Team Plan 2010-11 - Charnwood...Version v0.1 Date 20/01/2010 Author Neil Greenhalgh Document Name...

Team Plan 2010-11

Environmental Services

Version v0.1 Date 20/01/2010 Author Neil Greenhalgh Document Name Team Plan – Environmental Services 2010-11

Team Plan 2010-11 Environmental Services

Contents

0 Background Error! Bookmark not defined. 0.1 Purpose of this Document Error! Bookmark not defined. 0.2 Objectives of the Team Plan process Error! Bookmark not defined. 0.3 Changes from Last Year Error! Bookmark not defined. 0.4 Timetable Error! Bookmark not defined. 0.5 Links Error! Bookmark not defined.

1 Introduction to Environmental Services 3 1.1 Team Role 3 1.2 Team Statistics 4 1.3 Benchmarking 6

2 Team Action Plan 7 2.1 Task List for 2010-2011 7

3 Key Service Indicators 12 3.1 Performance Indicators 12 3.2 Customer Service Standards 13

4 Operational Risk Register 16

5 Value for Money Indicators 19 5.1 NI.179 Cashable Efficiency Savings 19

2 version: v0.1 issue date: 20/01/2010


1 Introduction to Environmental Services

1.1 Team Role Environmental Services delivers a range of services within Charnwood through three Teams:-

o Waste Operations – management of refuse collection, recycling and street cleaning, including the removal of fly-tipping

o Waste Policy – Waste minimisation, education, promotion, awareness and future policy o Engineering – Flood prevention, graffiti removal, CCTV maintenance, bus shelters, street name

signs, street furniture, fleet provision and maintenance The management of the Council’s ‘Environmental Services Contract’ with a value in the region of £5m per annum is one of the largest contracts in the Council and is a major front line service to every resident in the Borough. The service provides an alternate weekly refuse and recycling collection service for the Borough’s 67,000 households. In addition, there is a free bulky waste collection and residents pay for optional garden waste collection. The street cleaning service maintains cleanliness of the Boroughs 833km streets including emptying litter and dog waste bins. The Waste Operations Team links closely to the Contact Centre that provide the link to the public via the Council’s Lagan CRM system. In 2009 the Environmental Services Contract was re-let for a period of seven years and eight months to Serco. The Contract realised significant seven figure savings and is output-based to meet an agreed set of KPI’s including significant National Indicators together with satisfaction ratings. An agreed formula for engaging in a seven year extension to this contract has already been agreed affording the Council the long term security of savings and performance. The new Contract brings about significant changes to the method working for waste operations in the Borough and will realise improved standards and performance. These include a requirement to keep all streets, paths and land that the Council is responsible for free of litter and detritus, as well as the introduction of a 24 hour response to any missed collections, irrespective of when this is reported. Such improved standards should be reflected in the satisfaction ratings of the service, which will also be measured as part of the performance management regime. Significantly, the Environmental Services Contract was let following a detailed consultation exercise involving members of the public and a selection of ward councillors. Two ‘Reference Panels’ were established to identify key areas for improvement and evaluation criteria for the award of the Contract. This has led to a significant number of initiatives and work improvements that have been introduced or are planned for introduction during 2010/11 that respond to the ‘customer’s’ concerns and requests for improvements. The Waste Policy Team primarily ensures the delivery of the Council’s Zero Waste Strategy within Charnwood. The Strategy covers the period 2007 to 2012 and has a range of targets including waste minimisation, re-use and recycling. The Waste Policy Team is responsible for ensuring these targets are met through the introduction of new initiatives and schemes, promotion and awareness raising of the services provided and the education of all sectors of the community to the benefits of waste minimisation, re-use and recycling. The Team has 4.5 FTE’s and links closely with the Waste Operations Team on the introduction of recovery trials and awareness raising though working closely with the Serco. Close links are also forged with Street Management on reducing enviro-crime. Waste management performance in 2009/10 is expected to be mixed when considering the key indicators highlighted as part of the Zero Waste Strategy. The level of recycling and composting will increase but is unlikely to meet the target of 45%. However, Charnwood Borough Council is part of the Leicestershire Waste Partnership and collectively the performance of the Partnership has proved to be the best in England during 2008/09, reporting over half of our waste diverted from landfill. A number of key initiatives have been developed in 2009 which will continue in 2010 which have resulted in the completion of a Zero Waste Strategy refresh. These include the SWITCH project that is



looking to maximise the amount of re-use, recycling and composting carried out by a selection of households in the project area. Diversion rates have proved the project successful and enabled the successful funding application to the County Council to expand the project area to over 10,000 homes. Another significant project linked to the Contract with Serco include Community Champions (http://www.charnwood.gov.uk/pages/community_champions) which is looking to set up a team of volunteers to act as the eyes and ears of the community to improve cleanliness standards across the Borough. The initiative provides Community Champions with hand held devices to take photos of problem areas and send electronically to the Council for immediate attention. 2010 will be a challenging year for the Council and Serco with increased performance targets to meet. The two waste teams will be under increased pressure to find new and sustainable ways of diverting every tonne of waste possible supporting our links with Sofa, MIND, local recycling companies and farmers looking to expand into composting operations. Environmental Services also includes an Engineering Team whose main responsibility is to limit and control damage from flooding of about 25km of ordinary watercourses (not including the River Soar, or ‘foul and surface water’ sewer networks) by making sure land drainage systems perform properly. The service also provides an engineering function that includes management and maintenance of CBC’s CCTV systems and the provision and maintenance of Borough owned street furniture including street name-plates and some bus shelters. Graffiti removal is also now forming an ever increasing proportion of the Teams efforts. As part of an ongoing review it is anticipated that in 2010 this Team will also cover the Council’s fleet provision and maintenance through a Contract with GPL and SFS. The new Contracts that commenced in 2009 cover a five year and eight month period cover the Council’s vehicles, plant and equipment necessary to fulfil the requirements of Street Management, Environmental Health, Engineering Services and Grounds Maintenance. The new fleet Contracts have provided an opportunity to revamp the appearance and public image of the fleet to reflect the professional image of the Council’s services. In addition, safety and efficiency measures such as tracking, a vehicle user policy and driver training opportunities will enhance the overall performance and efficiency of the services. The new fleet is gradually being introduced as the old fleet is replaced such that late 2010 the majority of fleet and plant will have been replaced.

1.2 Team Statistics Environmental Services manages a large proportion of the Council’s overall budget with a combined budget of around £6 million per annum including over £4m annual contract payments to Serco. The net budget includes income generation in excess of £1m per annum through the various recycling activities. There are twenty staff that work in Environmental Services including a Waste Education Officer that is shared with the Street Management Team, and two Admin Officers that support all three teams within Environmental Services but are part of the overall Leisure and Environment Admin Team. three Officers that are represented in other Teams (The three Teams that make up Environmental Services include:- Waste Operations – 4.5 FTE’s Waste Policy – 4.5 FTE’s Engineering – 7.5 FTE’s The structure is detailed below:-


http://www.charnwood.gov.uk/pages/community_champions


Waste Policy

3 x Zero Waste Offs. 1 x Waste Education

Off.

Engineering 1 x Enforcement Off. 1 x Engineering Off.

1 x Engineering Sup.3 x Engineering Op.

Waste Operations

2 x Waste Management Offs. 1 x Performance &

Monitoring Off.

Environmental Services

The Waste Teams provide a continuous stream of performance management data that measures a range of National Indicators. These are also used as part of a suite of indicators for performance measurements of the Contract with Serco. The following KPI’s form part of the out-put measurements for this Contract and also relate to financial rewards or penalties depending upon achievement of the KPI’s.

ENVIRONMENTAL SERVICES CONTRACT KPI’s

Year 2009/10 2010/11 2011/12 2012/13

Contract Ref No.

N.I. Ref.

Description 0 1 2 3

1 185

CO2

reduction from Local Authority operations

Baseline 1,345,000kg

1,043,000kg 1,043,000kg 846,000kg

2 191

Residual household waste per household

460 450 425 415

3 192

Household waste

recycled and composted

45% 50% 50% 50%

4 193 Municipal waste land

filled 33,000 28,600 27,500 23,650




ENVIRONMENTAL SERVICES CONTRACT KPI’s

Year 2009/10 2010/11 2011/12 2012/13

Contract Ref No.

N.I. Ref.

Description 0 1 2 3

5a 195

Improved street and

environmental cleanliness -

levels of litter

3% TBC TBC TBC

5b 195

Improved street and

environmental cleanliness -

levels of detritus

10% 9% 8% 7.5%

7 N/A

Percentage of people

expressing satisfaction

with household

waste collection

86% 87% 88% 90%

8 N/A

Percentage of people

satisfied with cleanliness standards

60% 65% 70% 75%

Note: The table only shows the period up to 2012/13 however, targets have been agreed with Serco for the full duration of the Contract.

The Engineering Team’s main activities that report National Indicators is the removal of graffiti. This work is split into a number of areas including offensive graffiti (removed with 24 hours) and non-offensive (removed within seven days of completed investigation. The Team works closely with the Street Management Team that receives all initial reports of graffiti and conducts the initial investigation and photographing for evidence gathering purposes. A standby service is provided by the Engineering Team for emergencies only. This will be provided for the winter months only in 2010 i.e. 1st October to 31st March. An out-of-hours service for waste emergencies e.g. discarded hypodermic needles found in public places, is also now provided by Serco.

1.3 Benchmarking The main waste related activities conducted by Environmental Services are consistently benchmarked by the Waste Policy Team. The Council is part of a wider Waste Partnership in Leicestershire that has jointly appointed a Waste Partnership Manager and has a Member and Officer group that oversee a number of partnership projects related to the delivery of the Leicestershire Waste Management Strategy (http://www.lesswaste.org.uk/). In addition, benchmarking data provided by the Waste Information Network was used in the development and procurement of the Environmental Services Contract in 2009. This network complies data from across England on waste performance and costs. Charnwood Borough Council actively uses this network to monitor our performance and learn best practice from those higher performing areas.

http://www.lesswaste.org.uk/




























Team Plan 2010-11 Environmental Services 2 Team Action Plan

2.1 Task List for 2010-2011 Planned changes and key activities for 2010/11. Tasks highlighted with an asterisk identify areas that respond to the ‘reference panel’ public consultation referred to in section 1.1

Task Reason for doing undertaking this task

How will we know we have been successful

How will we communicate the outcome

Waste Policy Team

SWITCH – a project covering 10,400 properties over 2 years, aiming to raise awareness and participation in waste minimisation through the distribution of low-price food digestion equipment.

Based on the findings of a similar trial carried out on 1,300 properties in Charnwood, it was found that this project could increase recycling by 4.5%, and decrease waste to landfill by 2.5 times that of properties not targeted. This will help to meet both NI 191 (residual waste to landfill) and NI 192 (recycling, re-use and composting rate).

Recycling, re-use, composting and residual waste data will be monitored, and compared to other areas of the Borough. A recycling participation survey was carried out at the start of the project. It is hoped that this will increase by 2.5% by the end of the project.

The outcome will be communicated to residents in the project area through newsletters and the SWITCH website. The project will be communicated outside of the project area through the local press.

Composting street sweepings There are currently around 1500 tonnes of Charnwood street sweepings being sent to landfill sites each year, so having a negative impact on NI 191 and 192. The waste is compostable, so a suitable composting facility is being sought to divert this waste from landfill.

This will help to improve results for NI 191 and NI 192.

This is an innovative approach to waste minimisation, and is likely to be well received through the local press.



*Re-use of bulky waste, through partnership working with local furniture re-use organisations

There are currently around 1000 items of bulky waste collected free from properties in the Borough each month, and sent to landfill sites for disposal. This is having a distinctly negative impact on NI 191 and NI 192. In fact, the top performing authorities in England do not offer a free service such as this. These items can be viewed as a resource, as they may have some value to others. Initially small numbers of white goods are being diverted through SOFA to be refurbished and sold on, with a view to expanding the service further. This will contribute to achieving better NI 191 and 192 returns.

This task will have a positive impact on NI 191 and 192, and will be measured through the weight of bulky items diverted from landfill sites.

This service will be communicated through Council publications and press releases. Given the extensive partnership working involved, and the charitably status of SOFA, it is likely to receive positive press coverage.

*Community Champions – a project which encourages volunteers from the community to act as the eyes and ears of CBC, by reporting ‘grot spots’.

This task will help to engage the community in their local area, whilst increasing the reporting of environmental problems in Charnwood. These issues can then be tackled, resulting in a cleaner Borough in which to live, work and visit.

Improved NI 195 scores, relating to street cleanliness, fly tipping and graffiti. Improved customer satisfaction ratings through Serco’s Citizen First survey.

Regular press releases on the progress of the scheme; reporting to Parish Councils and Members.

Minimise recycling contamination through education of residents and crews

Whilst the recycling contamination rate is low (0.39% in 2009), more work needs to be done to ensure that this level is maintained or reduced, in order to improve NI 191 and 192 results.

Regular audits are carried out to ascertain current contamination levels. Whilst there are times when contamination is likely to be higher, such as in line with changes to the service, the overall rate is expected to remain the same, placing CBC with the top authorities for contamination rates.

Communication of contamination is key to it’s success, and clear literature is always available to residents to ensure the highest level of understanding. This information is delivered to properties every year. When contaminated recycling is put out for collection, residents are informed of incorrect items through a sticker on the recycling bag. Serco regularly train their staff to ensure contaminated recyclate is not collected, but stickered.

8 version: v0.1 issue date:20/01/2010


Increase kerbside composting through expansion of the garden waste collection scheme

This task plays a significant role in improving NI 192 results. Whilst this chargeable service restricts the levels of performance in NI 192, much work is being carried out to promote the service and to encourage subscriptions.

30% of Charnwood properties currently subscribe to the service, and it is hoped that this can be increased by up to a further 10%. Subscription levels are closely monitored, alongside the campaigns that are run, in order to gauge the most successful campaigns.

The service is promoted through a number of means, the most effective being a direct mail to non-subscribing properties. Regular items in Charnwood News promote the service, and encourage subscription, whilst offering thanks to those who already subscribe, and the success of their efforts.

Contribute to the Environmental Management System through internal audits

To support the Climate Change Strategy.

To identify and address environmental inadequacies in performance.

This task is about leading by example, and it’s important that this message is communicated to residents.

*Research best practice and innovation

This task will help to identify areas where the service and performance can be improved, by comparing to other authorities, particularly those with a similar demographic.

To develop and implement new policy which will help to contribute towards NI 191 and 192.

Regular press releases on the progress of the research; reporting to Parish Councils and Members.

*Deliver Education Programme for schools and colleges

To instil good environmental behaviour in the adults of tomorrow, in order that we can live more sustainably in the future. This is also a way of spreading messages to parents, and changing behaviour in the home.

Raised awareness amongst the younger generations of environmental responsibility, and changed behaviour in the home, leading to improved NI 191 and 192 scores.

Regular press releases on the activities of the Education Programme, along with a Waste Education Newsletter.

*Communicate the service to student residents

The student population changes year on year, meaning that the message about waste minimisation and management must be re-addressed each year, and at various stages throughout the academic year. With such a large student population, waste from students can have a significant impact on NI 191 and 192, and also on the cleanliness of residential areas densely populated by students.

Raised awareness of the recycling services and waste minimisation, and responsible behaviour in relation to waste management, leading to greater levels of satisfaction among permanent residents.

This task has been developed in response to feedback from permanent residents in the densely populated student areas, and regular feedback is provided to them at quarterly meetings, in addition to attendance at Residents Association meetings.



Waste Operations Team

To effectively manage the Environmental Services Contract and deliver waste collection, recycling and street cleaning operations across the Borough

The Contract fulfils our statutory duty to collect waste across the Borough.

The Contract has a comprehensive list of 26 Tasks that are monitored monthly and are recorded via a traffic light system. The aim is have 90% of these tasks ‘green’ with no ‘reds’

The Contract was developed with considerable consultation and customer input including a Community and Member Panel that shaped the key areas of focus of the Contract as well as the evaluation criteria for awarding the Contract.

To re-let the Recyclate Contract for the period from 1st August 2011.

The Contract will fulfil our Contractual requirements for a recycling facility for material collected by the household recycling service

The outcome will be a new recyclate contract awarded

The Contract award will be publicised as part of the European procurement regulations (OJEU)

To manage and minimise the financial impact of the service to the Council

The prudent and efficient management of budgets is a key element of the Corporate Plan and as this Contract is such a significant value, the effective monitoring and minimisation of the impact is of paramount importance to the Council.

The outcome is that budget spend will not exceed the budget and that projected savings identified as part of the Contract letting process will be met.

The effective and efficient spending of Council’s budgets is closely monitored and publicised through the local press & Charnwood News.

Engineering Team

To carry out graffiti removal in line with current policy.

This task relates to a National Indicator and forms part of our overall approach to making Charnwood a Cleaner and Greener place to live and work

This will be measured through NI 195 The results of NI 195 are reported through the usual way of publicising NI performance

To review the bus shelter provision across the Borough.

There is a need to review this service provision in an attempt to standardise the service and maximise efficiency through rationalisation and examining the potential for advertising

The review will depend upon the viability of any proposal to introduce advertising across the Borough.

If the proposal is viable then the work programme will be advertised via press releases and Charnwood News where appropriate.

To provide a water course maintenance service that reflects the needs of the Borough.

Whilst not yet statutory the service is recognised as an important aspect of the Council’s response to the risk of surface water flooding in the Borough.

This work is part of an ongoing preventative work programme

The work programme generates publicity in the local press if flooding occurs.



To provide an effective and efficient fleet management provision for the Council through the management of the fleet Contracts

The provision and maintenance of fleet is a requirement of a number of services the Council undertakes, without which the service could not be effectively delivered.

The Contract will be monitored through LPI’s including the number of days service lost through breakdowns, the number and associated costs of accidents, and a scheme to provide incentives for users to ‘use’ the fleet more efficiently e.g. a points system based on fuel usage, maintenance reports and reports of speeding through tracking the vehicles

The renewed fleet has a higher public profile with livery and logos that help portray the Council in a professional light.


Team Plan 2010-11 Environmental Services 3 Key Service Indicators

This section falls into two parts. The first part focuses on the key service indicators and measures for the team and the second part covers customer service standards. For this year, entry of performance indicators will be provided online via the TEN system. Steve Derry will provide details on how to input PIs.

3.1 Performance Indicators The Performance Indicators are split into a number of categories covering national indicators as well as internal team indicators.

Corporate Plan Indicators These are indicators lifted directly from the Corporate Plan and the targets should be those in the Corporate Plan.

LAA Indicators (excluding Corporate Plan) As a member of Leicestershire’s Local Area Agreement, Charnwood is committed to meeting a number of targets.

Other NI Indicators (that we collect)

Other NI Indicators (at district spatial level, collected by other agencies)

Team Indicators (Business Health) These include local indicators that the team managers may want to set to in order to measure their team’s performance as well as those NIs where we are not directly responsible (for instance they are County wide) or do not collect data for. Team indicators are up to services to set, subject to a reasonableness check, and team managers should use this as an opportunity to review their local indicators and ensure they are relevant to the work that the team does and that they can measure the team’s success.

Caution may be required when putting other NIs in as team indicators as there may be some problems re target setting and data collection, as it will be other organisations who will be doing this and not us.

These will provide a way of demonstrating the team’s success during the year. The indicators and targets for the future should be completed in consultation with Adrian Ward or Steve Derry.

Corporate Plan Indicators 2010/11 Q1

Target

2010/11 Q2

Target

2010/11 Q3

Target

2010/11 Q4

Target

2010/11 Annual Target



LAA Indicators (excluding Corporate Plan) 2010/11 Q1

Target

2010/11 Q2

Target

2010/11 Q3

Target

2010/11 Q4

Target






Other NI Indicators (that we collect) 2010/11 Q1

Target

2010/11 Q2

Target

2010/11 Q3

Target

2010/11 Q4

Target




Other NI Indicators (at district spatial level, collected by other agencies)

2010/11 Q1

Target

2010/11 Q2

Target

2010/11 Q3

Target

2010/11 Q4

Target




Team Indicators (Business Health) 2010/11 Q1

Target

2010/11 Q2

Target

2010/11 Q3

Target

2010/11 Q4

Target




Please can you make it clear when indicator targets are cumulative. Also please ensure you make it clear what the collections frequency is. The absence of completed quarterly target data should imply that the indicator is collected only at annual frequencies.

3.2 Customer Service Standards Customer Service Standards relate to waste related activities which are managed by all three Teams within Environmental Services. These include: Once a fortnight

Empty household waste from black wheeled bin (or black sacks, where authorised) Collect recycling bags and empty recycling box Empty brown wheeled bin (garden waste) if you subscribe to this service (except for a short time over the Christmas period) (CS 196)


Team Plan 2010-11 Environmental Services When you: We will: Within (timescale): Achievement last year Planned changes

Report that we have missed your recycling or wheeled bin (during our opening hours: 8am to 8pm Monday to Friday and 8am to 1pm Saturday)

Log your call and make arrangements to collect it (CS 41)

Your refuse or recycling will be collected within 24 hours

New CSS but similar standard (with different timescales) achieved 99%

New Contract arrangements with Serco and a new ICS reporting structure (Street Smart) will be introduced to aid reporting and response times.

Request assistance with putting your wheeled bin, recycling bags and box out for collection

Log your request and either arrange a visit or make a decision over the phone (CS 42)

We will get back to you within 24 hours of your call and if you need assistance it will be in place within 1 week

100% No planned changes

Request collection of bulky waste

Inform you of your day of collection. Please note: • Restrictions apply. • White goods may be removed at a

different time to other bulky items. (CS 43)

Collected within a week.

100% Appointment collections are planned as part of the new Environmental Services Contract in 2010/11

Subscribe to the garden waste service

Deliver a brown wheeled bin to you and start collection. (CS 44)

Delivered within 14 days.

95% The provision of bins is now a responsibility of Serco which is performance managed as part of the Environmental Services Contract.

Report dog waste on the highway

Clear the waste (CS 61)

Within 24 hours

New CSS but similar standard (with different timescales) achieved 99%

No change

Report fly-tipping

Investigate and arrange for the removal of fly-tipping where the waste is on public land. (CS 62)

Within 3 working days Note: hazardous waste will take longer to remove due to legal requirements to use



specialist contractors and notify the Environment Agency.

Report an accumulation of waste.

Investigate who is responsible for the land i.e. the owner or occupier. We will then send a letter to request that they clear the land. (CS 66)

Within 7 working days.

Report Offensive graffiti on Council, Domestic or private property or assets (including shops)

Remove (CS 81a)

Within 24 hours

Review of Engineering Service area will help improve the effectiveness and efficiency of this CSS

Report Detrimental graffiti on Council, Domestic or private property or assets (including shops)

Remove (CS 81b)

Within 7 days.

Review of Engineering Service area will help improve the effectiveness and efficiency of this CSS


Team Plan 2010-11 Environmental Services 4 Operational Risk Register

This section allows you to log your operational risks. Risks should be managed pro-actively and this allows you to review the risks to delivering the service as well as consider how you plan to mitigate those risks. These risks will be consolidated centrally to ensure that we can capture all the organisational/strategic risks and ensure they are being managed effectively. In addition, these risks will be discussed at the quarterly performance review meetings with Steve Derry or Adrian Ward. The “description of RISK concern” column should be phrased in the following form: there is a risk of x occurring because of y leading to z. It should contain enough information to describe the potential impact in terms of how it will affect either the service itself or the Council. The residual risk rating needs to be considered to evaluate whether the controls/actions in place are sufficient to manage the risk to an acceptable level or whether any further actions need to be considered. Key Risk Inherent Rating Risk Controls and Mitigation Plans Residual Risk

No

. (1

) T

ype

(2) Description of RISK Concern (x,y,z)

(3) IM

PA

CT

Rat

ing

(4) L

’HO

OD

Rat

ing

(5) R

ISK

Rat

ing

Responsible Officer

R =

Ris

k C

on

tro

l M

= M

itig

atio

n P

lan

Details of Controls and Plans with Time Frames with End Dates

(3) IM

PA

CT

Rat

ing

(4) L

’HO

OD

Rat

ing

(5) R

ISK

Rat

ing

1 E

Failure to meet CBC cleanliness standards because of poor service performances of contractor and inadequate contract supervision

M M 5 Head of Environmental

Services

Continually review current street cleansing arrangements (ongoing) Regular monthly liaison with contractor to identify service issues (ongoing) Adopt high profile communication strategy and demonstrate service responsiveness to underline importance of achieving high cleanliness standards (ongoing)

M L 3

2 E/F Recycling Service failure, cost escalation or loss of income because of reduction in value of recyclable material.

H H 9 Head of Environmental

Services

Actively monitor recycling contract (ongoing) and procurement process

H M 8


Team Plan 2010-11 Environmental Services Key Risk Inherent Rating Risk Controls and Mitigation Plans Residual Risk

No

. (1

) T

ype

(2) Description of RISK Concern (x,y,z)

(3) IM

PA

CT

Rat

ing

(4) L

’HO

OD

Rat

ing

(5) R

ISK

Rat

ing

Responsible Officer

R =

Ris

k C

on

tro

l M

= M

itig

atio

n P

lan

Details of Controls and Plans with Time

(4) L

’HO

OD

Rat

ing

(3) IM

PA

CT

Rat

ing

(5) R

ISK

Rat

ing

Frames with End Dates

3 E/F Recycling and composting targets are increased by Government resulting in the need for additional resources

M M 5 Head of Environmental

Services

Service pressures of increasing targets to be identified during budget making process. Resourcing requirements are part of ongoing discussions within the Partnership

M L 3

4 E/F/R/

P

Significant failure of refuse service, halting collection for a number of weeks due to adverse weather, contractor failure, industrial dispute etc.

H L 6 Head of Environmental

Services

Weather contingency strategy built into contract arrangements (ongoing) Regular client-contractor liaison including monthly contract review meetings (ongoing)

H L 6

5

Danger that flooding will damage property and disrupt economic life in parts of the borough if Council owned assets are not maintained by trained competent staff.

H M 8 Head of Environmental

Services

Maintain flood response capability in Land Drainage Engineering as part of Environmental Services (ongoing) Ensure the use of existing funding grants and partnership including Environment Agency(EA) is maximised (ongoing) Participation in emergency planning exercises, training and Meteorological Office and EA flood warning. (ongoing)

H L 6



(1) Key to Types of Impact

R – Reputational F – Financial S – Social L – Legal T – Technical E – Environmental P – Political

(3) Key to Impact Ratings

1 – Low (noticeable) 2 – Medium (significant) 3 – High (critical)

(4) Key to Likelihood Ratings

1 – Low (greater than 6 months) 2 – Medium (3 – 6 months) 3 – High (less than 3 months

(5) RISK RATING TABLE

Impact Likelihood

1 – Low (noticeable)

2 – Medium (significant)

3 – High (critical)

3 – High 4 7 9 2 – Medium 2 5 8 1 – Low 1 3 6


Team Plan 2010-11 Environmental Services 5 Value for Money Indicators

5.1 NI.179 Cashable Efficiency Savings NI 179 measures the Council’s cashable efficiency savings. This is defined as the total net value of ongoing cash-releasing value for money gains that have impacted since the start of the 2008-09 Financial Year. This can be further defined as:

• Net: Value for money gains should be reported net of any additional investment and ongoing costs incurred for their implementation (this excludes any staff costs incurred in implementing the gains if those costs would have been incurred in any event).

• Ongoing: Value for money gains must persist for at least two full financial years after the year they first accrue (the value of any gains reported through this indicator that are not sustained for this period of time must be deleted at the earliest opportunity).

• Cash-releasing: Value for money gains that release resources which can be redeployed according to local priorities.

• Value for money gains: Improved relationship between inputs and outputs for the delivery of a service, but without any deterioration of the overall effectiveness of that service (a service can be any activity undertaken by the council).

• Impacted: The moment that the financial benefit of the action is felt (thus gains arising from actions taken before the start of the 2008-09 financial year or the remaining part year effects of gains that first impacted during 2007-08 may also be included where they meet this qualification).

• In addition, councils may also count the value of any cash-releasing gains achieved before 2008-09 where they are both ongoing and in excess of the council’s 7.5% efficiency target for the 2004 Spending Review period

The Environmental Services Contract realised significant ongoing cashable efficiency savings in the region of £1.25m.


2010/11 Q1

2010/11 Q2

2010/11 Q3

2010/11 Q4




All Targets - Environmental Services

BV 86

Cost of Household Waste Collection per household [ANNUAL REPORTING]

41.00 41.00 41.00

NI 191

Residual household waste per household

113 113 112 112 450 425 415

NI 192

Percentage of household waste sent for reuse, recycling and composting

46.00% 47.00% 48.00% 50.00% 50.00% 57.00% 60.00%

NI 195a

The percentage of relevant land and highways that is assessed as having deposits of litter that fall below an acceptable level (4 monthly NI reported in quarter containing end month)

3% 3% 3% 3% 3% 3% 3%

NI 195b

The percentage of relevant land and highways that is assessed as having deposits of detritus that fall below an acceptable level (4 monthly NI reported in quarter containing

10% 10% 9% 9% 9% 8% 8%

end month)

NI 195c

The percentage of relevant land and highways that is assessed as having deposits of graffiti that fall below an acceptable level (4 monthly NI reported in quarter containing end month)

4% 4% 4% 4% 4% 0% 0%

NI 195d

The percentage of relevant land and highways that is assessed as having deposits of fly-posting that fall below an acceptable level (4 monthly NI reported in quarter containing end month)

0% 0% 0% 0% 0% 0% 0%

NI 196

Improved street and environmental cleanliness - fly tipping (1 = Very Effective, 2 = Effective, 3 = Not Effective, 4 = Poor)

1 1 1 1 1 1 1

RR 1

Customer satisfaction rating with Refuse and Recycling Service [ANNUAL REPORTING]

87% 88% 90%

SC 1Customer satisfaction rating with

65% 70% 75%

Street Cleaning Service [ANNUAL REPORTING]

Team Plan 2010-11 - Charnwood...Version v0.1 Date 20/01/2010 Author Neil Greenhalgh Document Name...

Documents

Transcript of Team Plan 2010-11 - Charnwood...Version v0.1 Date 20/01/2010 Author Neil Greenhalgh Document Name...