ENVIRONMENTAL PROTECTIONSERVICE PLAN
2009 - 2012
Version 3.0 –Public Services and Health Policy & Scrutiny Committee – 4 December 2008
CONTENTS
Section / Item / Page1 / Key Purpose of the Service
1.1 / Introduction, Background and Context / 1
1.2 / Key Service Responsibilities / 2
1.3 / Contribution to the Councils’ Strategic Objectives / 3
2 / Inputs
2.1 / People / 4
2.2 / Workforce Planning / 6
2.3 / Partnerships & Contracts / 9
2.4 / Assets and Technology / 9
2.5 / Current Budgets / 10
2.6 / Revenue Growth, Service Reductions and Cashable Efficiency Gains / 16
2.7 / Capital Investment / 17
3 / Outputs and Outcomes
3.1 / Customer Insight and Consultation / 19
3.2 / Performance Indicators / 22
3.3 / Benchmarking information / 23
3.4 / Projects / 25
3.5 / Equalities / 26
3.6 / Risk Management / 30
Version Control / 34
SECTION 1:KEY PURPOSE OF THE SERVICE
1.1 / Introduction, Background and ContextEnvironmental Protection is a department within the Community and Environmental Services directorate.
The progress of this service plan will be monitored in the following ways:
- Through regular discussion at departmental management team (DMT) and Section Heads meetings.
- Performance monitoring by the Council’s Management Board on a quarterly basis.
- By Committee reports twice a year (at the end of quarters two and four)
1.2 / Key Service Responsibilities
Environmental Protection is responsible for / is split into 2 sections -Three Rivers Waste Services/ Grounds Maintenance, which are the in-house teams which carry out operational works, and Environmental Protection which deals with office-based and more strategic elements. Together these are responsible for:
- Domestic waste collection
- Commercial Waste Collection
- Recycling collections
- Clinical Waste
- Abandoned vehicles
- Environmental Maintenance
- Grounds Maintenance
- Pitch Bookings
- Cemeteries
- Community Toilets
There are customer standards for waste collection which are held by the Customer Services Centre and published on the website.
1.3 / Contribution to the Council’s Strategic Objectives
Safer Communities / 1.2.2Ensure that waste is managed
Domestic waste collected – increase/decrease from previous year
Fly tips removed – number and timescales
Measure: Number and value of fines and prosecutions
Sustainable Communities / 2.2.2Minimise waste and optimise recycling
Waste collected
Measure: Percentage waste recycled
Towards Excellence / 3.1.2Responding to Complaints
Victor Kemp is the lead officer for dealing with comments, compliments and complaints for the Service. We actively encourage and learn from our customer feedback.
SECTION 2:INPUTS
2.1 / PeopleOrganisation Chart
Existing number of staff / Projected number of staff2008/09 / 2009/10 / 2010/11 / 2011/12
Head count / FTE / Head count / FTE / Head count / FTE / Head count / FTE
Head of Environmental Protection / 1 / 1 / 1 / 1 / 1 / 1 / 1
Environmental Protection Manager / 1 / 1 / 1 / 1 / 1 / 1 / 1
Services Manager / 1 / 1 / 1 / 1 / 1 / 1 / 1
Area Team Manager / 1 / 1 / 1 / 1 / 1 / 1 / 1
Environmental Inspector / 4 / 4 / 4 / 4 / 4 / 4 / 4
Senior Environmental Support Officer / 1 / 1 / 1 / 1 / 1 / 1 / 1
Environmental Support Officer / 2.5 / 4 / 2.6 / 4 / 2.6 / 4 / 2.6
Waste Projects Officer / 1 / 1 / 1 / 1 / 1 / 1 / 1
Assistant Manager / 1 / 1 / 1 / 1 / 1 / 1 / 1
Supervisor(1) / 1 / 2 / 2 / 2 / 2 / 2 / 2
HGV Driver / 16* / 18* / 18* / 18* / 18* / 18* / 18*
HGV Driver Trade / 1 / 1 / 1 / 1 / 1 / 1 / 1
Non HGV Driver / 4 / 4 / 4 / 4 / 4 / 4 / 4
Loader Trade / 1 / 1 / 1 / 1 / 1 / 1 / 1
Loader / 30* / 30* / 30* / 30* / 30* / 30* / 30*
Safety Supervisor / 1 / 1 / 1 / 1 / 1 / 1 / 1
Grounds Maintenance Operative(1) / 10 / 18 / 18 / 18 / 18 / 18 / 18
Environmental Maintenance (1)Operative / n/a / 14 / 14 / 14 / 14 / 14 / 14
Total / 75.5 / 104 / 102.6 / 104 / 102.6 / 104 / 102.6
Employee numbers marked with an asterisk represent “establishment” figures. The actual numbers employed for these posts will vary from time to time, and one to two posts will be left vacant at all times, with cover being provided by agency staff. This approach permits a more flexible approach to covering peaks and troughs in absences
(1) Dependant on outcome of Grounds & Environment Tender – Jan 2009
Overview
3 yr vision
At the end of this plan’s timeframe a new contract will have commenced for waste management. The number of properties served has increased from below 34,000 in 2002 to more than 36,000 in 2008. Further growth in numbers of properties is expected to increase these figures to at least 37,000 in 2012. The total amount of household waste managed by the council has also increased – from 27,700 tonnes in 2002 to 36,000 tonnes in 2008 and could still increase further during 2009-2012 but the rate of growth is now far slower.
TRDC remains at the top of Herts authorities and within the top 10% of authorities nationwide, but may slip below the top 10% during this plan’s lifetime as others catch up. Tonnage recycled has continued to increase and, despite the negative impact of “new” waste arising from green waste collection, recycling performance has increased steadily from 40% in 2006 to nearly 50% in 2008/09. Improvements in recent years have focussed on maximising output from existing resources, rather on new infrastructure. The amount of green waste collected continues to increase, and renewed efforts to separate more of residents’ food waste, helped by distributing kitchen caddies, could see the tonnage increase to more than 11,000 tonnes per year. This would be enough to increase the recycling percentage rate to the mid-50s. Capturing all food waste would theoretically bring the percentage up to more than 60% however this would see residual waste reduce dramatically and would over stretch existing resources currently deployed on green waste, creating imbalances in workload and in residents’ waste capacity. This in turn raises the possibility of alternate collections, but with weekly organic waste, being considered during this Plan’s life.
Prices of recyclables have dropped dramatically as a result of global financial problems, althougha new Herts consortium for waste paper has been formed with a very high £105 per tonne income price having been agreed. The high value of the consortium paper relies on exporting to Belgium. TRDC’s current contract remains in place until November 2009 and so a decision will require to be made during 2009 on this. All commodity prices will continue to be monitored.
The first Landfill Allowance Trading Scheme (LATS) target year is 2009/10 and Herts County Council is now progressing residual waste disposal facilities via PFI. The new Herts joint Waste Strategy is now in place, and officers will provide regular updates on the work of the Herts Waste Partnership. LATS has effectively removed the barrier to recycling of trade waste, and so the initial work on this carried out in 2006 and 2007 is paying off. Progress has been slow to date but the financial incentive is now in place to enable customers to make an informed choice.
Enforcement work has begun to make an impact on flytipping. New contract(s) for Environmental and Grounds maintenance services will have commenced in July 2009 and these should also bring improvements in efficiency and performance. The Service has recently absorbed the Pitch Bookings function and this should bring benefits from having the office – based and operational staff working more closely together. The Service has also absorbed minor works previously carried out by Three Rivers Construction prior to housing stock transfer to Thrive. It is possible that there will be further structural changes following the Transfer and once Shared Services is fully implemented. If there is over-provision of office space at Three Rivers House as a result, it may be necessary to relocate some staff there, which in turn would impact on any plan to relocate the depot if an alternative site was found.
The recently purchased LiveTrack! system is already proving its worth, and further developments will roll out during the Plan’s life including addressing the outstanding matter of hand-held devices for inspectors.
Members have expressed greater interest in cemeteries and this will lead to a higher profile and various developments, including an annexe to the Muslim section which will become operational during this Plan’s life, improved toilets and waiting room, reviewed policies, and a new management plan for the woodland section, which is now gaining popularity. Recent successful tree and bulb-planting days will become regular events.
Costs have risen at below-inflation rates since 2005/06. BV 86 has now reduced each year for the last 3 years from a peak of £75.90, and now stands at £68.44. Although this indicator has been discontinued it remains a useful measure of financial performance. The Herts – wide benchmarking exercise in 2008 confirmed the belief that performance levels “behind the figures” are favourable when compared with other Herts authorities.
Workload – Trends & Changes / Staffing Implications – Impact on Service & Individuals / Options & Preferred Solutions / Outcome – Financial Implications, Resilience Implications & Implications for Improving the Service
Shared Services and
supporting the Safeguarding Children, Young People and Vulnerable Adults Policy / There are no shared services implications or adverse safeguarding issues.
Workload – Trends & Changes / Staffing Implications – Impact on Service & Individuals / Options & Preferred Solutions / Outcome – Financial Implications, Resilience Implications & Implications for Improving the Service
Any other employee / capacity considerations / succession planning required / 1) Former Thrive (TRC) tasks
2) Outcome of Grounds / Environment tender – Jan 2009
3) Decision on future of Thrive grounds contract / 1) Absorbed into TRWM following LSVT on 18 March 2008.
2) TUPE transfer of 21 staff from existing contractor into TRGM. May involve one redundant post transfer. Potential for growth of 2 no FTE on grounds contract
3) Dependant on Thrive decision. Strategies for dealing with either eventuality have been drawn up as part of in house tender bid. / 1) Seamless continuation of former Thrive services
2) Successful TUPE transfer
3) Continuity of TRDC part of the service regardless of Thrive outcome
2.3 / Partnerships & Contracts
Partner / Partnership / Expected Outcomes
None
2.4 / Assets & Technology
Office based staff are located at Batchworth Depot. An inventory is kept of office furniture and equipment.
The following vehicles are employed on the service:
7 Mercedes Benz / Geesink GPM Refuse Collection Vehicles - 26 Tonne
5 Mercedes Benz / Terberg Recycler 17 tonne
1 Isuzu / Terberg Recycler 7.5 tonne
3 Mercedes Benz / Heil 22 cu m Refuse Collection Vehicles - 26 Tonne
1 Dennis Refuse Collection Vehicle 18 Tonne Narrow Track
2 Mercedes Benz / Geesink GPM III Refuse Collection Vehicles - 7.5 Tonne
2.5 / Current Budgets
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1420 / Refuse Domestic
Mandatory
4000 / Supplies & Services / 25,545 / 29,230 / 29,230 / 29,230 / 29,230 / 29,230
7000 / Central Dept & Tech Support / 1,520,202 / 1,446,010 / 1,446,010 / 1,503,550 / 1,564,370 / 1,564,370
8000 / Capital Financing Charges / 352,935 / 338,560 / 338,560 / 338,560 / 338,560 / 338,560
9000 / Income-External / (57,575) / (54,100) / (57,140) / (57,140) / (57,140) / (57,140)
9CAP / Income-Capital Charges / (7,469) / (8,150) / (8,150) / (8,150) / (8,150) / (8,150)
9RCH / Income-Recharges / (302,213) / (185,530) / (185,530) / (174,360) / (216,480) / (216,480)
1,531,425 / 1,566,020 / 1,562,980 / 1,631,690 / 1,650,390 / 1,650,390
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1421 / Refuse Trade
Discretionary
4000 / Supplies & Services / 141,723 / 143,000 / 201,910 / 231,140 / 260,460 / 260,460
7000 / Central Dept & Tech Support / 193,269 / 192,340 / 192,340 / 198,120 / 204,580 / 204,580
8000 / Capital Financing Charges / 13,703 / 25,420 / 25,420 / 25,420 / 25,420 / 25,420
9000 / Income-External / (360,294) / (439,750) / (472,000) / (593,400) / (672,640) / (672,640)
9CAP / Income-Capital Charges / (9,886) / (17,770) / (17,770) / (17,770) / (17,770) / (17,770)
9RCH / Income-Recharges / (27,417) / (16,830) / (16,830) / (15,820) / (19,640) / (19,640)
(48,902) / (113,590) / (86,930) / (172,310) / (219,590) / (219,590)
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1424 / Recycling General
Discretionary
2000 / Premises / 8,938 / 10,290 / 10,290 / 10,290 / 10,290 / 10,290
4000 / Supplies & Services / 4,993 / 4,600 / 4,600 / 4,600 / 4,600 / 4,600
7000 / Central Dept & Tech Support / 61,269 / 31,310 / 31,310 / 32,080 / 33,000 / 33,000
8000 / Capital Financing Charges / 2,656 / 73,390 / 73,390 / 73,390 / 73,390 / 73,390
9000 / Income-External / (17,279) / (24,850) / (17,320) / (17,320) / (17,320) / (17,320)
9RCH / Income-Recharges / (3,739) / (2,300) / (2,300) / (2,160) / (2,680) / (2,680)
56,838 / 92,440 / 99,970 / 100,880 / 101,280 / 101,280
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1427 / Clinical Waste
Mandatory
4000 / Supplies & Services / 20,107 / 18,500 / 18,500 / 18,500 / 18,500 / 18,500
7000 / Central Dept & Tech Support / 63,510 / 53,690 / 53,690 / 55,590 / 57,640 / 57,640
9000 / Income-External / (94,193) / (68,220) / (68,220) / (68,220) / (68,220) / (68,220)
9RCH / Income-Recharges / (9,347) / (5,740) / (5,740) / (5,390) / (6,700) / (6,700)
(19,923) / (1,770) / (1,770) / 480 / 1,220 / 1,220
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1428 / Recycling Kerbside
Mandatory
2000 / Premises / 27,090 / 0 / 0 / 0 / 0 / 0
4000 / Supplies & Services / 82,004 / 84,320 / 84,320 / 84,320 / 84,320 / 84,320
7000 / Central Dept & Tech Support / 1,483,510 / 1,349,470 / 1,349,470 / 1,402,900 / 1,459,450 / 1,459,450
8000 / Capital Financing Charges / 211,032 / 135,590 / 135,590 / 135,590 / 135,590 / 135,590
9000 / Income-External / (441,143) / (374,120) / (374,120) / (374,120) / (374,120) / (374,120)
9CAP / Income-Capital Charges / (166,919) / (166,920) / (166,920) / (84,340) / (84,340) / (84,340)
9RCH / Income-Recharges / (280,404) / (172,140) / (172,140) / (161,780) / (200,860) / (200,860)
915,170 / 856,200 / 856,200 / 1,002,570 / 1,020,040 / 1,020,040
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1429 / Abandoned Vehicles
Mandatory
4000 / Supplies & Services / 2,480 / 5,000 / 5,000 / 5,000 / 5,000 / 5,000
7000 / Central Dept & Tech Support / 108,247 / 113,580 / 113,580 / 114,400 / 116,100 / 116,100
9000 / Income-External / (1,964) / (3,330) / (3,330) / (3,330) / (3,330) / (3,330)
108,763 / 115,250 / 115,250 / 116,070 / 117,770 / 117,770
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1434 / Environmental Maintenance
Mandatory
3000 / Transport / 2,505 / 2,500 / 2,500 / 2,500 / 2,500 / 2,500
4000 / Supplies & Services / 12,358 / 13,230 / 13,230 / 13,230 / 13,230 / 13,230
5000 / Agency & Contracted Services / 799,946 / 814,450 / 824,450 / 824,450 / 824,450 / 824,450
7000 / Central Dept & Tech Support / 189,458 / 181,150 / 181,150 / 182,490 / 185,100 / 185,100
8000 / Capital Financing Charges / 8,641 / 0 / 0 / 0 / 0 / 0
9000 / Income-External / (1,642) / (2,500) / (2,500) / (2,500) / (2,500) / (2,500)
1,011,266 / 1,008,830 / 1,018,830 / 1,020,170 / 1,022,780 / 1,022,780
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1435 / Public Conveniences
Discretionary
2000 / Premises / (802) / 0 / 0 / 0 / 0 / 0
4000 / Supplies & Services / 13,818 / 6,000 / 3,000 / 3,000 / 3,000 / 3,000
7000 / Central Dept & Tech Support / 9,394 / 9,750 / 9,750 / 9,910 / 10,030 / 10,030
8000 / Capital Financing Charges / 0 / 0 / 0 / 0 / 0 / 0
9000 / Income-External / (7) / 0 / 0 / 0 / 0 / 0
22,404 / 15,750 / 12,750 / 12,910 / 13,030 / 13,030
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1446 / Cemeteries
Discretionary
2000 / Premises / 6,469 / 6,590 / 6,590 / 6,790 / 6,720 / 6,720
4000 / Supplies & Services / (230) / 200 / 200 / 200 / 200 / 200
7000 / Central Dept & Tech Support / 131,160 / 135,380 / 135,380 / 135,290 / 137,230 / 137,230
8000 / Capital Financing Charges / 64,653 / 12,010 / 12,010 / 18,010 / 18,010 / 18,010
9000 / Income-External / (78,948) / (52,630) / (52,630) / (52,630) / (52,630) / (52,630)
123,104 / 101,550 / 101,550 / 107,660 / 109,530 / 109,530
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1448 / Environmental Protection
Mandatory
1000 / Employees / 425,938 / 429,190 / 419,720 / 437,900 / 450,850 / 464,200
3000 / Transport / 22,200 / 24,460 / 24,460 / 24,460 / 24,460 / 24,460
4000 / Supplies & Services / 4,421 / 5,850 / 5,850 / 5,850 / 5,850 / 5,850
7000 / Central Dept & Tech Support / 306,423 / 337,150 / 337,150 / 331,410 / 332,640 / 332,640
9RCH / Income-Recharges / (758,982) / (796,650) / (796,650) / (802,540) / (814,640) / (814,640)
0 / 0 / (9,470) / (2,920) / (840) / 12,510
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
1473 / Playing Fields & Open Spaces
Discretionary
2000 / Premises / 88,973 / 90,110 / 92,110 / 94,240 / 94,290 / 94,290
4000 / Supplies & Services / 8,646 / 16,030 / 16,030 / 16,220 / 16,220 / 16,220
7000 / Central Dept & Tech Support / 685,356 / 707,440 / 707,440 / 707,740 / 717,930 / 717,930
8000 / Capital Financing Charges / 457,285 / 96,990 / 96,990 / 98,470 / 67,840 / 67,840
9000 / Income-External / (92,311) / (82,640) / (82,640) / (82,640) / (82,640) / (82,640)
9CAP / Income-Capital Charges / (99,542) / (99,540) / (99,540) / (96,040) / (34,860) / (34,860)
1,048,406 / 728,390 / 730,390 / 737,990 / 778,780 / 778,780
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
9565 / Depot-Batchworth
Discretionary
2000 / Premises / 50,395 / 45,640 / 48,640 / 49,140 / 49,690 / 49,690
4000 / Supplies & Services / 1,233 / 2,000 / 2,000 / 2,000 / 2,000 / 2,000
7000 / Central Dept & Tech Support / 19,474 / 26,040 / 26,040 / 26,340 / 26,580 / 26,580
8000 / Capital Financing Charges / 2,603 / 2,600 / 2,600 / 2,600 / 2,600 / 2,600
9000 / Income-External / (8,000) / (8,000) / (8,000) / (8,000) / (8,000) / (8,000)
9RCH / Income-Recharges / (65,705) / (68,280) / (68,280) / (69,080) / (69,870) / (69,870)
(0) / 0 / 3,000 / 3,000 / 3,000 / 3,000
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
9587 / Aquadrome
Discretionary
1000 / Employees / 0 / 0 / 0 / 0 / 0 / 0
3000 / Transport / 0 / 5,330 / 5,330 / 5,380 / 5,380 / 5,380
4000 / Supplies & Services / 6,885 / 6,800 / 6,800 / 6,800 / 6,800 / 6,800
7000 / Central Dept & Tech Support / 25,895 / 28,980 / 28,980 / 28,960 / 29,200 / 29,200
9RCH / Income-Recharges / (32,780) / (41,110) / (41,110) / (41,140) / (41,380) / (41,380)
(0) / 0 / 0 / 0 / 0 / 0
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
9590 / TR-Waste Management
Discretionary
1000 / Employees / 1,403,781 / 1,554,650 / 1,484,450 / 1,576,380 / 1,620,080 / 1,664,620
2000 / Premises / 372 / 0 / 0 / 0 / 0 / 0
3000 / Transport / 674,704 / 615,200 / 652,480 / 660,280 / 668,310 / 668,310
4000 / Supplies & Services / 192,326 / 163,200 / 183,200 / 166,450 / 166,450 / 166,450
7000 / Central Dept & Tech Support / 800,785 / 568,300 / 568,300 / 550,010 / 637,460 / 637,460
9000 / Income-External / (1,229) / 0 / 0 / 0 / 0 / 0
9CAP / Income-Capital Charges / (677) / 0 / 0 / 0 / 0 / 0
9RCH / Income-Recharges / (3,061,052) / (2,796,620) / (2,796,620) / (2,913,480) / (3,035,310) / (3,035,310)
9,012 / 104,730 / 91,810 / 39,640 / 56,990 / 101,530
2007/08 Actual / 2008/09 Original / 2008/09 Revised / 2009/10 Original / 2010/11 Forecast / 2011/12 Forecast
£ / £ / £ / £ / £ / £
9594 / TR-Grounds Mtce (Incl Cemeteries)
Discretionary
1000 / Employees / 270,969 / 278,050 / 248,710 / 281,960 / 289,020 / 296,290
3000 / Transport / 9,688 / 47,130 / 47,130 / 47,410 / 47,410 / 47,410
4000 / Supplies & Services / 23,409 / 25,100 / 25,100 / 25,100 / 25,100 / 25,100
7000 / Central Dept & Tech Support / 78,900 / 57,010 / 57,010 / 57,310 / 57,480 / 57,480
8000 / Capital Financing Charges / 41,656 / 12,690 / 12,690 / 0 / 0 / 0
9000 / Income-External / (4,276) / 0 / 0 / 0 / 0 / 0
9RCH / Income-Recharges / (434,626) / (434,260) / (434,260) / (428,000) / (433,550) / (433,550)
(14,280) / (14,280) / (43,620) / (16,220) / (14,540) / (7,270)
4,743,284 / 4,459,520 / 4,450,940 / 4,581,610 / 4,639,840 / 4,705,000
2.6 / Revenue Growth, Service Reductions and Cashable Efficiency Gains
Description / Links to Priorities / Cost Centre Code / 2009/10
£ / 2010/11
£ / 2011/12
£
1 / Potential Growth
Growth to achieve 60% recycling rate / 2.2.2 / 1428 / t.b.c / t.b.c / t.b.c
Cemeteries memorial safety remedial works / 1.2.1 / 1446 / 60,000 / 30,000 / 10,000
Securing of Grounds & Environmental Maintenance Contracts in-house / 1.2.2
2.2.2 / 1434 / t.b.c / t.b.c / t.b.c
Total
2 / Service Reductions
None
Total
3 / Cashable Efficiency Gains – Target £189k
Securing of Grounds & Environmental Maintenance Contracts in-house / 1.2.2
2.2.2 / 1434 / t.b.c / t.b.c / t.b.c
Total / t.b.c / t.b.c / t.b.c
2.7 / Capital Investment
New Scheme / Capital / Revenue Implications / Safe / Sustainable / Excellence
Future / Future
Scheme Name / 2009/10 / 2010/11 / 2011/12 / Years / 2009/10 / 2010/11 / 2011/12 / Years
£ / £ / £ / £ / £ / £ / £ / £
WoodcockHillCemetery - Waiting Room & Toilets / / 39,560 / 0 / 0 / 0 / 0 / 0 / 0 / 0 / 1.2.1 / 2.1 / 3.1
Cemetery Lodge Upgrades / / 86,940 / 0 / 0 / 0 / 0 / 0 / 0 / 0 / 1.2.1 / 2.2.4
Waste & Recycling Vehicles / 415,000 / 620,000 / 630,000 / 190,000 / 42,353 / 81,904 / 130,000 / 130,000 / 2.2.2
Kitchen Caddies (75% funded by WICG) / / 72,000 / 0 / 0 / 0 / 18,000 / 0 / 0 / 0 / 2.2.2
2.2.4
Trade & Palladin Bins / 25,000 / 25,000 / 25,000 / 25,000 / 0 / 0 / 0 / 0 / 1.2.2 / 2.2.2
Domestic Waste Bins & Boxes / 60,000 / 60,000 / 60,000 / 700,000 / 0 / 0 / 0 / 0 / 2.2.2
Street Furniture / R / 20,000 / 10,000 / 10,000 / 10,000 / 0 / 0 / 0 / 0 / 1.2.2 / 2.2.2
Litter Bin Replacement Programme / / 5,000 / 55,000 / 55,000 / 55,000 / 0 / 0 / 0 / 0 / 1.2.2 / 2.2.2
Tennis Courts –Replacement Fences (Leisure Committee) / / 18,000 / 0 / 0 / 0 / 0 / 0 / 0 / 0 / 1.2.1 / 2.1.5
Recycling Frames for Flats / / 27,500 / 20,000 / 15,000 / 15,000 / 0 / 0 / 0 / 0 / 2.2.2
DSO Plant / 25,000 / 25,000 / 25,000 / 25,000 / 0 / 0 / 0 / 0 / 1.2.2 / 2.2.2
New Scheme / Capital / Revenue Implications / Safe / Sustainable / Excellence
Future / Future
Scheme Name / 2009/10 / 2010/11 / 2011/12 / Years / 2009/10 / 2010/11 / 2011/12 / Years
£ / £ / £ / £ / £ / £ / £ / £
Commercial Waste Recycling / R / 20,000 / 20,000 / 10,000 / 10,000 / 0 / 0 / 0 / 0 / 1.2.2 / 2.2.2
Environmental & Grounds Maintenance Vehicles / 500,000 / 0 / 0 / 0 / 71,430 / 71,403 / 71,430 / 71,430 / 1.2.2 / 2.2.2
Footpath Construction / 10,000 / 10,000 / 10,000 / 10,000 / 0 / 0 / 0 / 0 / 1.2.1
SECTION 3:OUTPUTS AND OUTCOMES
3.1 / Customer Insight and Consultation3.1.1 Customer access channels
- Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Forums
3.1.2 Customer identification and segmentation data
Service provided / Customer group / Segmentation data heldDomestic waste collection / Residents / None
Commercial Waste Collection / Businesses / Crude segmentation between different business types. Recycling Vs residual waste customers
Recycling collections / Residents / None
Clinical Waste / Residents or businesses who request the service; PCT / None
Abandoned vehicles / Residents / None
Environmental Maintenance / Residents & businesses / None
Grounds Maintenance / Users of outdoor leisure facilities / None
Pitch Bookings / Users of playing fields / teams, football leagues / None
Cemeteries / Bereaved families, relatives, visitors / Battlers Well Foundation
Community Toilets / Residents / None
3.1.3 Communication and consultation methods
Service provided / Inform / Consult / EngageDomestic waste collection / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Three Rivers Times Pullout, MORI survey, Council Tax survey / Act on feedback received
Commercial Waste Collection / Via CSC/OSS / email / site visits / telephone / web information / leaflets / Specific Consultation questionnaires. Annual newsletter / Act on feedback received
Recycling collections / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / school visits / Three Rivers Times Pullout, MORI survey, Kitchen Caddy questionnaires, Council Tax survey / Act on feedback received
Clinical Waste / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Specific Consultation questionnaires / Act on feedback received
Abandoned vehicles / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Views / comments encouraged, Council Tax survey / Act on feedback received
Environmental Maintenance / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / MORI survey, Council Tax survey / Act on feedback received
Grounds Maintenance / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Specific Consultation exercises with users, annual meetings / Act on feedback received
Pitch Bookings / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / User group meetings / Specific Consultation exercises with users, annual meetings / Act on feedback received
Cemeteries / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Views / comments encouraged, Meetings with BWF, Tree & Bulb Planting days / Act on feedback received
Community Toilets / Via CSC/OSS / email / site or home visits / telephone / web information / online facilities / template letters / leaflets / Local Area Fora / Views / comments encouraged, feedback from partners / Act on feedback received
3.1.4 Customer satisfaction measures
Service provided / Measure / Collection method / Baseline result / TargetDomestic waste collection / Customer Satisfaction / MORI survey
Commercial Waste Collection
Recycling collections / Customer Satisfaction / MORI survey
Clinical Waste
Abandoned vehicles / Customer Satisfaction / MORI survey
Environmental Maintenance / Customer Satisfaction / MORI survey
Grounds Maintenance / Customer Satisfaction / MORI survey
Pitch Bookings
Cemeteries
Community Toilets
3.1.5 Learning from customer consultation
Question / AnswerWhat key findings has customer consultation work identified in the last year for each service area? Have the needs of a specific customer group been identified?
What has been done as a result of customer consultation?
How have you feed back to customers that have been consulted?
How effective were the consultation methods used? What changes are proposed?
3.2 / Performance Indicators
Performance indicators are used to aid the decision making process as well as assess the efficiency and effectiveness of service delivery. The data that we use must be accurate, reliable and timely. To meet these requirements we have adopted the Audit Commission’s Standards for Better Data Quality. Further details of the Council’s commitment to data quality can be found in the Strategic Plan.