health environmental services
TRANSCRIPT
SOUTH CAMBRIDGESHIRE DISTRICT COUNCIL
HEALTH & ENVIRONMENTAL SERVICES
DRAFT SERVICE PLAN2008/09 TO 2010/11
Corporate Manager: Dale Robinson Portfolio Holder/s: Cllr Mrs D Spink
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SERVICE PLAN OVERVIEW
1. Key Functions and Responsibilities
1.1. Profile of Service
The Health & Environmental Services service takes a holistic view of the interaction of people with their home, work, leisure and natural environment. The essence of the service is the prevention, detection and control of environmental hazards that affect human health, with 'health' defined in its broadest sense as “ a state of complete physical, mental and social well-being”. It is made up of a very broad and intertwined set of sub-services and activities, many of which are aligned to legislative and regulatory requirements. Environmental and public health is an inescapable part of our daily lives. The services provided can influence and provide protection for us all from the moment we wake up to during the night when we are looking for a good night’s sleep.
The very existence of local government has it roots in the early Public Health Acts when the precursors of local government were created (1848 -Local Boards of Health and 1872Urban & Rural Sanitary Authorities). Central Government has reaffirmed the important role local government has in delivering public health through the local authority community leadership role and the influences it has on the wider determinants of health i.e. economic prosperity, poor housing conditions, crime, living and working conditions, water and sanitation. The task of the service is to lessen the affect of those factors (Figure 1 below) that impact the individual’s health & well-being.
Figure one: Conditions affecting an individual’s well-being
All activities stem from legislative requirements in the first instance although the way they are provided can in some circumstances involve a small element of discretion, enabling a more effective and improved service that meets local needs. Advice, educational and promotional activities are designed o reduce the regulatory burden for businesses and the pubic and are a cornerstone of the national Better regulation agenda which is designed to ensure the economic prosperity of the country.
The pace of legislative change required never stands still and many issues are likely to come to the fore in the year that has not been specifically identified here.
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Health Hazards Social Conditions
Environmental conditions
Economic conditions
Community Health Actions
Individual health actions
1.2. Key Service AreasThe service can be subdivided into the following key service areas delivering statutory functions;
1.2.1. Food and Health & Safety1.2.1.1. Core Functions: -
Food hygiene control Food poisoning investigation
Workplace complaints
Food Safety Alerts response
Infectious diseases control
Health & safety awareness education and promotion
Food and food related complaints
Food and health & safety business advice
National Assistance burials
Food sampling Health & safety control Private water supplies Food safety education
& promotion Health & safety
accident/ occupational disease investigation
Asbestos removal control
Acupuncturists and tattooists registration
Food premises registration
Zoo licensing
1.2.2. Health Protection (inc pest control)1.2.2.1. Core Functions: -
Contaminated land Smoking harm reduction inc. Smoke free compliance
Planning policy advice
Air Quality Pest Control treatment & advice/enforcement
Development control consultations
Public health – Partnership working
Home Energy Conservation
Health promotion
1.2.3. Environmental Protection 1.2.3.1. Core Functions: -
Pollution control – IPC and LAAPC permits to operate
Foul sewerage and drainage
Development control consultations
Noise nuisances Private sector housing standards
Smoke control/nuisance
Odour, dust and Light nuisances
Caravan site licence control
1.2.4. Licensing1.2.4.1. Core Functions: -
Premises licensing (alcohol & entertainment)
Personal licences (to sell alcohol)
Gambling Premises licenses
Riding Establishments licensing
Pet shop and dangerous wild animal
Street trading licences
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licences Animal breeding and
boarding licenses Taxi/private hire
vehicles and drivers licensing
Lotteries, door to door and motor salvage licensing
1.2.5. Refuse and Recycling1.2.5.1. Core Functions: -
Domestic collections Bulky household collections
Enforcement, promotional and educational activities
Kerbside dry recycling collections
Domestic Clinical waste collections
Development control consultations and planning policy
Bring bank recycling Trade waste collection Waste strategy and policy inc partnership working
Kerbside compostable collections
Septic and cesspool collections
1.2.6. Street cleansing & enviro-crime1.2.6.1. Core Functions: -
Mechanical street cleaning
Litter picking Abandoned vehicle control
Litter and dog waste bin provision and clearance
Fly-tipping Stray dog control
Litter control Graffiti control and clearance
Enforcement, promotional and educational activities
1.2.7. Awarded watercourses1.2.7.1. Core Functions: -
Mechanical and manual maintenance
Flooding emergency response
Land drainage - development control consultations and planning policy
1.2.8. Home improvement agency1.2.8.1. Core Functions: -
Mandatory Disabled facilities grants
Home repair assistance grants
Handy person scheme
Benefits advice and sign-posting
Technical, application support and advice service
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2. Context2.1. External Drivers
2.1.1. National Enforcement PrioritiesWidely welcomed five national enforcement priorities (and one time limited one) have been agreed by central government, four of which are regulated by Health & Environmental Services. Table one list those priorities together with why they are considered to be of high importance to the Nation.
Table 1: National enforcement priorities for Local authority regulatory services1
National enforcement priority area
Why?
Air Quality, including regulation of pollution from factories and homes
Contribution to tackling climate change Damages health, quality of life and
shortens life expectancy Health impacts from particulates in 2005
cost £9.1 - £21 billion Important issue for citizens and local
authorities Hugely politically important
Alcohol, entertainment and late night refreshment licensing and its enforcement
1 in 5 violent incidents in or around public houses
Up to 22,000 premature deaths per year related to alcohol consumption
17 million working days lost through alcohol related absence
35% of total A & E costs are alcohol related Public perception is that drunk, rowdy
behaviour is getting worse.Hygiene of businesses selling, distributing and manufacturing food and the safety and fitness of food in the premises
A death a day arising from food business operations.
1,467 cases of food borne disease per day 33 hospitalisations per day Considered a priority area by businesses
and citizens In 2005 poor standards cost the economy
£900 million Improving health in the workplace
In Local authority enforced sectors 560,000 workers experience ill-health or
illness caused by or made worse by their work.
410 people per day start an episode of work-related illness
£360 - £610 million costs to employers of ill-health
Several £billion cost to economy each year
1 Rogers Peter (2005) – National enforcement priorities for local authority regulatory services – Cabinet Office, London
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It is anticipated that the proposed set of 200 national performance indicators for local authorities will reflect the national enforcement priorities.
It is believed that the service already reflects the need to prioritise the regulatory activity in the four national priority areas as indicated by the estimated full time equivalent staff allocated to them (figure two refers). Although the amount of enforcement and regulatory activity directed towards Licensing is small and needs further consideration; staff being mainly employed in the administration of licenses.
Figure 2: Estimated number of FTE equivalent field staff allocated to national priority enforcement areas as
proportion of total field staff employed
Food safety 14%
Health & safety15%
Licensing Act 8%
Air quality16%
Others areas e.g. enviro-crime, taxi licensing,
street trading; private sector
housing, animal welfare;
2.1.2. Regulatory Reform Agenda
Fronted by the Prime Minister the Government has set in train a significant programme of regulatory reform. Gordon Brown sees this reform as essential to the Country’s economic and social goals. The Hampton Review in 2005 recommended a new approach to regulation with the emphasis on ‘securing compliance’ rather than routinely carrying out inspections. The language of risk-based regulation is growing in importance and will be a major driver on the service in the future. Fundamental to this approach is that the majority of businesses, which are complaint, will receive a lighter touch, meanwhile rogue businesses will be expected to face quick, meaningful and proportionate action and penalties.
The government has set up a new department under the first Secretary of State for Regulatory Reform placing the agenda at the heart of Government. The newly established statutory body, Local Better Regulation Office (LBRO), will issue best practice guidance to local authority regulators and look to drive up performance. The Government also accepted in full the recommendations of the Macrory Review of Regulatory Penalties, which should provide a new flexible ‘tool-kit’ of sanctions to use against those who break regulations.
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2.1.3. New Legislation2.1.3.1. Regulatory Enforcement & Sanctions Bill
Stemming from the regulatory reform agenda, the Regulatory Enforcement and Sanctions Bill is in its consultation phase. The effects of this Bill could be very far reaching cutting across the majority of services provided by Health & Environmental Services. The Bill is due to be announced in November’s Queen speech with Royal assent in the summer of 2008. However as an enabling Bill much of its impact will be felt from the development of regulations to follow.
The Bill currently includes proposals to: -
i. Place LBRO on a statutory footing with the functions of:a. Guidance to Local Authority regulatory servicesb. Advice to Ministersc. Financial support and assistance to Local Authority regulatory
servicesd. Co-ordinating Local Authority regulatory functions through Primary
Authority Principle.e. Revising and updating the National enforcement priorities
ii. Introduce a new regulatory sanction regime such as fixed penalties; variable monetary penalties, restorative undertakings; cessation notices.
iii. Introduce a Statutory Regulator’s compliance code – to promote effective and efficient approaches to regulatory enforcement and inspection.
2.1.3.2. Government proposals following Bristol Report2
In response to the Bristol University report the Government has agreed to a phased increase the mandatory disabled facility grant (DFG) limit from £25,000 to £50,000. In addition a pilot project is due to report in early 2008, which is looking at the effects of consolidating the existing test of resources with the system based on Fairer Charging for Care services principles. Both of these are likely to increase financial pressure on the Council’s mandatory DFG budget.
2.1.3.3. Amendments to the Private Water Supplies RegulationsIn line with the better regulation agenda, although in the early stages of consultation, DEFRA are considering changing the regulatory regime for private water supplies to a risk based programme. This will require all of our 130 plus private water supplies to be individually risk assessed for potential public health impact over a five-year period. The date of the change is unclear but is anticipated to be late in 2008/09.
2.1.3.4. Taxi Licensing ReformThe Government has for the devolved administration for Northern Ireland but onto the statute books a proposal for amalgamating the licensing regimes covering Hackney carriages and private hire vehicles. They are looking carefully at how this proceeds and are currently consulting with the trade and professional bodies on whether this should be applied to England and Wales. Amalgamation would be at least three years away and would be beneficial in updating antiquated legislation and lead to improved clarity and efficiency of the licensing process.
It is anticipated that the repeal of the 7-day contract exemption will come into effect in 2008/09. Potentially this could lead to a considerable increase in the number of drivers and vehicles requiring licensing e.g. ambulance cars, travel agency cars, hotel and courtesy transport.
2 DCLG (2007); Disabled Facilities Grant programme: The Government’s proposal to improve programme delivery. London. The Stationery Office
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2.1.4. Local Demands
2.1.4.1. Housing Growth & Demographic changesThe District will see its population grow by 34,000 people by 2016 and more beyond this. Along side the population growth commercial and public facilities will also grow to service the greater population. The eco-town of Northstowe will look and feel different to any other settlement in South Cambridgeshire and may require a different service delivery model from that provided today. The re-modelled anticipated housing and population trajectory, as detailed in table 2, has shown that despite the delays for Northstowe, little variance in housing numbers are expected as other sites are now included in the trajectory, which was not, previously counted.
Table 2: Anticipated Housing and Population trajectory to 2016
Financial Year Trajectory (as at September 2007)
Variance (on September 2006)
Population (at 2.3 persons per household)
2006/07 929 -316 21372007/08 1528 +180 35142008/09 1420 -49 32662009/10 1483 -158 34112010/11 1346 -232 30962011/12 1708 +21 39282012/13 1788 +221 4112
2013/144 1478 -104 33992014/15 1532 +350 35242015/16 1572 +590 3616
Total 14784 +503 34003
In addition to this the age structure of the population in South Cambridgeshire is expected to alter with a greater proportion in the 65 year plus age bands i.e. 15.6% in 2006 to 23.2% in 2021. This is likely to have a differential impact on some of our services especially around nuisance complaints; assisted collections, clinical waste collections and disabled facility grant referrals.
2.1.4.2. Cambridgeshire Supporting People Commissioning Body- Review of Home Improvement agencies
Supporting people in Cambridgeshire have initiated a review of the Home Improvement Agencies across Cambridgeshire, which may recommend substantial changes to the core specification and/or configuration of the service in the County. However, external Funding form Supporting people and the County Council has been secured until 2011 subject to compliance with the core specification and the recommendations of the review.
2.1.4.3. Activity Demands on the Service
In line with the growth agenda and as exampled by the food control statistic (figure 3 below) we are seeing a gradual increase in the number of commercial establishments. This growth can currently be accommodated within existing resources following efficiency improvements agreed changes to the regulatory regime allowing Environmental Health Practitioners to deal with low risk premises other than by inspection.
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Figure 3: Food control in South Cambridgeshire
0
200
400
600
800
1000
1200
2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07financial year
Num
ber
Number of food premisesNumber of food premises subject to off icial control in yearLinear (Number of food premises)Linear (Number of food premises subject to off icial control in year)
Source: Food Standards Agency Returns: Table 2.1 Food hygiene - Compliance with inspection programme 2000/01 to 2006/07
Figure 4: Reactive activity in year by area
0
5000
10000
15000
20000
25000
HealthProtection &
EnvironmentalProtection
Food & Health &Safety
Refuse &Recycling
StreetCleansing &enviro crime
Total jobsraised allsources
Activity area
Num
ber
of jo
bs ra
ised
2003/04 2004/05 2005/06 2006/07
Source: Performance reports Proactive SCDC 2003/04 to 2006/07
The picture is similar for reactive activity across the various service areas (figure 4 above). The large increase in activity in 2004/05 coincides with the changes made to the refuse and recycling service.
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Target objective
Short listed policy areas most relevant
Safer & stronger
communities
Figure 5: Example of enforcement contributing to safe and stronger communities
Alcohol, entertainment licensing
Enviro-crime ; Noise control
Anti-social behaviour
Warning and prosecutions Business advice
Complaint investigation Licensing conditions
Proactive inspection
Campaigns, awareness raising and educational activities
Tools
2.1.5. Cambridgeshire’s Local area Agreement and South Cambridgeshire’s Community Strategy /LSP Draft Strategic Objectives
Local Area Agreement’s (LAA’s) are about the local delivery of better standards, with more partners, and outcomes geared to communities. Regulatory services have not always had a high enough profile in LAA’s yet their contribution can be very great. Figure 5 below demonstrates how enforcement activity can contribute to the outcomes of the ‘Safer and stronger communities’ block3.
The South Cambridgeshire Strategic Partnership is in the process of consulting on its draft strategic objectives and priorities. These reflect the Councils own objectives and priorities. It is anticipated that the Health & Environmental service policy areas will contribute to the following proposals
3 Rogers Peter (2005) – National enforcement priorities for local authority regulatory services – Cabinet Office, London
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Strategic Objectives Priorities
c
Tackling health inequalities by ensuring that the health needs are met, particularly in relation to the health of travellers and new migrant populations
d Promoting independence for older people and reducing falls in older people
ePreventing obesity through promoting healthy eating, physical activity and mental health and well being
f Reducing harm from alcohol
hMeeting housing need through the provision of new affordable housing and adaptations to existing housing in established communities
k Promoting sustainability for the benefit of the local and global environment
1. Active, healthy and inclusive communities.
m Promoting smoke free environments and reducing the number of people who smoke
bReducing levels of crime and anti-social behaviour including hidden crimes such as domestic violence
d Reducing the fear of crime
2. Safe & Clean communities
e Protecting and enhancing the environment and cleanliness of our communities
3. Building successful new communities c
Ensuring good health and mental well-being through the delivery of joint service provision and community development
cSeeking to minimise climate change through promoting low energy future and minimising waste
4. A sustainable environment
f Supporting the start-up and development of new businesses and social enterprises
The Cambridgeshire LAA has recently been refreshed and a new version is in production awaiting the publication of the Government’s new performance framework. It is likely that many of the draft community strategy priorities above will feature in the new LAA. Waste, street cleansing and public health matters around smoking, obesity, alcohol and inequalities are anticipated to be included and therefore the is likely to be a valued contribution to be made by Health & Environmental services.
2.2. Key Partners
Key partners are wide ranging, involving joint contracting and partnership working through shared services, staff and ‘virtual’ approaches. Partnership working influences the way we deliver services and can bring many benefit provide the right approach and effort is expended. An audit of key strategic/high level external partnership arrangements has just been undertaken. The RECAP waste partnership and the Improving Health partnership were both ranked as significant partnerships. The former has achieved Beacon status and has been extremely successful in ensuring the best value for the council taxpayer of Cambridgeshire.
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Other key partners and partnerships include:
Central Government departments – Department of Communities and Local Government, Cabinet Office, DEFRA, Home Office, Department of Health
Central Government agencies/bodies – Food Standards Agency, Health & Safety Executive, Local Better Regulation Office, Environment Agency, Health Protection Agency.
Councils – Cambridgeshire Association of Local councils, Cambridgeshire County council, Cambridge City Council, Huntingdon District Council, Fenland District Council, East Cambridgeshire District Council, Internal drainage boards.
Health related- Cambridgeshire primary care Trust, NICE, Cambridgeshire Tobacco Control Alliance, Ambulance Trust,
Crime and criminal justice related – Cambridgeshire Constabulary, Probation service
Contractors- Donarbon, Veolia, Pearsons, Waste recycling Group, Charlton recycled Autoparts ltd, NETCEN, Transparency data, Northgate.
2.3. Internal DriversThe Council is undergoing a period of substantial change under the banner of Inspire. Corporate initiatives will have a substantial bearing on the way the service is delivered i.e. Service First, delegations review, performance management, scrutiny and policy review arrangements, communication strategy, housing futures, equalities to name but a few. The service will be expected to play its part in this agenda.
The council has just revised its corporate objectives and service priorities. Although savings for 2008/09 have not specifically been called for it is an overriding requirement that services look for efficiencies in everything they do. This is aligned to the requirement to find 3% Gershon savings. Together with Officers, Members are currently compiling an implementation plan to add further meaning and direction to the service priorities.
Those that have a direct relevance to Health & Environmental services include:
Kerbside Plastic Recycling (options report Nov07; Implementation 2008/09) Investigate appropriate procurement models for Refuse/recycling and street
cleansing services (Start Jan 08) Continuation of enviro-crime programmed actions (improvements in flytipping,
graffiti, abandoned vehicles etc) Options for provision /procurement of Awarded Water Courses service
(2008/09) Improved Street cleansing performance
2.4. Strengths and Weaknesses
A SWOT analysis has been undertaken taking into account the external and internal drivers and performance of the services. Table 3 represents the main conclusions from this assessment.
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Table 3: Main Strengths, Weaknesses, Opportunities and Threats
Strengths: Customer service quality circle Emphasis on the four National
enforcement priorities Risk based approach adopted in some
services Refuse and recycling performance Net expenditure per head for core Env.
Health services Value for money refuse & recycling
services (SPARSE benchmark) Refuse & recycling productivity Customer satisfaction and service; EH
services; pest control; street cleaning, refuse collection
Partnership working Improved abandoned vehicle removal
arrangements and perceptions Investors in People accreditation Beacon status Professional, highly trained and skilled
workforce Pollution control, licensing, Food &
health and safety performance Low level staff sickness Ability to access external funding Flexible staff Air Quality website Scores on the doors Nationally recognised experts
Opportunities: Enviro-crime website enhancements LAA reward money Draft community strategy objectives Risk based enforcement strategies Local Better Regulation Office Housing and population growth and
demographic changes New performance framework Review of Home Improvement
Agencies Customers quality of life factors i.e.
clean streets, level of pollution, low level of crime
Gershon requirements Plastic’s recycling Technology and ICT advances Flexible and mobile working
Weaknesses: Licensing enforcement Website information and navigation Street cleansing, fly tipping
enforcement, fly posting and graffiti performance i.e. BV199a-d
Customer satisfaction with local recycling facilities including tidiness; bulky household waste collections
Staff employed on core Env Health functions per 1000 population
Management capacity Recruitment & retention in key areas of
HGV drivers, street cleansing operatives and EHO’s.
Home Improvement Agency staffing resources to meet demand
No risk based approach to complaints Abandoned vehicles removed in 24hr Staff vacancy rate Dog control
Threats: Staff/EHO ratio per 1000 population Enforcement compliance code Local Better Regulation Office Primary Authority Principle Government’s response to Bristol
report into DFG’s 7 day contract exemption removal
(taxi licensing) Housing and population growth and
demographic changes Gershon requirements Naming and shaming if do not
perform New software solution M3 not
performing as sold Corporate aspirations and
requirements Depot size
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3. Service Objectives
As detailed in section 1.1 the service is made up of a broad set and intertwined set of sub-services and activities. Staff within each of these services have considered the objectives of each of their services and how they can be brought to together in one overall Statement of Purpose for Health & Environmental Services. In so doing they have ensured that the Statement of Purpose below reflects and fully embraces the Council’s new set of corporate objectives, priorities and values as in table 4 below.
HEALTH & ENVIRONMENTAL SERVICES STATEMENT OF PURPOSE
OBJECTIVES
The objectives of health & environmental services within South Cambridgeshire District Council are to work in partnership with local organisations, businesses and
the wider community to:
Protect and enhance the environment now and in the future
Improve on the sense of well being within our existing and future villages, communities and businesses
Safeguard and improve public health
Enhance the quality of life of citizens generally and for those disadvantaged specifically
Instil a sense of pride in being associated with Environmental Health at SCDC
VALUES
High quality customer service to the public
Target resources to areas of greatest risk/effect/change.
Consult and provide sensible, clear, open, honest and fair decisions
To improve service to the public that represents best value
Be professional, consistent and equitable, showing mutual respect towards others.
Use common sense
Be responsive and flexible to people’s needs
Set standards by which to be judged
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Table 4: Health & Environmental Services Statement of Purpose and Links to Corporate Objectives
Council Objectives Departmental/Service PurposeLinked with Council Objective
1) The Council will work in partnership to manage growth to benefit everyone in South Cambridgeshire now and the future.
2) The Council will deliver high quality services that represent best value and are accessible to all our community
3) The Council will enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work.
The objectives of health & environmental services within South Cambridgeshire District Council are to work in partnership with local organisations, businesses and the wider community to:
Protect and enhance the environment now and in the future
Improve on the sense of well being within our existing and future villages, communities and businesses
Safeguard and improve public health
Enhance the quality of life of citizens generally and for those disadvantaged specifically
Instil a sense of pride in being associated with Environmental Health at SCDC
(1), (2) and (3)
(1), (2), and (3)
(1), (2) and (3)
(1), (2), (3)
(3)
4. Progress/Performance Overview
4.1. Overall Performance against Best Value Indicators and Local Indicators
The service’s performance benchmarked against the national best value performance indicators and including trends over the last three years and is given in Appendix 1 together with performance trends against local performance Indicators.
The main issues to be highlighted from those tables are: -
Good Performing Areas Average Performing Functions
Poor Performing Functions
Overall amount recycled/composted
Dry recycling percentage of total weight collected
Overall tonnage of waste collected
Number of recycling materials collected and coverage
Cost of waste collection per household
Vacant dwelling returned to occupation as result of our action
Env health enforcement best practice
Abandoned vehicles investigations within 24 hrs
Street cleanliness (detritus); visible graffiti and fly-posting, fly tipping enforcement
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Pollution control improvements
Response times to environmental health complaints
Prompt removal of abandoned vehicles.
Customer satisfaction with street cleanliness and household waste collection
Level of sickness in environment operations staff
Satisfaction with local recycling facilities (i.e. banks)
Staff sickness levels in Env. Health
Staff vacancy rate
Refuse & recycling collection dependability and customer services
Home Improvement Agency time taken to complete works
General customer service
Food hygiene and health safety inspection of high risk premises
4.2. Customer Consultation & Satisfaction
Overall the service has seen some significant improvements in customer satisfaction and perceptions as detailed in tables 5 to 7 below. Generally the services achieve high levels of customer satisfaction. This is especially true of the refuse and recycling services, environmental health, and pest control. Improvements in perceived anti-social behaviour matters have been achieved, the most dramatic of which being in the perception of problems with abandoned vehicles.
It is difficult to explain why satisfaction in street cleanliness has improved so much as measured by BV89 yet at the same time equal percentages of people felt things had either improved or got worse. Residents would appear to have considered that recycling bank facilities had improved but they are still not overall satisfied with them, possibly due to cleanliness issues and the poor performing plastic recycling bank service.
Table 5: % Of Customers Who Felt The Service Had Got Better Or Worse Since 2003
Better WorseKerbside collection of recycling 42% 7% Recycling Bank facilities 36% 6% Household waste collection 34% 15% Street and open space cleanliness 16% 14%
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Table 6: Satisfaction with Aspects of Refuse & Recycling, Environmental Health and Pest Control Services
Very/fairly satisfied Fairly/very dissatisfied Trend
Household waste collection2003 2006 2006
Black bin 83% 86% 8%
Cleanliness of street after collection
78% 85% 8%
Bulky household waste collection 61% 53% 20%
Kerbside recycling
Recycling containers 73% 81% 13%
Cleanliness of street after collection
78% 82% 10%
Kerbside collection overall 76% 79% 13% Recycling banks and other recycling facilitiesLocation 77% 75% 15% Items that can be deposited 73% 74% 16% With cleanliness and tidiness of site 67% 65% 20%
2004/05 2006/07Environmental HealthOverall satisfaction 82% 86% Received full explanation as to action taken 77% 82% Pest Control 85% 97%
Customers also indicated that low level of crime (anti-social behaviour and enviro-crime), affordable/decent housing, clean streets and the level of pollution were important factors in affecting their quality of life. In addition they felt that clean streets and pollution improvements were needed to improve their local area.
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Table 7: What Did Residents Consider To Be A Anti-Social Behaviour Problem In Their Area
5. Resources
Template to be provided corporately at later date
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Very big/big problemAnti-social behaviour 2003 2006 Trend
Rubbish and litter lying around 37% 28% Vandalism, graffiti and other deliberate damage to property or vehicles
48% 25%
People being drunk or rowdy in public places
35% 14%
Noisy neighbours or loud parties 13% 8% Abandoned or burnt out cars 48% 6%
6. Value for Money Overview
6.1. Core Environmental Health Functions
The primary measure of value for money comparison for core Environmental Health functions is the net expenditure on Environmental Health per head of population. This can be benchmarked against our Cipfa and Audit Commission family groups, and the national average as in Figure 6 below.
Figure 7 demonstrates that although net expenditure has risen and the gap between the national average and South Cambridgeshire’s net expenditure has closed slightly the amount spent by South Cambridgeshire District Council per head remains substantially below the national average figure.
Given the reasonably good performance of the service against this low level of expenditure compared to our benchmarks the service can be said to offer good value for money.
Figure 6: Net expenditure on EH per head 05/06 actuals
£6.00
£7.00
£8.00
£9.00
£10.00
£11.00
£12.00
£13.00
£14.00
£15.00
South Cambs Cipfafamily group mean
South Cambs AuditCommission family
group
National Average South Cambs. D.C.
Net
exp
endi
ture
per
hea
d
Source: CIPFA 2006; Environmental Health Statistics 2005/06 actuals; SIS ref 65.06; London
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Figure 7: South Cambs D.C. Net expenditure per head on EH compared to national average
£4.00
£5.00
£6.00
£7.00
£8.00
£9.00
£10.00
£11.00
£12.00
£13.00
2001/02 2002/03 2003/04 2004/05 2005/06 2006/07
financial year
net e
xpen
ditu
re p
er h
ead
South Cambs D.C.National average
Source: CIPFA; Environmental Health Statistics 2001/02 to 2006/07 actuals; SIS ref 65.01 - 06; London
6.2. Waste Management Functions
The members of the SPARSE benchmarking group of local authorities analysed the relationship between recycling rates and unit costs for waste management. E.g. an authority spending £50 per head would be expected to have a recycling rate of 28%. SCDC rate was 21% better than expected for the spending.4 This value for money analysis ranked recycling services in South Cambridgeshire District Council as being second best authority for offering value for money amongst their 97 members.
2005/06 productivity analysis by our Daventry benchmark group i.e. 05/06 out-turn cost per % recycled/composted also demonstrate the service is extremely cost effective. South Cambridgeshire’s cost per percentage recycled in 2005/06 was £0.95 compared to the family average of £1.73. In addition South Cambridgeshire’s cost per tonne of waste collected in 2005/06 was £44.51 compared to a group mean of £54.565. The best value cost of waste collection figure is however in the third quartile of authorities. This is not surprising given the high costs of recycling and collecting waste in a rural area and South Cambridgeshire’s high recycling performance.
RSM Robson Rhodes as part of the 2005/06 the waste management best value review undertook a detailed financial analysis of the service, which concluded that the service should review the procurement options available. This would need to
4 SPARSE benchmarking recycling analysis 2005/065 Daventry benchmarking returns using BV82a, BV82b, BV84a, BV84b & BV86 2005/06 out-turn figures
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ensure that the future expected pressures to be exerted on the service were taken into account and value for money was being obtained to arrive at a best value option.
7. Workforce Overview
The service has recently been re-accredited with the Investors in People standard. Spending on training within the service as a percentage of the total environmental health salary budget remains at approximately 1.5%. This is sufficient to ensure that the workforce is appropriately trained, skilled and competent.
Staff sickness excluding environment operations although rising in recent years, mainly as result of chronic long-term illness, remains relatively low. Sickness in environment operations, via good management techniques, has dropped substantially from 11% – 12% to around 5%.
The most worrying factor in recent years however has been the staff vacancy rate, especially involving environmental health officers, heavy goods vehicle drivers and street cleansing operatives. The age profile of the work force has become more balanced with less coming close to retirement however there are still a number of employees expected to retire in the next few years that will need replacing. Although retention is not so problematical, once vacant it has taken a considerable amount of time to recruit into these positions due to local and national labour force shortages and other conditions surrounding these groups of worker. In house training schemes for HGV drivers and employment of Student EHO’s on a bursary has helped but more needs to be done.
A good benchmark of staffing resources employed is the number of staff employed as a rate per 1000 population. The rate of staff and EHO’s employed on core environmental health functions per 1000 population has fallen since 2001. As demonstrated by Figures 8 and 9 in 2005/06 it was below our benchmarked family groups.
Figure 8: Staff employed on core Env. Health Functions per 1000 population (05/06 Actuals)
0.15
0.16
0.17
0.18
0.19
0.2
0.21
0.22
0.23
South Cambs Cipfa familygroup mean
South Cambs AuditCommission family group
South Cambs. D.C.FTE
empl
oyed
per
100
0 po
pula
tion
Source: CIPFA 2006; Environmental Health Statistics 2005/06 actuals; SIS ref 65.06; London
21
Figure 9: EHO's employed per 1000 population 05/06 actuals
0.03
0.035
0.04
0.045
0.05
0.055
0.06
0.065
South Cambs Cipfa familygroup mean
South Cambs AuditCommission family group
South Cambs. D.C.
FTE
empl
oyed
per
100
0 po
pula
tion
Source: CIPFA 2006; Environmental Health Statistics 2005/06 actuals; SIS ref 65.06; London
The pace of population growth in the district is to quicken as modelled in section 2.1.4.1. In order to ensure that this rate does not drop further behind a further field staff member will need to be employed every two years, starting in 2009/10, and including an EHO every four years, commencing in 2001/12.
8. Equalities Overview
To be completed separately in February with corporate statement when review of South Cambridgeshire District Council approach to equalities is known.
9. Risk Overview
The Health & Environmental Services risk register is attached at Appendix 2. This provides an analysis of the major risks affecting the service over the next 12 months and is built from much of the preceding commentary. The greatest risks to the service revolve around recruitment and retention and other staffing issues such as management capacity, and staff morale; the better regulation agenda and specifically the Regulatory Enforcement & Sanctions Bill. Actions have been proposed to reduce and manage these risks within the change and improvement plans that follow. The links to these are shown in table 8.
Table 8: Actions proposed to manage the identified risks
Risk Number
Short Title/description Action/Change/Improvement proposed
2
Recruit & retention Recruitment & retention workforce plan for service including bid for financial budget to fund apprentice schemes, market supplements, re-evaluations
10 Disabled facility grant demand
Bid to re-instate post of assistant surveyor in HIA unit
22
Assessment of the existing capital budget provision indicates this should be sufficient until 2011/12
11Meeting air quality A14 corridor
Implementation of air quality strategy Development and implementation of air
quality action plan for A14 corridor
13 Depot size Continue discussions on possible depot move and bid for moving costs
3
Better regulation agenda and Regulatory Enforcement & Sanctions Bill
Increase enforcement capacity within enviro-crime and alcohol licensing
Proposals to implement the Bill’s requirements when it becomes an Act.
Proposals to meet best practice requirements
Improved partnership arrangements with HSE
To take part in retail enforcement pilot
16 Management Capacity to meet demands
Bid for employment of business manager
23
OPERATIONAL PLAN: Food & Health & Safety Service
Relevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our communityObjective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228
Finance, Efficiency & VFM SE213; SE214; SE229
Customer Service NI182; NI183; SE203; SE222; SE226; SE235; SE236; SE237; SE238
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
To ensure food establishments are compliant with food hygiene law
NI 184 Food establishments in the area which are broadly compliant with food hygiene law
CA
Qualified Environmental health practitioners and staff with higher certificate in food.
SE 206 % food premise inspections carried out for high risk premises
100% 100% 100% CA
To provide public information on the hygiene of food businesses via Scores on the Doors initiativeTo register food businesses operating within the DistrictTo offer advice to food businessesProvision of certificated food hygiene training for food business in the areaTo provide Safer Food Better Business programme
3.5 FTE’s
Net expenditure £194K
To investigate Infectious diseases and food borne illness
To respond to all notification within 24 hours of receipt by letter of telephone
100% 100% 100% CA
Qualified Environmental health practitioners and technical staff
4.5 FTE’s
26
NI 184 Food establishments in the area which are broadly compliant with food hygiene law
CATo investigate complaints about the fitness of food or hygiene of premises SE 203 % of EH
complaints responded to within 3 working days
88% 90% 92% JGK
To carry out food and water sampling and initiate action on receipt of unsatisfactory results
As per programme for LACORS and Eastern Centre CA
To respond to food safety Alerts
Within 24 hours of receipt 100% 100% 100% CA
SE204 % of health & safety inspections carried out for high risk premises
96% 96% 96% CA
To provide agreed FIT 3 programme in partnership with HSE
CA
Review risk ratings for premises under our regulatory control
30% of low risk
data base
30% of low risk
data base
30% of low risk
data base
CA
To offer advice and information on health and safety to businesses.
CA
To improve the health, safety and welfare of people at work and to
protect others from risks arising from work
activities
Provision of health & safety training for business in the area
CA
27
Sampling of swimming pool water and spa baths etc
CA
To investigate complaints about the fitness of food or hygiene of premises
SE 203 % of EH complaints responded to within 3 working days 88% 90% 92% JGK
To hold people to account and prevent further injury through the investigation of reportable accidents
Investigate within 24 hours of notification
95% 95% 95% CA
To ensure welfare and health & safety standards are maintained within Zoo’s pet shops and other animal establishments
Inspect and license as per the legislative requirements and model conditions
CA
To ensure the health of consumers of potable water from private water supplies is not at risk
Carry out the sampling and inspection programme as determined by the legislation
CA
Food Safety 40 40 40
Public Health 28 28 28
To maintain an appropriate level and quality of service as determined by the Portfolio holder
SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance i.e Food, Health & safety, ID’s,
Health & Safety 31.8 32 32
JGK
28
OPERATIONAL PLAN: Health Protection (inc Pest Control) Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve
successful new communities and protect existing communities and villages Promoting low carbon living and delivering low carbon growth Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Promoting participation in sport and active recreation to improve the health of all Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
29
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228
Finance, Efficiency & VFM SE213; SE214; SE229
Customer Service NI182; NI183; SE203; SE222; SE226; SE235; SE236; SE237; SE238
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
To fulfil the Council’s obligations under the Civil Contingencies Act by providing in partnership an effective emergency planning response to major incidents
NI 37 Awareness of civil protection arrangements in the local area.
Producing plans Exercising,
testing of plans Training of staff LG
0.3 FTEJoint service provision with County Council EP teamVolunteer staffRest centre equipment and facilities
To ensure a smoke free environment
NI 122; NI123; NI137 % of high risk premises complying
Health Act Regulation visits, advice and education
Camquit & national clean air awards promotion
??? ??? ??? IG
1.6 FTE’s until July 2008.
To reduce the incidence of ill health through CHD, obesity, and alcohol consumption
NI 39; NI 55; NI 56; NI119; NI120; NI121; NI122, NI123; NI137
Exercise referral scheme
Planning for growth
Score on the doors
Food & health plan implementation
IG
30
To reduce anti-social behaviour associated with alcohol consumption
Proof of age scheme
Best Bar None Effective
licensing regime
IG
To ensure that reductions in CO2 emissions are achieved in the Home and people live in warm homes
NI187 –tacking fuel povertyNI186 per capita CO2 emissions in the LA area
Home Energy Conservation Act activities IG
To protect public health and the environment by ensuring the impact of growth is appropriately considered and mitigated against including the development of healthy communities.
Various NI’s Review and responding to planning policies and development proposals
Writing and reviewing supplementary planning guidance
Health Impact and sustainable Environmental statements
Supporting the growth area corporate processes and groups
SW
31
To improve air quality and reduce the impacts of polluting emissions on public health
NI194 Level of air quality – reduction in NOx and primary PM10 emissions through local authority’s estate and operations
Compliance level with National air quality objectives
Air quality monitoring, assessment and reporting
Air quality management action plans implementation
To ensure that public health and other receptors are not harmed through contaminated land
Old BV216b – Number of sites for which sufficient detailed information is available to decide whether remediation of the land is necessary, as % of all sites of potential concern
Identification and assessment of contaminated land
Planning control 10% 10% 10% SW
Pest Control 23.9 23.9 23.9To maintain an appropriate level and quality of service as determined by the Portfolio holder
SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance
Environmental Control 38.3 38.3 38.3
JGK
SE225 the % of pest control first treatments carried out within 4 working days
94% 95% 95% PMQTo ensure the effective control of vermin and public health pests within the District
SE223 - % pest control customers who were overall satisfied with the service
94% 95% 95% PMQ
32
OPERATIONAL PLAN: Environmental Protection Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve
successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime
and fear of crime and tackle anti social behaviour. Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
33
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228
Finance, Efficiency & VFM SE213; SE214; SE229
Customer Service NI182; NI183; SE222; SE226; SE235; SE236; SE237; SE238
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
To monitor and respond to reports of incidents of water, drainage, land and air pollution
SE 203 % of EH complaints responded to within 3 working days
Out of office hours service maintained 88% 90% 92% JGK
To respond to and investigate complaints of all forms of statutory nuisance including noise, smoke, odour, dust and light pollution.
SE 203 % of EH complaints responded to within 3 working days
Also links to NI17; NI21; NI24;NI25; NI27NI194;
Out of office hours service maintained
88% 90% 92% JGK
NI186; NI194 Permits issued Compliance &
advice visits Compliant
investigation
BHTo effectively control emission from permitted processes Old BV217 % of
pollution control improvements completed on time
100% 100% 100% BH
To ensure that private sector housing conditions are safe, healthy and suited to the occupants needs.
NI 12 Refused and deferred Houses in Multiple Occupation (HMO) license applications leading to immigration enforcement activity
HMO licensing, compliance and enforcement activity BH
34
Investigation of living conditions, repairs etc by tenants
Caravan site licensing, compliance and complaint activities
SE 203 % of EH complaints responded to within 3 working days 88% 90% 92% JGK
To protect public health and the environment by ensuring the impact of development proposals are appropriately considered and mitigated against
Review and responding to planning policies and development proposals
Supporting the growth area corporate processes and groups
BH
Out of Hours 32 32 32To maintain an appropriate level and quality of service as determined by the Portfolio holder
SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance Housing 34.3 34.3 34.3 JGK
35
OPERATIONAL PLAN: Licensing Service
Relevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime
and fear of crime and tackle anti social behaviour. Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services. Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228
Finance, Efficiency & VFM SE213; SE214; SE229
Customer Service NI182; NI183; SE235; SE236; SE237; SE238
36
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
SE223 % of taxi licensing applicants notified of determination within 10 working days of receiving all relevant information
95% 95% 95%
Ensuring public safety through the provision of a safe and accessible private hire and taxi transport system
Ensure all vehicles are licensed following removal of 7-day contract exemption
Vetting systems as part of applications
Joint reactive and proactive compliance testing, inspection and complaint investigation
Licensing procedures
MB
SE 230A % of licensing Act 2003 applications determined within 2 months for premises and 3 months for personal licence applications
Vetting systems as part of applications
Joint reactive and proactive compliance testing, inspection and complaint investigation
Licensing procedures
Safety advisory group for large scale events
100% 100% 100% MB
To ensure the licensing Act 2003 objectives of Prevention of public
nuisance Prevention of crime
and disorder Protection of
children Promotion of public
safety are achieved through an effective Licensing service NI 41 Perceptions
of drunk or rowdy behaviour as a problem
MB
37
To ensure the Gambling Act objectives of prevention of
gambling being a source of crime and disorder
ensuring gambling conducted in a fair and open way
Protect vulnerable persons from being harmed or exploited by gambling
Are achieved through an effective Licensing service
Vetting systems as part of applications
Joint reactive and proactive compliance testing, inspection and complaint investigation
Licensing procedures
MB
Ensuring public safety, protection of vulnerable people, reduction in crime and protection of public health is achieved through effective licensing of street trading, house to house collections; motor salvage licensing; lotteries and fruit machines.
Vetting systems as part of applications
Joint reactive and proactive compliance testing, inspection and complaint investigation
Licensing procedures
MB
To maintain an appropriate level and quality of service as determined by the Portfolio holder
SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance
Licensing 19 19 19 JGK
38
OPERATIONAL PLAN: Refuse & Recycling Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve
successful new communities and protect existing communities and villages Extending and encouraging the use of recycling opportunities Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement, good quality services, demonstrated by performance against national, local & direction of travel indicators Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services. Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE211; SE232
Finance, Efficiency & VFM SE213; SE229
Customer Service SE235; SE236; SE237; SE238
39
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
NI 191 Residual household waste per head
??? ??? ??? SH/C
NI 192 Household waste recycled and composted 51% 54% 55% SH/C
To promote and provide a sustainable waste management solution for South Cambridgeshire residents which enhances the environment, reduces greenhouse gas emissions and maintains public health
NI 193 Municipal waste land filled
??? ??? ??? SH/C
Old BV90a satisfaction with household waste collection
86% 88% 88%SH/C/
(IG survey)
SE ??? Satisfaction with kerbside recycling facilities
79% 88% 88%SH/C(IG
survey)SE ??? Satisfaction with recycling bank facilities 70% 75% 80%
SHC/(IG
survey) SE ??? Satisfaction with Cleanliness after kerbside collection
85% 88% 88%SH/C/
(IG survey)
SE??? Satisfaction with Cleanliness of recycling bank facilities
70% 75% 80%SH/C/
(IG survey)
To Improve the levels of public satisfaction with the refuse and recycling services
SE ??? Satisfaction with Items that can be deposited at recycling bank facilities
Integrated alternate weekly refuse and recycling service including dry recyclables, compostable materials
Recycling banks Trade waste
recycling service
Domestic clinical waste collection
Assisted collection
Weekly sack collection for those not on wheeled bins
Bulky household waste collection
75% 78% 80%SH/C/
(IG survey)
40
To ensure sustainable waste management is promoted within new developments by ensuring the impact of development proposals and planning policies are appropriately considered and mitigated against
Review and responding to planning policies and development proposals
Writing and reviewing supplementary planning guidance
Supporting the growth area corporate processes and groups
PMQ/SH/C
SE234 Unit cost of recycling- VFM analysis – Rank in SPARSE benchmark family
Top 10 Top 10 Top 10 SH/C/DSR
To ensure the refuse and recycling services provide value for money and high levels of productivity Old BV86 – Cost of
waste collection per household
Target to be set once decision known on plastic recycling
SE201 – The number of collections missed per 100,000 collections
40 38 35 SH/C
To ensure the dependability of the service and maintain an effective customer orientated service
SE 224 The percentage of missed collections put right by the end of the next working day following the reporting period being two days after the scheduled collection
100% 100% 100% SH/C
41
OPERATIONAL PLAN: Street Cleansing & Enviro-crime Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve
successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime
and fear of crime and tackle anti social behaviour. Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
42
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning ; SE211; SE232;
Finance, Efficiency & VFM SE213; SE229
Customer Service NI182; NI183; SE203: SE235; SE236; SE237; SE238
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
Litter and detritus 24% 20% 20%Fly-posting 2% 2% 2%Graffiti 5% 4% 3%
To keep the District looking clean, free from litter and reducing levels of detritus
NI 195 Improved street and environmental cleanliness (levels of graffiti, litter, detritus and fly-posting
Also links to NI17; NI21; NI24;NI25; NI27
Graffiti removal service and kits
Scheduled Mechanical roadway and footway sweeping
Scheduled litter clearance crews
Village centre hot-spot clearance
Litter and dog waste bin provision and emptying service
SH/C
43
NI 196 Improved street and environmental cleanliness – Fly tipping
To ensure that the District is not spoiled by fly-tipping
Also links to NI17; NI21; NI24;NI25; NI27
Effective Enforcement activities
Educational and awareness campaigns
Clearance service
PMQ
Old BV 218a % of new reports of abandoned vehicles investigated within 24 hours of notification
95% 95% 95% PMQ
Old BV 218b % abandoned vehicles removed within 24 hrs of when LA legally entitled to remove the vehicle
90% 94% 95% PMQTo ensure that the District is not spoiled by abandoned vehicles
Also links to NI17; NI21; NI24;NI25; NI27
SE??? Abandoned or burnt out cars considered to be a problem by residents
6% 5% 4%PMQ/
(IG survey)
To Improve the levels of public satisfaction with the cleanliness standards
Old BV89 Satisfaction with cleanliness 74% 80% 85%
SH/C/(IG
survey)
To maintain an appropriate level and quality of service as determined by the Portfolio holder
SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance
Dog control 15 15 15 JGK
44
OPERATIONAL PLAN: Awarded Watercourse Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work Relevant Service Priorities:
Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve
successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting sustainability for the benefit of the local and global environment
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE211; SE232;
Finance, Efficiency & VFM SE213; SE229
Customer Service SE235; SE236; SE237; SE238
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
To mitigate against possible flooding by ensuring the free flow
To maintain approx 220 miles of wards by a risk categorisation process
Cat A wards – High priority - annually maintained PM
45
Cat B awards – Medium priority
of water through the Award Drains under the Council’s control whilst ensuring conservation and biodiversity matters are taken into account
as per the three-year programmed maintenance plan. Cat C Awards –
Low Priority
Response time for high priority work
Up to 3 hours
Response time for medium priority work
Up to five working days
Response time for low priority work
As per annual programme
PM
To respond to flooding emergencies as per emergency plans.
Provision of sand bags as per policy SH/C
To ensure that land drainage matters are effectively taken into account in plan making and in development proposals thereby ensuring the potential future flooding is avoided.
Review planning policies and development proposals and respond to planning
sustainable Environmental statements
PM
46
OPERATIONAL PLAN: Home Improvement Agency Service
Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Working with partners to deliver affordable housing for local people Promoting low carbon living and delivering low carbon growth Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically
Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228
Finance, Efficiency & VFM SE213; SE229
Customer Service SE235; SE236; SE237; SE238
47
PI target or deadline for action
Supporting Objective Key Performance Indicator or other SMART measure
Supporting Indicator or Action/s 08/09 09/10 10/11
Lead Officer
Resources Used
SE218 Average weeks taken to complete works of value <£1000 16 16 16 MN
SE219 Average weeks taken to complete works of value >£1000 45 45 45 MN
To support the vulnerable to live independently in their own homes by supporting them in accessing grant funding to adapt their homes, making them suitable, safe and energy efficient.
SE 220 Average weeks taken between first contact and first visit
Links to NI131; NI138; NI139; NI141; NI142 Act as agents
through application, development and building work processes
Disabled facility grants;
Home Repairs assistance grants
Smoke alarms provision
Energy efficiency light bulbs, loft wall insulation
Benefit signposting
3 3 3 MN
48
PI Target or deadline for actionOver-arching Supporting Performance Indicators relevant to the above service operational plans 2008/09 2009/10 2010/11 Lead Officer
Workforce and LearningSE209 % time lost to sickness 2.5% 2.2% 2.0% DSR
SE 211 % staff with completed Employee Development Scheme interviews (Appraisals) 100% 100% 100% DSR
SE 227 % working time lost to vacancies 8 % 7.5% 7% DSR
SE 228 Training spend as % of total EH salary budget (TO3) (Excludes Env. Operations staff) 1.5% 1.5% 1.5% JGK
SE 232 % Env Operations staff working time lost to sickness (days lost in brackets) 4.6% 4.5% 4% SH/C
Finance, Efficiency & VFMSE 213 % EH undisputed invoices processed within 10 working days of receipt. 97% 97% 97% PMQ
SE 214 Net spending per head on core Environmental Health functions Below national
average in 07/08
Below national average in
08/09
Below national average in
09/10DSR
SE 229 Overall EH Portfolio bottom line actual budget variance compared to original estimate < 5% < 5% <5% DSR
SE 204 Unit costs of recycling – VFM analysis – Rank in SPARSE benchmark family Top 10 Top 10 Top 10 DSR
Customer ServiceNI 182 Satisfaction of businesses with local authority regulation servicesNI 183 Impact of local regulatory services on the fair trading environmentSE 203 The % of environmental health complaints responded to within 3 working days 88% 90% 92% JGK
SE222 % of customers who felt they had received a full explanation as to actions taken 85% 87% 88% IG survey
SE 226 The % of customers who are satisfied overall with the way their request for a service, complaint or request for information was handled 86% 88% 90% IG survey
49
SE 235 % telephone calls answered within 20 secs 97% 97% 97% PMQ
SE 236 % telephone calls abandoned 7% 7% 6.5% PMQ
SE 237 Letters responded to in 10 working days 95% 95% 95% PMQ
SE238 % complaints about service escalated to level 2 or above 10% 8% 7% PMQ
50
IMPROVEMENT PLAN: Health & Environmental Services Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work
Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful
new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC
51
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
Increase efficiency and improve customer accessibility to service
Completion of workflow software migration from proactive to M3 including enhanced web/mobile working access facilities
Resources: Project team, licences, corporate ICT corporate and existing budget estimates Outputs: Upgraded software capabilities for job allocation, monitoring/recording of workflow and customer relationship management.Outcomes: Improved customer access via web enabled services, increased remote working capabilities and improved customer service at point of first contactRisks: Testing highlights substantial failings in system; delayed go-live date, actual migration system down time greater than anticipated 4 days.
March2009 JW / SW
To promote exemplary customer service and enhance the Council’s reputation for good customer service
Assess the Licensing and Refuse &Recycling services against the new criteria and assessment/improvement tool to be attached to the new Governmental Customer Service Standard when launched.
Resources: Staff time; Improvement Team: Myles Bebbington; Paul Quigley; Stuart Harwood Clark; Iain Green; Dale Robinson; Corporate Budget to be identified.Outputs: Gap analysis and improvement planOutcomes: focus on improvements required in customer serviceRisks: Revised Service Standards not published; too many demands on staff involved; Very large gap demoralising staff in services being assessed.
March2009 DSR
To improve customer experience of services provided by H&ES’s
Implementation of customer satisfaction action plan resulting from work of customer quality circle including website use and navigation review
Resources: Customer quality circle staffOutputs: Improved and focused customer satisfaction survey related to teams, reviewed & updated web pagesOutcomes: Customer focused teams, improved customer satisfaction results NI182, SE222, SE226, improved customer access ti services and information, improved customer experience.Risks: Corporate ability to support website review and subsequent improvements
March2009 IG
52
IMPROVEMENT PLAN: Health & Environmental Services
To increase management capacity to support service and corporate improvement/ change agenda
Employment of business manager
Resources: 1FTE 2008/09 £19.8K; 2009/10 £38.5KOutputs: Staff member employed, performance analysis reports, business planning, customer support, consultation, data reporting and returnsOutcomes: Improved business planning and customer information; management capacity released to support corporate objectives.Risks: Unable to recruit suitable candidate.
October 2008 DSR
To address the specific staff recruitment and retention issues within key service roles
Produce Workforce plan for Health & Environmental Services to include Weaknesses identified in
recruitment and retention and in IIP Assessment report;
Succession planning; Management development Market supplements; re-
evaluation costs Apprenticeship, student
training Future training matters Staff Incentives
Resources: £20K 07/08; £40K 08/09 budget; DSR & HR time Others to be identified as result of action planOutputs: Workforce planOutcomes: Reduction in sickness and vacancy rates (SE209, 227, 232); better-trained workforce leading to improvements in performance services.Risks: Inability to meet expectations in plan; Plan not resourced.
March 2009 DSR
53
IMPROVEMENT PLAN: Refuse & Recycling ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful
new communities and protect existing communities and villages Extending and encouraging the use of recycling opportunities Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting sustainability for the benefit of the local and global environment Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To increase recycling in the district
1. To develop, implement and evaluate a schools education and awareness project
2. Development and implementation of project plan for a greenest village initiate
Resources: Staff (KK, PMQ, JA,), (existing budget- monitoring £17K, communication & implementation) Outputs: Agreed project and implementation plan, project evaluation report; Agreed project and implementation plan, initiate in place; LAA bidOutcomes: Improved efficiency and effectiveness of refuse and recycling service, Greater public awareness of services; Improved NI1191; 192; 193 performance; Reputation as leader in recycling and waste management maintained.Risks: project plans require funding outside of existing budget provision. Key staff leave
1) March 2009
2) March 2009
1. KK/PMQ
2. JA
54
IMPROVEMENT PLAN: Refuse & Recycling Service
To increase recycling in the district
To implement agreed plastics recycling collection arrangements and price review agreement for dry recycling contract.
Resources: £100K price review; £200k (£400K full year) revenue; £400 capital 2008/09Outputs: Report to members; Application for LAA reward money; plastics recycling service Outcomes: Increased customer satisfaction re recycling services; recycling bank facilities; cleanliness after collections/bank facilities; improved performance NI 191; NI192; NI193Risks: Cost per head increases BV86 and VFM reduced SE234; implementation costs not adequately assessed others as per report dependant on option taken. Unsuccessful LAA bid; procurement delays
October 2008 PMQ
To ensure that the waste and recycling collection service provides best value into the future
Undertake SCDC strategic procurement options appraisal for the provision of future of waste & recycling collection services
Resources: Staff time DSR; PMQ; SH/C; HR and accountancy staff, Consultancy costs £30K 07/08; implementation 08/09 £50KOutputs: Options report to members; Agreed procurement strategy for future delivery of serviceOutcomes: Best value is obtained and service future proofed against known risksRisks: No clear strategy available; consultants unavailable to carry out task. Management time unavailable to direct project. Uncertainty for staff.
December 2008 DSR
To ensure that the collection of waste and recycling within Northstowe can be accomplished within the Corporate Objectives
To undertake study into the waste collection requirements for Northstowe
Resources: £25K; consultants time; staff time DSR,PMQ, SH/C Outputs: Study reportOutcomes: Costs and service design requirements are clear; increased ability to inform planning & S106.Risks: Consultants unavailable;. Planning application delayed or moves in advance of study; information not provided by developer.
March 2009 PMQ
To increase recycling in the district
To provide a domestic batteries recycling service
Resources: £50K, Staff time DSR, PMQ, KKOutputs: Options report; battery recycling serviceOutcomes: Increased customer satisfaction re recycling services; recycling bank facilities; Risks: Budget inadequate; legislative restrictions; practical obstacles; lack of clarity as to what service looked for, staff capacity to deliver.
March 2009 KK
55
IMPROVEMENT PLAN: Street Cleansing & Enviro-crime ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Listening to and engaging with the local community Taking an active role in the crime and Disorder partnership and working with the police and other partners to reduce crime and fear of
crime and tackle anti-social behaviour. Protecting and enhancing the environment and maintaining the cleanliness of our villages Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To improve the quality of street/footway cleansing within the district
Procure new vehicle and employ labour to tackle detritus and reactive response requirements for hot spot litter and fly-tipping removal especially on major highways
Resources: labour crew of two, van and equipment; £50.3K 08/09Outputs: Van, equipment and staff employed; increased input into litter and detritus clearanceOutcomes: Improved performance against NI 195 and link to NI17; NI21; NI24; NI25; NI27; improved customer satisfaction; SCDC reputation improvedRisks: Unable to recruit; satisfaction already at peak
October 2008 SH/C
56
IMPROVEMENT PLAN: Street Cleansing & Enviro-crime Service
To improve customer access to service and provide service efficiencies.
To implement interactive public website pages for reporting tracking enviro-crime matters such as fly tips and abandoned vehicles
Resources: existing budgets; staff time IG, PMQ, CB, Consultancy costs, corporate IT supportOutputs: Interactive websiteOutcomes: Improved customer satisfaction; flytips and abandoned vehicles, graffiti identified earlier and removed quicker, tidier and cleaner district Improved performance against NI195; NI196; Old BV 218Risks: Practical and software implications; lack of corporate support; security and data protection issues; lack of public support.
December 2008 IG
To improve the cleanliness and appearance of the district
Increase enforcement capacity in enviro-crime and alcohol licensing
Resources: Employment of 1FTE; cost £16.1K 08/09; £31.1K 09/10; DSR/PMQ staff timeOutputs: Increased enforcement activity.Outcome: Enhanced reputation; improved customer satisfaction; improved performance NI195; NI196; compliance with national enforcement priorities for alcohol and better regulation agenda.Risks: Unable to recruit suitable candidate; management time unavailable to support process
October 2008 PMQ
57
IMPROVEMENT PLAN: Licensing ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Promoting low carbon living and delivering low carbon growth Taking account of climate change in all the services we deliver Listening to and engaging with the local community Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To prevent public nuisance and disturbance through inappropriate street trading
Investigate and report to members on the feasibility of designating the whole of the District a consent street area
Resources: Licensing Staff timeOutputs: Report to Portfolio HolderOutcomes: Dependant on results of studyRisks: Dependant on results of study
March 2009 MB
To encourage sustainable transport through the Taxi licensing regime
To investigate the option available to encourage operators of taxi’s and private hire vehicles to provide a more environmentally sustainable fleet.
Resources: Licensing Staff timeOutputs: Report to Portfolio HolderOutcomes: Dependant on results of study but improve air quality and reductions in emissions from the fleetRisks: Dependant on results of study
March 2009 MB
58
IMPROVEMENT PLAN: Health Protection ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful
new communities and protect existing communities and villages Promoting low carbon living and delivering low carbon growth Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Taking account of climate change in all the services we deliver Listening to and engaging with the local community Taking an active role in the Crime and Disorder Reduction Partnership and working with the police to reduce crime and fear of crime and
tackle anti-social behaviour. Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
Setting out the Council’s policy on improvements to air quality
Implementation of air quality strategy
Resources: Within existing resourcesOutputs: Production of guidance for developers on undertaking an air quality assessment to measure the degree of impact of proposed development on the AQMA. Outcomes: More efficient evaluation of proposed developments and informed s.106 agreements to ensure mitigation addresses air quality impacts; NI 194; NI185; NI186 and NI188Risks: Growth impacts adversely on air quality and authority criticised for not mitigating emissions through development control.
September 2008 SW
59
IMPROVEMENT PLAN: Health Protection Service
Ensuring accuracy of data monitoring
Replace the existing air quality monitor
Resources: £80k capitalOutputs: Completion of procurement process. Purchase and installation of new equipment.Outcomes: Accurate, real-time data available to measure progress of air quality action plan within the A14 corridor air quality management area. NI 194; NI185; NI186 and NI188Risks: If not done potential data failure, expensive repair bills on old equipment, inability to measure air quality improvements. Loss of reputation or dissatisfaction from members of community affected by poor air quality.
December 2008 SW
Improve informed choices for consumers on health related behaviour and improved customer information and access to services
Develop the scores on the doors website to provide both healthy eating and alcohol related award schemes and have scores on the doors accepted as national scheme.
Resources: Existing budgets; Food safety team; IG; DSR; JGK £5K for website development, publicity materials and introduction award schemeOutputs: published and promoted enhanced scheme; Production of a healthy eating award based on the Shropshire scheme, with the awards being integrated into the SOTD schemeOutcomes: enhanced reputation; improved compliance; meets best practice and better regulation agenda; Greater consumer choice in where to eat, healthier population leading to reduced levels of obesity and CHD. “Best Bar None” or equivalent will lead to fewer incidents of antisocial behaviour and binge drinking; links to NI 182; NI183; NI184; Ni17,20-25 Ni 27 NI39, NI41; NI55, NI56, NI137Risks: time constraints on supporting user group; FSA go with alternative initiative; if not implemented schemes could lead to a fragmented approach to consumer choice, with the council falling behind national initiatives on healthy eating and alcohol issues.
Healthy Eating
award June 2008
Alcohol award by
December 2008
IG
60
IMPROVEMENT PLAN: Home Improvement Agency ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Working with partners to deliver affordable homes for local people Promoting low carbon living and delivering low carbon growth Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Taking account of climate change in all the services we deliver Taking an active role in the Crime and Disorder Reduction Partnership and working with the police to reduce crime and fear of crime and
tackle anti-social behaviour. Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
Promotion of low carbon living and affordable homes
Implement phase 2 of the Private Sector Housing Strategy by providing grants /loans for heating systems; energy measures and conversion of larger properties into affordable homes
Resources: £100,000 capitalOutputs: Grant and loan policy for use of £100,000Outcomes; increase in affordable homes; less vulnerable people living in cold and unfit properties, reduced CO2 emissions performance improvements against NI185, NI186, NI188, improvement in health inequalitiesRisks: Demand outstrips available budget, additional demand on staff resources
Policy October
2008MN/IG
61
IMPROVEMENT PLAN: Home Improvement Agency Service
To improve performance in HIA PI’s
Re-instatement of assistant surveyor to cope with mandatory DFG referrals which have remained high
Resources: salary £19.1k (£27.3 2009/100 , equipment £2k cost savings -£4.88K(-£6.5K 2009/100Outputs: increased number of applications dealt with appropriately.Outcomes: Performance increases SE218; SE219; SE220; improved customer satisfaction, reduced sickness; expectations of external funders met.Risks: Unable to recruit suitable candidate; demand continues to outstrip staff resources
October 2008 MN / JGK
To assist vulnerable people to stay safe in their homes
Look to re-instate handyman service through LAA funding bid
Resources: Staff time MN; JGK, £8K to be bid forOutputs: LAA bid application leading to reinstatement of serviceOutcomes: Vulnerable safer in their home; ripid response, fear of crime reduced links to NI124 and older protection of people agendaRisks: Demand outstrips supply; funding time limited leading to withdrawal of service in future years
As per LAA bid
timetableMN / JGK
62
IMPROVEMENT PLAN: Awarded Watercourses ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our communityRelevant Service Priorities:
Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To ensure that a Best Value service is provided.
To tender the awarded watercourse service including in house bid.
Resources: £50K tendering costs, Staff time PM, DSR, SH/C; external bid consultantOutputs: Report on process risks and procedure; Tender documents, specification and report to Members re award of contractOutcomes; Award of a best value contract Risks: No tenders received; in appropriate contractors; specification and documents in complete; costs not all identified
March2009 PM
To improved efficiency and productivity of the service
To sell and replace the existing mini-digger
Resources: £37.5K, sale of old digger-£2.5K funded from infrastructure fundOutputs: New mini-diggerOutcomes: reduced maintenance and breakdowns leading to improved effectiveness and efficiency gains through greater productivity.Risks: New plant not up to specification; delays in delivery; workforce unhappy with cab and controls.
July2008 PM
63
CHANGE PLAN: Health & Environmental ServicesRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement & good quality services, demonstrated by performance against national, local &Direction of Travel indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting sustainability for the benefit of the local and global environment Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To ensure that the Environmental Health Service meets best regulatory practice and complies with the requirements of the Statutory Code
To review the Environmental Health Enforcement Policy and other relevant policies against the proposed Statutory Regulator’s Compliance Code requirements and principles of good regulation
Resources: Considerable Staff and Management time in all areas but in particular DSR, EHMT and team leaders. Costs dependant upon final requirements and gap analysis; staff/ member trainingOutputs: Redrafted policies and procedures; risk assessment processes for regulatory activityOutcomes: Effective targeted regulation; compliance with legislative requirements placed on SCDC; High performance against NI182; NI183; NI184; NI152; NI 153; NI171; NI172, economic prosperity. Risks: Change required greater than anticipated; unable to achieve required improvements within timescale; risk assessment results unpopular with general complainants and Members
Dependant upon
legislative timetable
DSR
64
CHANGE PLAN: Health & Environmental Services
To ensure that the Environmental Health Service meets best regulatory practice and complies with the requirements of the Act and is in a position to use the new sanctions regime
To review the requirements placed on the service as result of the Regulatory Enforcement & Sanctions Bill including Primary Authority Principle and guidance issued by Local Better Regulation Office
Resources: Considerable Staff and Management time in all areas but in particular DSR, EHMT and team leaders. Costs dependant upon final requirements and gap analysis; staff and member trainingOutputs: Redrafted policies and procedures; risk assessment processes for regulatory and sanction activityOutcomes: Effective targeted regulation; compliance with legislative requirements placed on SCDC; High performance against NI182; NI183; NI184; NI152; NI 153; NI171; NI172, economic prosperity. Risks: Change required greater than anticipated; unable to achieve required improvements within timescale; risk assessment results and sanctions unpopular with general complainants and Members
Dependant upon
legislative timetable
DSR
65
CHANGE PLAN: Food & Health & Safety ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement & good quality services, demonstrated by performance against national, local &Direction of Travel indicators. Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To ensure the service meets with best regulatory practice and does not place unnecessary regulatory burden on local business
As a Member of a regulatory partnership of authorities in Cambridgeshire including Trading Standards, Fire Authority, Health & Safety Executive and Peterborough City Council take part in Phase II of the Retail Enforcement Pilot being undertaken by the Cabinet Office as part of the better regulation agenda.
Resources: Hand-held ICT equipment (to be provided and funded by the Cabinet Office), Staff time within the Food team & Licensing teams supported by staff within BRE and Cabinet Office.Outputs: Single joint risk assessment; Greater information sharing; Nationally evaluated project Compliance Code and statutory LBRO.Outcomes: Holistic approach; greater emphasis on compliance; SCDC regulatory service better position to deal with requirements from better regulation drive. Non-cashable efficiency gains. Improved targeting of inspection regimes reducing cost on business Risks: Partnership breaks, Cabinet Office does not accept partnership into pilot, Cabinet Office funding.
March2009 CA
66
CHANGE PLAN: Food & Health & Safety Service
Implementation of new regulatory requirements regarding Private Water supplies to ensure safety and water quality standards are achieved
To review the changes in the new Private Water Supply regulations and amend standard operating procedures and policies to reflect the new regulatory regime consistent with better regulation principles
Resources: Food safety tem; JGK; DSROutputs: Revised procedures and policies; retraining of staff; report to Portfolio holderOutcomes: Improved safety of water supply; targeted regulatory activityRisks: Failure to implement due to large improvement and change agenda; service not provided as per Private water supply users expectations; charging regime in-effective
Dependant upon
legislative timetable
JGK / CA
To ensure an efficient and effective service is provided that meets best practice and is consistent with the Better Regulation Agenda
Develop and agree partnership arrangements with HSE for a virtual Health & safety approach to health & safety compliance and enforcement
Resources: Food and Health & Safety Team, DSR, JGK, HSE officersOutputs: Flexible warranting; signed Statement of Intent; improved working arrangements including on intelligence and information sharing, joint accident investigation and training.Outcomes: meets Better Regulation and Hampton principles; improved compliance, targeted enforcement activities.Risks: HSE disengages; Professional boundary’s, legal scope, matching expectations.
March2009 JGK / DSR
67
CHANGE PLAN: Health Protection ServicesRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:
Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful
new communities and protect existing communities and villages Taking account of climate change in all the services we deliver Listening to and engaging with the local community Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
Deliver plan to improve air quality in pursuit of NAQS targets.
Develop and implement the Air Quality Action Plan for the A14 corridor air quality management area.
Resources: £15k. (£8k 2009/10)Outputs: Production of report detailing action plan to improve air quality along the A14 corridor.Outcomes: Identification and implementation of measures to improve air quality and public health. NI 194; NI185; NI186 and NI188Risks: Failure to comply with statutory requirements. Conflict with Central Government and EU. Adverse publicity and loss of reputation.
December 2008
Ongoing - March 2008
SW
68
CHANGE PLAN: Home Improvement Agency ServicesRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Relevant Service Priorities:
Working with partners to deliver affordable housing for local people Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel
indicators. Working towards level 2 of the equalities standard Working effectively with voluntary organisations and parish councils to improve services through partnership
Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically
Improvement Objective Actions Supporting Information Completion by Month
Responsible Officer
To seek Best value in the provision of Home Improvement Agency Services across Cambridgeshire
To take part in the Cambridgeshire Home Improvement Agency Review
Resources: Existing staff time JGK, MN, DSR others dependant upon outcome of reviewOutputs: Review report with recommendation on way forwardOutcomes: More robust service able to deal with peak demands, improved targeting of funding and efficiencies; improve customer service to applicants leading to better protection of vulnerable clientsRisks: Resources move away from SCDC clients, SCDC influence on policies and service reduced
October 2008 JGK / MN
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Appendix 1: Performance & Trend analysis as measured against Best Value & Local Performance Indicators
PerformanceRef Performance indicator 04/05 05/06 06/07 07/08
Est TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/07
Customer Service
BV 91a
% served by one recyclable kerbside collection 100% 100% 100% 100% Top 100% 97.73% 100% 97.12%
BV 91b
% served by two recyclable kerbside collection 100% 100% 100% 100% Top 100% 96.01% 100% 95.35%
BV 89 Satisfaction with Cleanliness 68% 63% 74% 74% Top 74% 64% 71% 69.47%
BV 90a
Satisfaction with Household Waste Collection N/a 87% 84% 84% Second 86% 73% 81% 79.09%
BV 90b
Satisfaction with local recycling facilities overall N/a 68% 69% 69% Third 77% 68% 72% 72.21%
SE 203
The % of environmental health complaints responded to within 3 working days 90% 88% 86% 94% N/a N/a N/a N/a N/a
SE 226
The % of customers who are satisfied overall with the way their request for a service, complaint or request for information was handled
82% 86% 85.5%2005/06
No survey
this year N/a N/a N/a N/a N/a
SE 220
Home Improvement Agency; average weeks taken between first contact and first
4.7 2.6 1.8 3 N/a N/a N/a N/a N/a
70
Ref Performance indicatorPerformance
TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/0704/05 05/06 06/07 07/08
Est
visit. (ODPM set)
SE 222
% of customers who felt they had received a full explanation as to actions taken
77% 85% 85%2005/06
No survey
this year N/a N/a N/a N/a N/a
SE 223
The % of pest control customers who were overall satisfied with the service
85% 95% 97%No
survey this year
N/a N/a N/a N/a N/a
SE 224
The % of missed collections put right by the end of the next working day following the reporting period being two days after the scheduled collection
85% 100% 100% 100% N/a N/a N/a N/a N/a
SE 235
% telephone calls answered within 20 secs N/a N/a 97% ?? N/a N/a N/a N/a N/a N/a
SE 236
% telephone calls abandoned N/a N/a 7.5% ?? N/a N/a N/a N/a N/a N/a
SE 237
Letters responded to in 10 working days N/a N/a N/a ?? N/a N/a N/a N/a N/a N/a
SE 238
% complaints about service escalated to level 2 or above N/a N/a N/a 0 N/a N/a N/a N/a N/a N/a
Workforce & Learning
SE 209
% work time lost to sickness (excl: Env. Operations staff)Days lost in brackets.
1.23% 2.56%2.9%est 2% N/a N/a N/a N/a N/a
SE 227
% work time lost to staff vacancies (excl: Env. Operations staff) N/a 13% 9.9% ?? N/a N/a N/a N/a N/a
71
Ref Performance indicatorPerformance
TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/0704/05 05/06 06/07 07/08
Est
SE 211
% staff with completed Employee Development Scheme interviews (Appraisal)
100% 100% 100% 100% N/a N/a N/a N/a N/a
SE 228
Training spend as % of total EH salary budget. (T03) (Excludes Env Operations Staff)
N/a 1.69% 1.45% 1.34% N/a N/a N/a N/a N/a
SE 232
% Env Operations staff working time lost to sickness.Days lost in brackets. N/a 5.17%
(13dpe)
5% est(12.6 dpe)
6% N/a N/a N/a N/a N/a
Finance, Efficiency & Value for Money
BV 86
Cost of waste collection per household £42.72 £46.74 £50.50 £47.32 Third £42.05 £55.06 £48.88 £49.41
SE 213
% EH undisputed invoices processed within 10 working days of receipt.
98% 95% 98% 97% N/a N/a N/a N/a N/a
SE 214
Net spending per head on Environmental Health £9.19 £8.31
£9.50Below 05/06
national average £11.62
£8.98 N/a N/a N/a N/a N/a
SE 229
Overall EH portfolio bottom line actual budget variance compared to original estimate N/a N/a 6.64% <12.4% N/a N/a N/a N/a N/a
SE 234
Unit costs of recycling – VFM analysis – Rank in SPARSE benchmark family
N/a N/a 2nd < 2nd N/a N/a N/a N/a N/a
72
Ref Performance indicatorPerformance
TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/0704/05 05/06 06/07 07/08
Est
Service Quality / Provision
BV 64
Private sector vacant dwellings returned to occupation or demolished as a direct result of LA action
0 0 5 6 Bottom 55 4 18 35
BV 82ai
% tonnage of household waste recycled 17.8% 18.1% 18.2% 20% Third 24.48% 16.9% 20.18% 20.58%
BV 82 aii
Tonnage household waste sent for recycling N/a 10,615 10,930 11,200 Top 10018 5851 7758.18 8163.45
BV 82 bi
% household waste composted or anaerobicly digested
29% 31.3% 32.7% 35% Top 18.18% 4.97% 11.26% 18.47%
BV 82 bii
Tonnage household waste composted or anaerobicly digested
N/a 18,330 19,610 21,000 Top 7563.40 1791.01 3902.66 4916.55
BV 84a
Kgs household waste collected per head 422 434.2 448 460 Bottom 380.4 440.6 409.6 410.4
BV 84b
% change in Kgs household waste collected per head N/a 2.87% 3.34% 4.7% Bottom -1.91% 2.06% 0.37% -0.36%
BV 166a
EH checklist score of enforcement best practice 82% 87% 97% 100% Second 100% 89.3% 96.6% 92.2%
BV 199a
% land/highways with combined deposits of litter and detritus
35% 30% 24% 23% Bottom 5.6% 15% 10% 10.8%
BV 199b
% relevant land/highways with unacceptable graffiti visible
N/a 6% 6% 5% Bottom 0% 4% 1% 2.38%
BV 199c
% relevant land/highways with unacceptable visible fly posting
N/a 3% 5% 5% Bottom 0% 1% 0% 0.58%
73
Ref Performance indicatorPerformance
TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/0704/05 05/06 06/07 07/08
Est
BV 199d
Reduction in fly-tipping incidents and increase in enforcement
N/a 1 3 2 Bottom 1 3 3 2
BV 216a
Land contamination ‘sites of potential concern’ N/a 551 531 555 N/a N/a N/a N/a N/a N/a
BV 216b
% sites for which sufficient detailed information is available to decide whether remediation of the land is necessary.
N/a 9% 8.5% 9% Second 10% 2% 4% 12%
BV 217
% pollution control improvements completed on time
N/a 66% 100% 100% Top 100% 94% 100% 92%
BV 218a
% abandoned vehicle new reports investigated within 24 hrs
N/a 76% 91% 95% Third 98.2% 81.89% 91.85% 86.91%
BV 218b
% abandoned vehicles removed within 24 hrs of when the LA legally entitled to remove the vehicle
N/a 85% 82% 90% Third 97.76% 72.74% 88.61% 81.19%
SE 217
Total points score improvement in the Quality and Performance Hampshire matrix
10pts 5pts 5.3pts 5.7pts N/a N/a N/a N/a N/a
SE 225
The % of pest control first treatments carried out within 4 working days
90% 85% 97% 94% N/a N/a N/a N/a N/a
SE 201
The number of collections missed per 100,000 collections of household waste
104 45 39 45 N/a N/a N/a N/a N/a
SE 204
% health & safety inspections carried out for High risk >90% 100% 100% 96% N/a N/a N/a N/a N/a
74
Ref Performance indicatorPerformance
TrendQuartile position
06/07
Top quartile
06/07
BottomQuartil
e06/07
Median06/07
Average
06/0704/05 05/06 06/07 07/08
Est
premises
SE 206
% of food premise inspections carried out for High risk premises 100% 100% 100% 100% N/a N/a N/a N/a N/a
SE 218
Home Improvement Agency; Average weeks taken to complete works of value <£1000 (set by Foundations)
16wks 13.15wks 25.6 wks 16wks N/a N/a N/a N/a N/a
SE 219
Home Improvement Agency; Average weeks taken to complete works of value >£1000 (set by Foundations)
58wks 54.6wks 42.6 wks 50 wks N/a N/a N/a N/a N/a
SE 230a
% Licensing Act 2003 applications determined within 2months for premises and 3 months for personal licence applications,
N/a N/a N/a 100% N/a N/a N/a N/a N/a N/a
SE 233
% of taxi licensing applicants notified of determination within 10 working days of receiving all relevant information
N/a N/a N/a 95% N/a N/a N/a N/a N/a N/a
75
Appendix 2: Health & Environmental Service Risk Register
October 2007
No. Title/Description(the risk event, leading to consequence for service/ objective/priority, resulting in possible outcome(s).)
Impact/Likelihood
CorporateObjectives
AnnualPriorities
Owner
2
Inability to recruit and/or retain appropriately skilled workforce i.e. HGV drivers, street cleansing operatives, Environmental Health Officers Leading to a high vacancy rate, Resulting in an inability to deliver statutory services, customer dissatisfaction, public health put at risk.
C1O1 O2O3
Dale Robinson
10
Increased demand for mandatory disabled facility grants following demographic changes and Bristol reportLeading to inability to met demand with existing budget and staffing resourcesResulting in reputation damage as caring authority, Judicial review- order of mandamus, Ombudsman findings, vulnerable people living in inappropriate conditions.
C2 O2O3
O2b, c, fO3h
Dale Robinson
11
Failure to meet air quality objectives through the air quality action plan for the A14 corridorLeading to poorer air qualityResulting in increased risk to public health, failure to achieve statutory objectives, negative impacts of key lines of enquiry in comprehensive performance reviews, reputation damage, ombudsman findings
B3O1O2O3
O1a, b, dO2 d, gO3 d,e,i
Susan Walford
13
Current depot becomes inappropriate for future requirementsLeading to health & safety implications and inability to fulfil service provisionResulting in Loss of operating licence, death or injury, service failure/disruption, drop in performance, inefficiency costs
B2O1O2O3
O1eO2 a-d
O3d
Stuart Harwood
Clark
15Staff perception that there is a privatisation agendaLeading to uncertainty and unsettled workforceResulting in lower staff morale, higher turn over of staff, drop in performance
C1O1O2O3
O1eO2 a- eO3 a-i
Senior Management
Team, Cabinet
76
No. Title/Description(the risk event, leading to consequence for service/ objective/priority, resulting in possible outcome(s).)
Impact/Likelihood
CorporateObjectives
AnnualPriorities
Owner
16
Inability for service managers to meet the demands placed upon themLeading to failure to achieve service and corporate objectives and targetsResulting in service failure, drop in performance, inability to achieve inspire corporate plans.
C2O1O2O3
All
Senior Management
Team, Cabinet
1Vehicle provider ceases to trade, Leading to loss of vehicles Resulting in inability to provide service
C4O1 O2O3
O1e; O2a, c, d;
O3d;
Stuart Harwood
Clark
3
Non compliance with the requirements of the Local Better Regulation Office (LBRO), Compliance Code and Regulatory Enforcement & Sanctions BillLeading to Intervention by LBRO and the Better Regulation ExecutiveResulting in dissatisfied customers, reputation damage, poor corporate governance result, poor morale, loss of public/business confidence
C3 O2O3
O2a-dO3a, i
Dale Robinson
4
Failure to engage in or be recognised by the Local Area Agreement processLeading to inability to influence area partner agendasResulting in loss of revenue, inappropriate direction, and inability to influence corporate objectives.
C3O1O2O3
O1a, d, eO2 a-dO3a-i
Dale Robinson
5
Environment Agency withdraws further from offering planning advice re flood impacts for new developmentsLeading to inability to provide informed commentary on development proposalsResulting in increased expectation on Drainage Manager to fill the gap, increased consultancy costs, development in wrong location, flooded properties, and reputation damage.
C3O1O2O3
O1 a-bO2 gO3a, i
Patrick Matthews
6
Failure to agree the 2008 price review for the dry recycling contractLeading to withdrawal of service by the contractorResulting in additional cost to SCDC, service disruption and failure, inability to meet statutory requirements, reputation damage
B4O1O2O3
O1eO2a-d, g
O3 ePaul Quigley
7
Contact centre fails to deliver customer serviceLeading to dissatisfied customers and inappropriate service providedResulting in service failure, reputation damage, public health and well-being placed at greater risk, performance failures
B4 O2 O2a, c- e Paul Quigley
77
No. Title/Description(the risk event, leading to consequence for service/ objective/priority, resulting in possible outcome(s).)
Impact/Likelihood
CorporateObjectives
AnnualPriorities
Owner
8
Failure of PFI contract to deliver on contract requirements or contract not signedLeading to statutory direction by County Council to out of area disposal pointsResulting in increased costs, breakdown of relationships, service disruption
C5 O1O1 e
O2 a-d, gO3e
Dale Robinson
9
Footway lighting stock deteriorates quicker than anticipatedLeading to demand for renewals outstripping budgetResulting in structural failure, injury, increased fear of crime, costs and compensation claims
C4 O2 O2a-dO3 a-c, h Paul Quigley
12
Supplier withdraws support for Proactive workflow software solution or corporate centre requires replacement Leading to loss of ability to manage workflow system and breakdownResulting in drop in service performance, dissatisfied customers, inefficiencies, inappropriate allocation of jobs or service, public and individual health implications
C4 O2 O2a-e Susan Walford
14
Inability to implement members decision on plastic recycling serviceLeading to no plastic recycling service providedResulting in dissatisfied Members and customers, reputation damage, adverse public reaction
C4O1O2O3
O1eO2a-d, gO3 a, e
Paul Quigley
Notes: 1. The dotted line shows the Council’s risk tolerance line. Impact Likelihood
A ExtremeB HighC MediumD Low
1 Almost certain2 Likely3 Possible4 Unlikely5 Seldom6 Rare
78