14). In October 2016, Audit Scotland began a new

approach to auditing Best Value in Scottish councils. The new approach continues to audit against the statutory duty but has an increased focus on the pace and depth of improvement at

each council. The Comhairle is due an Audit of Best Value under this new remit.

Page 19 of 23


The Comhairle’s approved programme of self-assessments for 2019/20 is underway and progress will be reported to the Corporate Planning Team (CPT) in the first instance. This new

programme will add in elements of best value analysis, focused on cost, economy, efficiency and effectiveness, to better evidence improvement. The final 2018/19 self-assessment was

reported to the Comhairle at the June 2019 series of meetings.

Page 20 of 23


Scorecard - Corporate Services

2019/2020 SBP PIs - Corporate Services Unit Target Actual Indicator Comments

4.1.1 - CE100: Percentage of Committee Agendas issued within

statutory notice period of 3 working days

Responsibility: Derek MacKay

% 100.00 98.28 Only one agendas did not meet the statutory deadline.

4.1.1 - CE033: Percentage of Minutes delivered within 10

working days of the meeting.

Responsibility: Derek MacKay

% 90.00 94.15 .

4.1.1 - CE099: External legal advice rate (%) to overall legal

service cost

Responsibility: Tim Langley

% 5.60 Annual The Target is the same as last year's actual result for

benchmarking year on year performance.

4.1.1 - CE020: Percentage of Data Protection - Subject Access

Requests (SARs) responded to within the statutory timescale.


% 80.00 91.67

4.1.1 - CE077: Percentage of Freedom of Information (FOI)

requests received in the reference period to which the Comhairle

responded within 20 working days (statutory timescale).

Responsible Officer: Tim Langley

% 95.00 86.88 During the period 01.04.19-30.09.19, the service received 648

FOI requests and responded to 563 within the statutory

timescale.

4.1.1 - CE004: Percentage of taxi/private hire licences issued

(Apr-Mar) within statutory time limits (9 months)


% 100.00 101.92 During the period 01.04.19 - 30.09.19, 53 taxi/ private hire

licences were issued, 100% within the statutory timescale (Q1:

26 Q2: 27).

4.1.1 - CE005: Percentage of public entertainment licences

issued within statutory time limits (9 months)


% 100.00 100.00 During the period 01.04.19 - 30.09.19, 20 public entertainment

licences were issued, 100% within the statutory timescale (Q1:

3 Q2: 17).

4.1.1 - CE095: The total cost (£'000) of Members expenses,

excluding salary (Trend KPI).

Responsible Officer: Belle A Scott

£ 110.44 Annual The Target is last year's actual for year on year comparison.

Published at:

https://www.cne-siar.gov.uk/your-council/wards-and-councillor

s/council-members/

4.1.1 - CE097: Total cost of Comhairle travel for Employees and

Elected Members.

Responsible Officer: Belle A Scott

£ 482,854.00 Annual The Target is last year's actual result for year on year

comparison.

4.1.1 - CE096: (LO7) Corporate Travel Record: Total number of

travel bookings made each year. (Trend KPI). Responsibility:

Belle A Scott

# 2,476.00 2,229.00

2.1.3 - CE102: Local Spend as a percentage of total spend (non

staffing)


% 46.00 Annual

Page 21 of 23



2.1.3 - CE101: Percentage of annual spend with suppliers >

£1,000 that is covered by a contract (as published on Scottish

Procurement Information Hub)


% 85.00 Annual

4.1.1 - CE066: SPI2: CORP3c - The gender pay gap between

average hourly rate of pay for male and female council

employees.

Responsibility: Diane Macdonald

% 5.00 Annual The Scottish Parliament has signed up to the 50:50 by 2020

campaign. Setting a target that the gender pay gap will be

within a tolerance level of either plus or minus 5% each year.

This target is aspirational for the Comhairle but also deviation

from it acts as a trigger for action.

4.1.1 - CE085: Number of days off work due to HSE reported

workplace accidents (T)

Responsibility: Jean Macdonald

# 60.00 Annual The Target is last year's actual result for benchmarking year on

year performance.

4.1.1 - CE047: Average number of working days from a Vacancy

occurring (post VPA) to the acceptance of an offer for the same

post.

Responsibility: Katherine MacKinnon

Days 42.22 37.88

4.1.1 - CE048: Leavers in the last year as a percentage of the

average total staff.


% 16.50 Annual The Target has been changed from 13.60%, which is the 2014

median turnover rate, to 16.5%, which is the 2016 median

turnover rate reported by the Chartered Institute of Personnel

Directors (CIPD) in their Resourcing and Talent Planning

Survey Report 2017.

1.1.1 - ECS081: Percentage of adults participating in English for

Speakers of Other Languages (ESOL) provision achieving one or

more of their learning outcomes per annum

Responsibility: Angus Maclennan

% 80.00 Annual

4.1.1 - CE086: Percentage of vacancies out to recruitment that

remain unfilled after 12 months.


% 0.00 0.00 A half-year review of this indicator revealed that the measure

is already being monitored within LPIs CE047 and CE048 and

will therefore be archived to avoid duplication.

4.1.1 - CE078: Percentage of customers satisfied with internal

training programmes.

Responsibility: Murdo A. Mackay

% 80.00 Annual A customer satisfaction survey was undertaken in Q1

(01/04/2019 - 30/06/2019). All 40 responses received were

either Satisfied (7) or Very Satisfied (33) resulting in a 100%

customer satisfaction rate.

4.1.1 - CE080: Percentage of Community Councils invited to

participate in Counter-terrorism strategy (CONTEST) workshops

that participated


% 100.00 Annual

1.2.1 - CE081: Percentage of apprentices achieving target

qualifications.

Responsibility: Dolina Smith

% 100.00 Annual

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1.2.1 - CE079: Percentage of customers satisfied with

apprenticeship training programmes.

Responsibility: Dolina Smith

% 80.00 Annual

4.1.1 - CE082: Percentage of employees participating in

e-Learning.


% 20.00 Annual

4.1.1 - CE053: Percentage of employees in the highest 10% of

earners that are female (exc. Teachers)

Responsibility: Carmen MacDonald

% 54.00 Annual The target is last year's actual result for year on year

comparison:

2014/15 - 49.4%

2015/16 - 50.5%

2016/17 - 51.15%

2017/18 - 47.2%

2018/19 - 54.0%

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