waste business plan

8/3/2019 Waste Business Plan

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Contents

1.0 Who are we and what do we do? 4

1.1 Introduction 4

1.2 Our planning framework 4

1.3 Our organisation and staff 5

1.4 Working in partnership 5

2.0 What have we achieved? 7

2.1 The service and how we delivered it in 2008/09 7

2.2 How we performed in 2008/09 10

3.0 Looking forward 113.1 Current issues 11

3.2 Consultation and customer satisfaction 12

4.0 Our medium term objectives and priorities 13

4.1 Service delivery priorities 13

4.2 Department wide priorities 13

5.0 Action plan for 2009/10 176.0 Ensuring delivery of the 2009/10 action plan 31

6.1 Funding the priorities 31

7.0 Key training requirements 33

8.0 Risk management 33

9.0 Robust performance management 34

Appendices

A 2009/10 departmental structure chart 35

B Performance indicators 36

C Risk assessment summary 40

D 2009/10 Departmental Equality Impact 43Assessment Action Plans

E Glossary 44

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1.0 Who are we and what do we do?

1.1 Introduction

Our aim is:

To meet the waste management requirements of the people of Leicestershire in an efficient and effective way, whilst workingwithin the policies laid down in the Governments NationalWaste Strategy 2007.

We achieve this by: working in partnership with the District Councils to implement the

Leicestershire Municipal Waste Management Strategy (LMWMS) andachieve our landfill directive targets

arranging for the disposal, recycling and composting of municipal

waste operating 14 Recycling and Household Waste Sites (RHWSs) promoting waste minimisation, recycling and composting initiatives

with the District Councils promoting and supporting education and awareness initiatives providing a range of specialist services, including the disposal of

abandoned vehicles and clinical and hazardous household waste.

All this is to be achieved in a way that is both responsive to our customersand provides best value for the public funds invested.

This plan describes our progress in improving the Waste Managementservice over the last year and sets out our plans for further improvementin 2009/10. It is one of three business plans for the Highways,Transportation and Waste Management department, the others coveringHighways and Transportation and Passenger Transport.

1.2 Our planning framework

This business plan is a major element of the wider planning framework forLeicestershire, with service priorities being derived from theLeicestershire Sustainable Community Strategy (SCS) and theLeicestershire Municipal Waste Management Strategy (LMWMS) which

was formally adopted by the County and seven District Councils in 2006.The SCS outlines the priorities for improvement in Leicestershire over thenext five years and the majority of these priorities will be deliveredthrough the Local Area Agreement (LAA).

Our business planning framework is completed by the Local Action Plans which all groups of staff prepare. These detail at the operational level theservice priorities for which each group is responsible, as well asdescribing other, more local, priorities and services. Staff development ismanaged through a Performance and Development Review (PDR)programme. The training necessary to achieve service priorities isidentified through this process and incorporated into annual training plansdesigned to deliver the required skill improvements.

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1.3 Our organisation and staff

The service is provided by the Department of Highways, Transportationand Waste Management (HTWM) and is delivered by approximately 38employees.

The department has three branches: Transportation, Highways and

Waste Management. The structure chart for the department is attachedat Appendix A.

Through the modernisation of support services project, part of theCouncils organisational efficiency programme, a business partner modelhas been introduced for the provision of support services to departments.Therefore business partners provide strategic, professional support to thedepartment for Human Resources and Finance and a BusinessDevelopment Manager for ICT. The department also has primarycontacts for the provision of other support services including property,legal, democratic support, information management and communications.

1.4 Working in partnership

Leicestershire Together is the Local Strategic Partnership forLeicestershire and is described as the partnership of partnerships,providing an over-arching framework within which other thematic andarea-based partnerships in the county operate. Leicestershire Togetheris made up of representatives from a diverse range of organisationsacross the county, such as the Primary Care Trust, Police and FireAuthorities, County and District Councils and key business organisations.Its current key focus is to deliver the Sustainable Community Strategy(SCS) for Leicestershire covering the period 2008-2013. The wastemanagement service will work with Leicestershire Together and theDistrict Councils to deliver the waste management targets within the SCSand second Local Area Agreement (LAA2).

The authority has an established track record of working with the sevenDistrict Councils and Leicester City Council through the LeicestershireWaste Management Partnership. The County Council is committed to the

work of the partnership and is leading on behalf of the partnership in anumber of key areas such as waste prevention and re-use initiatives.

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5

LeicestershireTogether

Our Planning Framework

SustainableCommunity Strategy

Departmental Priorities

Waste ManagementBusiness Plan

Performance andDevelopment Review (PDR)

Local Action Plans (LAP)

P r i o r i

t i e s a n

d p e r f o r m a n c e

e x p e c

t a t i o n s

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2.0 What have we achieved?

2.1 The service and how we delivered it in 2008/09

Service Examples of how we provided the service in 2008/09

Development of waste policy andstrategy

Developed 2008/09 LMWMP Waste Prevention Plan including 6extensive county wide campaigns

Awarded contract for sale of recyclable materials received atWhetstone Bulking Station

Provided support funding for expanded food waste collection trials inHinckley and Harborough

Completed a four season waste compositional analysis withinLeicestershire and produced final report

Re-negotiated District Council use of Bulking Station Awarded 380,000 of funds to Waste Collection Authorities as part of

the District Incentive Schemes and developed round two of thescheme

Delivered the WasteTrac improvement project and introduced a rangeof process and procedural improvements

Operation of Recycling andHouseholdWaste Sites(RHWSs)

Carried out site inspections to ensure environmental and safetycompliance

Initiated a new management contract at Whetstone Transfer Station

Increased reuse by 10%, compared with 2007/08 and with over 1,100tonnes of items collected for re-use Diverted 67% of waste from landfill exceeding 2009/10 target Achieved 94% customer satisfaction level across all sites

ManagingLeicestershiresMunicipal Waste

Met the 2008/09 requirements of the Landfill Allowance Trading Scheme bylimiting the amount of biodegradable waste sent to landfill to approximately130,000 tonnes in 2008/09

Finalised a contract for a waste treatment facility to accept at least 40,000tonnes of residual waste by 2010/11

Diverted over 6,000 tonnes of waste from landfill through treatment Managed the disposal of approximately 180,000 tonnes of waste to landfill Finalised contractual arrangements for additional treatment capacity within an

out-of-county Energy from Waste facility diverting more waste from landfill in2009/10

Managed the recycling and re-use of approximately 26,000 fridges and 70,000TVs and 2,500 tonnes of other electrical equipment in line with requirements of the Hazardous Waste and Waste Electrical and Electronic EquipmentRegulations

Arranged disposed of clinical waste, hazardous waste and abandonedvehicles as necessary

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Recycling andcomposting

Achieved a recycling and composting rate for Leicestershire of 51%(October 2007 September 2008)

Collected over 290 tonnes of paper and over 34 tonnes of textiles fromLeicestershire schools

Issued over 100 Food Digesters to primary schools acrossLeicestershire

Procurement of wasteinfrastructure

Maintained the delivery programme, including planning approval, for anew interim Mechanical Biological Treatment (MBT) facility atCotesbach to contribute towards the delivery of the landfill directivetarget

An Outline Business Case for the long term waste treatment project insupport of an application for Private Finance Initiative (PFI) credits

was submitted to Defra during April 2008. This was successful inbeing approved in October 2008 with confirmation of the award of 86.6 million PFI funding credits

A second site for the long term waste treatment project was purchasedduring September 2008 and will be available for bidders

The commencement of the procurement process for long term wastetreatment facilities with the Pre-Qualification Stage being successfullyconcluded in January 2009 and a long list of eight companies goingforward to the next stage

Infrastructuredevelopment of Recycling andHouseholdWaste Sites(RHWSs)

Completed work at various Recycling and Household Waste Sites(RHWSs), including the provision of covered areas for recycling andaccess arrangements for pedestrians at some sites

Progressing programme of upgrading electricity supplies to severalsites enabling new compaction equipment to run directly off mainspower, this further improves the environmental performance of thecompactors; which contributes to improved waste haulage efficiency

Ongoing evaluation of potential major improvements to four RHWSs(Kibworth, Lount, Melton, Sileby)

Wasteminimisation

Enlisted approximately 650 new Rot-a-Lot members Launched a countywide Food Waste Digester Campaign offering a

range of subsidised units to Leicestershire residents to divertfood/garden waste

Secured 59,000 of WRAP funding to deliver the national Love Food,Hate Waste campaign

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Waste educationand awareness

Completed over 100 waste related roadshow events Reviewed and revised a County Hall Action Plan to implement in-

house positive waste management and delivered three in-houseevents promoting waste prevention and recycling, including a

successful swap shop event Completed 27 Nappuccino events and 42 school talks Carried out a variety of promotional activities, including radio and bus-

back advertising campaigns Developed a schools waste certificate to deliver the waste aspect of

the Eco Schools Programme

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2.2 How we performed in 2008/09

National Performance

The department contributed to the authority achieving the highest rating, afour star Comprehensive Performance Assessment (CPA) status in

2008 for the fourth successive year. As well as its four star rating theCouncil was also judged to be improving strongly. The department madea significant contribution to the environment element of the assessment,

which scored a four, the highest possible outcome.

Full details of our 2008/09 performance, including details of national andlocal performance indicators will be published in a Performance Summarydocument in August 2009.

Investors in People (IIP)

In March 2009, the department was successful in achievingre-accreditation for the prestigious Investors in People award.

The department is proud to have contributed to the followingcorporate achievements:

Council of the Year 2009

Leicestershire County Council was named as the Council of theYear 2009 at the Local Government Chronicle (LGC) awards inMarch 2009. We are the first county council to win this award

which recognises levels of excellence and innovation well beyondbasic service provision

Equality Standard for Local Government

The authority is committed to achieving the highest level of theEquality Standard for Local Government. We were assessed as astrongly performing Level 3 authority in February 2009 and willnow begin preparation to achieve an excellent rating under thenew Equality Standard for Local Government by 2011.

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3.0 Looking forward

3.1 Current issues

Top level departmental priorities are derived from the corporate and

partnership priorities of the council. These are taken fromLeicestershires new Sustainable Community Strategy (SCS) and itssecond Local Area Agreement (LAA2) as well as the LeicestershireMunicipal Waste Management Strategy (LMWMS).

The best way to manage waste is not to produce it in the first place.However, this is the hardest area of work to achieve demonstrableresults. The success of initiatives and campaigns is usually hard tomeasure in terms of the direct impact on the amount of household wasteproduced. Such initiatives are also dependent on trying to changepeoples attitudes and behaviour in relation to their waste in the absence

of incentives or penalties.We are now into the fourth year of the revised LMWMS which wasformally adopted in 2006 and covers the period up to 2020. The key aimof the LMWMS is to work in partnership to meet the national landfilldirective targets in place for Leicestershire. Our priorities and workactivities (including delivery of interim and long term waste treatmentfacilities) contribute to us achieving that obligation.

Leicestershire is one of the highest performing counties nationally interms of recycling and composting rates. The challenge for both the

County and District Councils is to divert even more waste away fromlandfill by further increases in recycling and composting performance.This will be achieved in part through the second Local Area Agreement(LAA2) which is structured to reflect the commitment within the LMWMSto achieve 50% recycling and composting by 2010 (well ahead of thetarget in the National Waste Strategy 2007).

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3.2 Consultation and customer satisfaction

We carry out regular and comprehensive consultation. At the policy level we have consulted on the preparation of the revised LeicestershireMunicipal Waste Management Strategy (LMWMS). The next majorreview of the Strategy is due in 2010. At the most local level we consultcustomers on service delivery at each of our Recycling and HouseholdWaste Sites (RHWSs) in order to identify improvements that can be madeto both service provision and the infrastructure we have in place.

Our 2008 Departmental Residents Survey indicates that satisfactionlevels with RHWSs are extremely high at 94% and net satisfaction levelsfor elements of the service such as cleanliness, location, opening hours,

recycling facilities and staff helpfulness remain highly rated.

Previously, our satisfaction levels were also measured as part of thenationally required Best Value Satisfaction Survey. However, this surveyhas now been replaced by the Place Survey as part of the Governmentsnew performance framework. There are no longer any nationalperformance indicators for this but waste management will contributesignificantly to several of the other national indicators that relate to howsatisfied residents are with their local area.

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4.0 Our medium term objectives and priorities

4.1 Service delivery priorities

High level service priorities have been developed by the DepartmentalManagement Team in consultation with staff. They are derived from thecorporate and partnership priorities of the council, which are documentedin the Sustainable Community Strategy (SCS), the second Local AreaAgreement (LAA2), the Leicestershire Municipal Waste ManagementStrategy 2006 and the Governments own targets for waste in the newNational Indicator Set (NIS).

Our priorities are as follows:

Delivering HTWMs strategic and statutory day-to-day services by working in partnership to meet the Councils obligations under the LandfillDirective, deliver the statutory function of the County Council as theWaste Disposal Authority and support the delivery of the LeicestershireMunicipal Waste Management Strategy 2006.

Delivering the County Councils obligations under the LandfillDirective by developing medium and long term waste treatment facilitiesthat will provide an infrastructure to ensure we meet long term landfilldiversion targets as well as improving our Recycling & Household WasteSites (RHWSs) through the delivery of planned and targetedimprovements to our RHWS infrastructure.

Reducing waste and increasing recycling and composting byincreasing re-use of items through the delivery of the Waste Preventionand Reuse Plan, incentivisation of District Council recycling andcomposting schemes and delivery of promotional and educationalcampaigns to increase awareness amongst residents.

4.2 Department-wide prioritiesThese priorities are relevant to the whole department and are thereforeincluded in all Business Plans and Local Action Plans. They reflect theDepartments commitment to delivering high quality, value for moneyservices and demonstrate how we are planning to deliver on key agendassuch as equality and diversity, maximising the potential of our staff andreducing our impact on the environment.

Improving equality of opportunity for our customers and our workforce to services and employment The County Councilrecognises the importance of fair treatment and equal access to servicesand employment. For this reason we have committed to achieving thehighest level of the Equality Standard for Local Government. We were

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assessed as a strongly performing Level 3 authority in February 2009and will now begin preparation to achieve an excellent rating under thenew Equality Standard for Local Government by 2011.

Ensuring the delivery of the corporate People Strategy within thedepartment and delivering the specific actions as set out in the ForwardPlan for 2009/10 ensuring that all objectives and targets are achieved. .

This will include supporting managers to implement the LeicestershireManager concept and use of the Management Competency framework.

Ensuring the provision of efficient and effective services. In 2008 thedepartment appointed a dedicated Business Change and PerformanceManager to help drive the Departments ambitious efficiency and businesschange agenda. A comprehensive programme of projects and initiatives

will see the Department deliver on its efficiency target of 9m by 2013.The development of our robust performance management framework,driving a culture of continuous improvement will ensure our servicesremain amongst the best in the county.

Reducing the impact our activities have on the environment andmaking the necessary adaptations for climate change by ensuring weare using natural resources effectively and managing and influencing areduction in the impact of our activities on the environment. Each service

will demonstrate its contribution to the County Councils response toclimate change and Carbon Management programme.

Having a robust approach to engagement that ensures the needs of our customers are at the forefront of our decision making. By having

robust engagement strategies and responding to findings from customersatisfaction surveys, we can ensure that the needs and aspirations of ourcustomers are understood and used to inform service development andimprove satisfaction. The planned improvements to RHWSs and ourCustomer Service Centre will allow easier access and improvedpromotion of our services.

Ensuring that the department has transportation and wastestrategies to meet projected infrastructure requirements for futurehousing and population growth , enabling the department to informproposals and be prepared for the challenges any future growth maypresent.

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SUPPORTING CORPORATE OUTCOMES

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DEPARTMENT WIDEPRIORITIES

IMPROVING

EQUALITY OF

OPPORTUNITY FOR

OUR CUSTOMERS

AND WORKFORCE

TO SERVICES

AND EMPLOYMENT

ENSURING THE

DELIVERY OF THE

CORPORATE

PEOPLE STATEGY

ENSURING THE

PROVISION OF

EFFICIENT &

EFFECTIVE

SERVICES

REDUCING THE

IMPACT OUR

ACTIVITIES HAVE ON

THE ENVIRONMENT

AND MAKING THE

NECESSARY

ADAPTATIONS FOR

CLIMATE CHANGE

2.3Leicestershire is

integrated cohesive& inclusive

7.3Public services

are provided in the mostefficient andeffective way

4.1Our contribution

to climate changeis reduced

2.4Equality of

access to lifeopportunities

SCS

PRIORITY

OUTCOMES

2009 /10PRIORITIES

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5.0 Action Plan for 2009/10

Our 2009/10 action plan is structured to demonstrate how we will deliverour departmental priorities and our core (day-to-day) business.

Links to corporate and departmental priorities such as the SustainableCommunity Strategy (SCS) and Local Area Agreement (LAA) are shownin bold and brackets throughout the action plan.

Appendix B details the performance indicator set and targets for 2009/10 which our actions are designed to meet. Local indicators, used tomeasure service performance at a more detailed level, supplement theseand are contained in Local Action Plans (LAPs).

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In the medium term In 2009/10

Our Priorities We will: To work towards achieving our priorities, we will:

Fulfilling the statutory requirement of the County Council as a Waste Disposal Authority and meeting our obligations uDirective are our main priorities. The subsequent priorities in this action plan and working in partnership to deliver theMunicipal Waste Management Strategy 2006 (LMWMS) all contribute to achieving these key Priorities.1. Delivering HTWMsstrategic and statutoryday-to-day services

(SCS)

Deliver the statutory function of theCounty Council as the WasteDisposal Authority

a) Manage the disposal of Leicestershiremunicipal waste and the provision of facilities

b) Manage, monitor and maintain waste legislation and strategy

c) Manage the office environment andprocesses (including interface with otdepartments/groups)

d) Manage, monitor and improve servicestatistics and returns for the waste gro

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WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES

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Work in Partnership to deliver theAuthoritys requirements within theLMWMS

e) Facilitate and support the LeicestershiWaste Partnership

f) Manage the delivery and ongoingdevelopment of the PartnershipCommunications Framework

g) Deliver and monitor the 2009/10 prior within the Partnership Waste Preventio

Deliver LCCs contributions todelivering LAA2 and Strategytargets

h) Manage the LCC Waste StrategyImplementation Programme

i) Manage LCCs contribution to existingany new food waste trials / schemes

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Meet the County Councilsobligations under the LandfillDirective

Our targets are to reduce levels of biodegradable waste sent to landfillto:

o 138,123 tonnes or less in2009/10



a) Manage LCCs LATS obligation2. Deliver the CountyCouncils obligationsunder the LandfillDirective (SCS)

Deliver the interim treatment facilityduring 2009\10

b) Manage project delivery and transitiooperation by end of 2009\10

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Procure the long term wastetreatment facility that will beoperational by 2015

c) Conclude the evaluation of outline solput forward by bidders and obtain appfor a short list of proposals to take fordetailed solution stage

d) Develop the process to produce an inv

for organisations to submit detailed so(and associated documentation) by Jun2009

e) Complete an extensive competitive diexercise resulting in a call for final tenFebruary 2010

f) Conduct a process to result in a PreferBidder to be selected by Summer 201

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Improve our Recycling andHousehold Waste sites (RHWS)

Improve the percentage of peopleexpressing satisfaction with RHWSto 95% in 2009/10 (MORI Survey)

Divert 62% of household wastefrom landfill at RHWS by the end of 2009/10

g) Undertake customer satisfaction survedeliver service improvements to increperformance

h) Investigate options to promote increasrecycling and re-use at RHWSs.

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3. Reduce waste andincrease recyclingand composting(SCS, LAA)

Reduce household waste perhousehold (KG) to 629kg or less in2009/10

Increase the percentage of household waste sent for reuse,recycling and composting to 48.6%or more in 2009/10

Reduce the percentage of municipal waste landfilled to 53.7% or less in2009/10

a) Deliver educational and promotionalschemes linked to reducing householdarisings

b) Deliver a range of educational andpromotional activities on positive was

practices across the waste hierarchy toincrease re-use, recycling and composon going to March 2010

c) Assess options to improve re-use at RH

d) Support and manage the District IncenSchemes (round two) and the on-goinmanagement of round one schemes

e) Contribute towards meeting waste obj within the County Councils EnvironmStrategy

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4. Ensuring theprovision of efficientand effectiveservices (SCS)

Achieve 3,050,000 efficiencysavings across the service by endof 2013 (1,280,000 in 2009/10through landfill diversion and WasteStrategy Implementation)

Deliver the ICT strategy anddevelopment programme

a) Develop a programme and approach toensure delivery of future efficiency saincluding the introduction of continuoimprovement circles

b) Review all current and proposed recycdisposal and treatment contracts to ide

where further efficiency savings may in 2009\10

c) Implement service changes \ improvemand deliver the waste programme in aefficient and effective way and wherereduce implementation costs below buspend

d) Report progress on a quarterly basis aagree the next quarters plan

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IMPROVING OUR COST EFFECTIVENESS

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The actions below reflect our priorities to protect and enhance the environment

5. Reducing theimpact our activitieshave on theenvironment and

making the necessaryadaptations forclimate change (SCS)

Understand our environmental risksand take appropriate action toreduce the impact our activitieshave

a) Undertake a departmental environmentassessment for completion by Decemb2009

b) All actions to be included in an action implementation as appropriate

c) Deliver the priorities in the CorporateEnvironment Strategy and CarbonManagement Programme

6. Having a robustapproach toengagement thatensures the needs of our customers are atthe forefront of our

decision making

Understand our obligations toengage users and put in placemechanisms which allow residentsto participate

Increase the percentage of people

expressing satisfaction withRecycling & Household Waste Sites

a) Develop relevant communications andengagement strategies for projects withLCC Waste Strategy ImplementationProgramme

b) Develop an external engagement strate

HTWM by December 2009

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REDUCING OUR IMPACT ON THE ENVIRONMENT

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Ensuring equality of access to services and employment, and promoting good relations between people from diverse bafundamental to the work of the County Council as it strives to meet the needs of the people of Leicestershire. The actipriorities to help the Council meet its equalities objectives.

IN THE MEDIUM TERM IN 2009/10

Our priorities

We will To work towards achieving our mediuterm priorities, we will:

a) Ensure that a Departmental Equalities Acfor 2009/10 is established, based upon thcorporate single equality action plan

b) Ensure the actions set out in the 2009/10Departmental Equalities Action Plan are

Contribute to the corporate objective toachieve excellent rating under the newEquality Standard for Local Governmentby 2011

c) Ensure the actions set out in the 2009/10Departmental Equality Impact Assessmeaction plan (actions from EIAs will be dLAPs) are delivered (Appendix D)

7. Improvingequality of opportunity forour customers

and workforceto servicesandemployment(SCS)

Ensure all staff & managers are aware of and understand the equality priorities of the council

d) All managers, team managers and supervattend the Managing diversity course bDecember 2009

e) All staff to receive equality and diversitytraining by March 2010

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EQUALITY & DIVERSITY

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Our priorities

We will To work towards achieving our mediuterm priorities, we will:

8. Ensuringthat thedepartmenthas wastestrategies tomeet projectedinfrastructure

requirementsfor futurehousing andpopulationgrowth

Continue to regularly monitor and reviewour strategies, policies and action plans

a) Undertake regular reviews of the LMWMrevise the County Councils programme adelivery plans accordingly

b) Review and update the long term waste troutline business case

c) Advise potential bidders of the outcomesreview

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PREPARING FOR THE FUTURE

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Our Priorities

We will: To work towards achieving our mediuterm priorities, we will:

The initiatives detailed below will support delivery of the Departments contribution to the People Strategy and aims toour employees, deliver our departmental priorities and allow our staff to maximise their potential

Implement the specific actions set out inthe Forward Plan

a) Review corporate developments in Septe2009 and amend actions as appropriate

Develop and enhance our leadershipcapacity b) Support managers to implement theLeicestershire Manager conceptc) Support managers to implement the man

competency framework

Manage high performance d) All managers and supervisors to attend thmandatory training on the new HR polic

9. Ensure thedelivery of thecorporatePeopleStrategy

Engage with our employees and ensurethey feel valued

e) Delivery of the Departmental EngagemeStrategy and action plan

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DELIVERING THE PEOPLE STRATEGY

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Our Priorities

We will: To work towards achieving our mediumterm priorities, we will:


Recruit and retain a talented workforce f) Contribute to the development of the recand retention strategy

g) Implement the workforce planning mode

guidance

Supporting flexible and mobile working h) Contribute to Work Well including devestrategy to address data management andin the Department

Ensuring equality of opportunity andtreatment

i) Deliver the workforce targets set out in thmanagement performance indicators (Ap

j) Ensure interview panels are representativdeliver the targets set out in the managemperformance indicators (Appendix B)

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DELIVERING THE PEOPLE STATEGY

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Our Priorities

We will: To work towards achieving our mediuterm priorities, we will:


Developing workforce skills and capacity k) All staff will have a quality PerformanceDevelopment Review (PDR) at least oncand equality actions must be included

l) Provide learning and development oppormeet agreed needs as identified through process

Implement a robust approach tomanaging absence

m) Reduce departmental absence rate to lessdays per employee per year by the end o

Ensure our people processes andpractices are effective

n) Undertake health checks against the InvePeople Standard for 5 of the departmentgroups

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DELIVERING THE PEOPLE STRATEGY

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6.0 Ensuring delivery of the 2009/10 action plan

6.1 Funding the prioritiesOver the next four years 7.18m of growth has been allocated for the

waste management revenue budget. In 2009/10 growth of 1.7m andsavings of 1.28m are included. The main areas of growth and savingsare set out below:

Service Improvements

A total of 1.27m of growth has been incorporated into the revenuebudget for the next four years to cover increased expenditure to meet the

Landfill Directive targets and avoid financial penalties.Demand and cost increases

Government has announced that Landfill Tax will rise to 40 per tonne in2009/10 with further likely rises of 8 per tonne in subsequent years. Tocover demand and cost increases, growth of 5.91m is planned to beadded to the revenue budget by 2012/13.

Capital

The overriding aim is to meet the targets for diversion from landfill. Thefour year capital programme of 5.5m aims to provide improved Recyclingand Household Waste Sites, in particular at Sileby, Lount, Melton andKibworth.

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REVENUE BUDGET 2009/10

000

SERVICE

Staffing and Administration Costs* 1,495

Disposal Contracts 12,646

Recycling and Household Waste Sites 4,224

Trade Waste and Commercial Bin Income -979

Special Waste 71

Material Recovery Facility 100

Recycling Initiatives 533

In House Recycling Initiatives 25

Fridges, Tyres, Electrical Equipment 41

Incentive Schemes 300

Food Waste Digesters 50

Recycling Credits 4,777

Reuse Credits 36

Environ 14

Waste Strategy Implementation 2,389

Partnership 40

Total 25,762* Excluding management and support service

CAPITAL BUDGET 2009/10

000

SCHEME DETAILS

Improvements at Sileby RHWS 1,987

Improvements for Lount RHWS 436

General Improvements at all RHWS 163

Total 2,586

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7.0 Key training requirements

A key requirement for ensuring effective delivery of this plan is to have a well trained workforce equipped with the skills to meet the demandsplaced on them by the work programme. The Waste Group has recentlytaken on a number of new staff and will undertake a skills audit as part of the PDR process for all staff during the coming year.

Key areas for development are likely to include:

Leadership and management skills

Equality and diversity training for all staff

Business analysis and process improvement

Training in new ways of working

Project planning and delivery

Developing core skills to enable greater flexibility and ability to learnthrough experience

Local Action Plans (LAPs), training plans and PDRs will be developed tomaximise learning opportunities through appropriate means and staff willbe encouraged to identify the learning they have gained through all forms

of training and development.

8.0 Risk management

The delivery of each of our 2009/10 priorities has been risk assessed.Many of our priorities are being delivered using formal projectmanagement techniques and risk assessments on these priorities havebeen undertaken as part of these arrangements. Details of the risksidentified for each of our 2009/10 priorities are included in thedepartmental risk register (this includes those inherent risks that areupdated at the start of each financial year). This register contains actionplans to manage risks that are most likely to occur and have potential forthe greatest impact on service delivery.

The Waste Strategy Implementation Programme Board has undertakenrisk assessments as part of the performance management arrangementsin place to deliver the Strategy and Partnership Business Plan. A riskassessment has also been undertaken as part of the project managementarrangements in place to deliver our long-term procurement project.Where appropriate, risks will be fed from our departmental service planrisk register into these risk assessments and vice-versa.

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The major risks identified for each of our 2009/10 business plan prioritieshave been taken from the risk register and included in Appendix D. Themanagement of our departmental risks will be monitored throughout theyear by the departments Strategic Performance Improvement Group(SPIG).

Our risk management arrangements are completed by group riskassessments on delivery of local priorities and day to day services, as

well as risk assessments undertaken on major departmental projects andpartnerships.

9.0 Robust performance management

The departments Strategic Performance Improvement Group monitorsquarterly progress on the delivery of all actions and performanceindicators in each departmental business plan.

Progress in meeting targets in group Local Action Plans is monitored atbranch level and also reported at these meetings. Headline performanceindicators and targets are reported corporately.

We are currently reviewing the range of activities we monitor, with theintention of expanding these to cover more of the corporate targets,

indicators and priorities the department helps to deliver.

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APPENDIX A

34

Matthew Lugg

Director

Ian Drummond

Assistant Director Transportation

Mark Stevens

Assistant Director Highways

Holly Field

Assistant Director Waste Management

Nick Wash

Business Partner Finance

Nic RoweBusiness Development

- Communications

- Market intelligence & consultation- Democratic support services- Internet / Intranet development- Facilities & premises management- Admin & office services

Chris Lewis

- Business process improvement- Efficiency programme management- Performance management- Business Planning

Mike HayTransport Scheme Development

- Integrated transport schemes- Major schemes , town centres,park & ride- Accident investigation & prevention- Road safety education- School & business travel planning

Paul SheardTransport Planning

- Transport planning- Transport development control- Transport scheme programming / LTP- Transport modelling & data collection

Greg PayneNetwork Management

- Transport asset management planning

- Maintenance programming- Transport asset inventory- Traffic management and parking policy- Highways adoptions & records- Notice processing- Highways management system & scheme database

Bob HoltHighways Works

The operational delivery of:- Construction (inc bridge works)- Surface dressing/slurry sealing- Drainage & gully maintenance- Highway Patrol / quick response

Andy WarringtonNorthern Highways

- Manage the countys northern

highway network- Inspection of the highway- Develop & implementmaintenance schemes

- Local traffic management& parking schemes

Karen NotmanSouthern Highways

- Manage the countys southernhighway network

- Inspection of the highway- Develop & implement

maintenance schemes- Local traffic management

& parking schemes

Martin BroomheadGeneral Engineering

- Street lighting- Vehicle Fleet management- Winter Maintenance- Environmental works- Road worker training- Health & Safety- Quality Assurance

Derrick NeedhamEngineering Design

- Bridges & structures maintenance- Highway & structure improvement- Highway design services- Three Counties Alliance liaison- Traffic signals maintenance & design- Advisory & design service- Engineering surveying

VacantWaste Programme

- Waste Programme management- RHWS sites- Waste prevention & reuse- Interim procurement- Long-term procurement- Food waste

Derek Goodenough

- Manage reception, recycling,transport, treatment and disposalof municipal solid waste

- Ensure the County Councilsresponsibilities as waste disposalauthority are met .

Harold YatesWaste Procurement

- Major waste procurementprojects

- Procurement of long-term wastemanagement facilities for residualwaste

Jo Guyll

- Manage County Councils wasteinitiatives & campaigns

- Implementation of Leicestershire

Municipal Waste ManagementStrategy

- Business data support

Tony KirkPassenger Transport

- Passenger fleet operations- Local bus service & accessibility strategy- Home to school & college transport- Adult social care transport- Bus information- Transport for disabled & rural residents- Concessionary travel

Caroline Jarred

Business Partner Human Resources

Waste Disposal & Treatment

Waste Policy & Strategy

Business Change & PerformanceManagement

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APPENDIX B

35

PERFORMANCE INDICATORS

Following changes to the national performance framework and theintroduction of new National Indicators, the Waste Management Servicereviewed the measures it had in place and has developed a newperformance indicator set for the service. This combines the NationalIndicators the service is responsible for as well as local measures (someof which are previous Best Value Performance Indicators).

2008/09 performance will not be reported in this Business Plan but will beincluded in a Performance Summary document that is due to bepublished in August 2009.

The following are details of the Waste Management PerformanceIndicator set:

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APPENDIX B


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Service Performance Indicators

Future TargetsResponsible

Officer/PI

calculatorPIRef PI Description Links Good is

2009/10 2010/11

NI191

Residual householdwaste per household (kg)

Low 629kg 620kg

NI192

% of household wastesent for reuse, recycling

and composting

LAA2NIS High 48.6% 50.25%

NI

193

% of municipal waste

landfilledLow 53.7% 47.5%

LI82a

% of household wasterecycled High 22.48%

Not yetset

LI82b

% of household wastecomposted or sent for

anaerobic digestionHigh 25.10% Not yetset

LI82c

% of household wasteused to recover heat,

power and other energysources

High 2.3% Not yetset

Jo Guyll / Janine

Johnson

LI82d % of household wastelandfilled Low 51.42% Not yetset

Jo Guyll / Janine

Johnson

LI90

% of people expressingsatisfaction with Civic

Amenity Sites High 86%Not yet

setDerek

Goodenough

Diversion from landfill forCounty RHWS High 62% 64%

Derek Goodenough

Tonnage of biodegradable waste sent to landfill LATS Low 138,123 122,748

Derek Goodenough

/ Nigel Shilton

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Departmental Management Indicators

Future TargetsPI Description Links Good is

2009/10 2010/11 2011/12

% of HTWM workforce from BMEbackground

PeopleStrategy &

Dept.Employment

EqualityMonitoring

Plan (DEEMP)

High 8% 10% 12%

% of HTWM BME backgroundemployees at Grade 13 and above

whose ethnicity is known

PeopleStrategy and

DEEMPHigh 8% 9% 10%

% of recruitment panels thatinclude an employee from a BME

backgroundDEEMP High 60% 70% 80%

% of HTWM employees from BMEbackground on Representative

Interview Panels RegisterDEEMP High 20% 26% 32%

% of HTWM workforce that isdisabled (as a % of those whose

disability is known)

PeopleStrategy and

DEEMPHigh 7% 8.5% 10.5%

% of HTWM disabled employeesat Grade 13 and above

PeopleStrategy and

DEEMPHigh 1.5% 3% 4.5%

Number of worktaster placesprovided for disabled jobseekers DEEMP High 2 3 4

% of HTWM women employees atGrade 13 and above

PeopleStrategy and

DEEMP

High 22.7% 27.4% 32.1%

% of HTWM employees in non-traditional job roles (developed on

a departmental basisDEEMP High TBC TBC TBC

% of HTWM employees willing todeclare their sexual orientation

PeopleStrategy and

DEEMPHigh 30% 40% 55%

% of HTWM employees declaringas LGB

PeopleStrategy and

DEEMPHigh 6.25% 6.5% 7%

% of HTWM employees declaringa religion

PeopleStrategy and

DEEMPHigh 40% 50% 65%

% of HTWM employees declaringa religion other than Christian

PeopleStrategy and

DEEMPHigh 10% 11.5% 13.5%

% of HTWM employees under 25People

Strategy andDEEMP

High 7.25% 7.5% 7.75%

% of HTWM workforce that feelsthe organisation is committed to

Equal OpportunitiesDEEMP High 85% 87% 89%

% of the HTWM workforce thatfeels they are treated with fairness

and respectDEEMP High 80% 83% 86%

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Future TargetsPI Description Links Good is

2009/10 2010/11 2011/12

% of HTWM managers in eachbranch who have attended theManaging Diversity course

DepartmentalEqualities

Action Plan(DEAP)

High 100% byDec2009

- -

% of HTWM employees in eachbranch who have received

Equality and Diversity Refreshertraining

DEAP High100% by

March2010

- -

% of actions from theDepartmental EIA Action Plan, that

have been achieved

DepartmentalEIA Action

PlanHigh 100% 100%

100%% of actions from the

Departmental Equalities ActionPlan, that been achieved

DEAP High 100% 100%100%

% of actions from theDepartmental Employment

Equality Monitoring Plan, thatbeen achieved

DEEMP High 100% 100% 100%

Hold quality PDRs for eachemployee

a) % completed by 31 March 2009b) % completed between Jan 31March 2010

High 100% 100% 100%

Hold team meetings at least once

a month, but ideally once afortnight High 100% 100%

Average number of working dayslost due to sickness per employeeper year

Low 8 To beadvised

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RISK ASSESSMENT SUMMARY

All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk registestrategic risks identified are included below:

39

Risk Likelihood/Impact

Action already being taken Further action to btak

1. Failure to receive/generate sufficientfunding to deliver services and deliver

waste treatment infrastructure in thefuture

A3 (severeand not verylikely)

1. Medium Term FinancialStrategy in place

2. Regular revenue andcapital budget monitoring

3. Successful Governmentbid for 87mn PFI creditsto help fund new long term

waste treatment facilities

1. On-going mof Governmfunding anallocations

2. On-going mof the effececonomic dand impactsector inve

2. Failure to deliver departmentalefficiency savings


1. Programme of majorsavings agreed andachieved to date

2. HTWM dedicated projectmanager appointed

3. Regular monitoringthrough the ChangeManagement Board

1. Continue tothe efficienprogrammfurther effisavings to targets

3. Failure of key partnerships to deliverWaste Strategy targets


1. History of effectivepartnership working

2. Waste Strategy & LAAtargets agreed

3. Governancearrangements in place todeliver effectivepartnership working

1. Work to mbenefits arexisting WPartnership

2. ContributeLMWMS r3. Recruit Par

project ma

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All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk regstrategic risks identified are included below:

40


Action already being taken Further action to btak

Overall managresponsibility mitigating acti

1. Implementreview of Strategy

2. Delivery oas part of National GWaste Stra

3. On-goingdevelopmeLMWMS

4. ImplementPartnershipCommunic

5. Ongoing aof opportudivert waslandfill

4. Failure of LCC to meet its statutoryobligations for landfill diversion


1. Ongoing Implementationof Leicestershire MunicipalWaste ManagementStrategy (LMWMS) toachieve landfill divisiontargets

2. Development of LandfillAllowance TradingScheme (LATS) strategy

3. Increased recycling &composting performance

4. Promotion of wasteprevention, re-use andrecycling initiatives

5. Procurement of interimtreatment facility

6. Successful backing of Government bid for87million for PFI creditsto help fund new long term waste treatment facilities

7. Introduction of District

Incentive Schemes (circa1million investment 2007to 2011)

6. Delivery otreatment 2009/10

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All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk restrategic risks identified are included below:

41


Action already being taken Further action to tak

7. Continue improvem

8. Undertakeprocuremeto delivertreatment

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2009/10 DEPARTMENTAL EQUALITY IMPACT ASSESSMENT ACT

42

EIA Title Equality Objective Action Target

Recycling/ WasteMinimisationInitiatives/ Composting

Ensure effectivecommunication with allstakeholders

Make sure minicom service isavailable when required &make sure staff are aware of how to use minicom service

All staff trained on how tominicom service

Recycling/ Waste

MinimisationInitiatives/ Composting

Ensure effectivecommunication with all

stakeholders

Make sure staff are aware of how to use Language Line

All staff trained on how toLanguage Line

Recycling andHouseholdWaste Sites

To ensure thatinformation is accessible& all groups areprovided with theopportunity to take upthe service

Conduct further investigation toclarify the extent and possiblecauses of under-representativeusage of recycling and household waste sites

To ensure that all sectors olocal community and awarfacilities available and areuse them

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APPENDIX EGLOSSARY

43

TERM DEFINITION / DESCRIPTION

AuditCommission

An independent public body responsible for ensuring that public money is spenteconomically, efficiently, and effectively in the areas of local government, housing,health, criminal justice and fire and rescue services.

Baseline Starting level of performance to be improved.

Benchmarking The process of measuring an organisation / service performance against theperformance of another organisation.

Best ValuePerformanceIndicator (BVPI)

A statutory set of indicators developed by Government Departments to measurethe performance of local authorities. The data was collected and audited annuallyby the Audit Commission. BVPIs were replaced by the National Indicator Set(see below) as of April 2008.

Bottom Quartile Performance levels are in the bottom 25% of local authorities against a givenindicator.

Business Plans Replaced Service Plans (see below) within the department in 2009/10. There isincreased focus on resource implications (i.e. financial, people etc) and partnership

working, whilst retaining the core content of Service Plans

Comprehensive Area Assessment(CAA)

The governments new local authority performance assessment regime thatreplaced CPA in April 2009. There is increased focus on working in partnership,improving outcomes for local people, risks, consultation with the local communityand the enablement of more targeted support and intervention when things go

wrong.

Comprehensive

Performance Assessment(CPA)

A framework to measure the overall performance of a local authority council, using

Best Value performance indicators, Best Value inspection reports, and auditreports. CPAs were replaced by CAAs (see above) in April 2009.

Consultation Process of engaging people to establish their needs, expectations, perceptionsand requirements and testing how these measure up against the services wedeliver.

Equality Impact Assessment (EIA)

EIAs are undertaken to help ensure our services are meeting everyones needsand that everyone who needs them has access to those services. We havedeveloped an Equality Impact Assessment (EIA) process for new and existingfunctions and policies.

Local Action Plan(LAP)

Plan prepared at a group level to facilitate continuous service improvement andengage / motivate employees in delivery.

Local Area Agreement (LAA)

An agreement between the local Government Office, which represents centralgovernment, and local authorities representing their local partners andcommunities (i.e. Leicestershire County Council on behalf of LeicestershireTogether), where existing budgets are re-aligned to address agreed priorities. Thedelivery plan for the Sustainable Community Strategy.

LocalPerformanceIndicator (LPI)

Performance measures set by individual local authorities, not prescribed by centralgovernment.

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APPENDIX EGLOSSARY

44

TERM DEFINITION / DESCRIPTION

Nappuccino An informal meeting where parents and parents to be, can find out more about realnappies.

National Indicator Set (NIS)

A single set of 198 outcome-based indicators covering important national priorities which local authorities must measure. This new set of indicators replaced theBVPIs in April 2008.

PerformanceIndicator

A measurement tool developed or adopted in order to measure progress againsta target or objective.

Performance andDevelopmentReview (PDR)

A crucial component of an overall performance management regime with thepurpose of linking the performance and development of individuals to theachievement of the objectives of the Service. A PDR is a regular, confidential butdocumented meeting between an employee and his/her manager, regarding allaspects of the employees employment, to ensure that he/she:

o has the support and equipment necessary to do their jobo can work to agreed and realistic targets

o has his/her training needs assessed and acted upon

o has his/her future work and career development planned for

Re-use Credits Credits that can be claimed by not for profit organisations for re-use of householditems (furniture, paint, etc.)

Recycling Credits Credits payable to waste collection authorities and other organisations (excludingbusinesses) to help cover costs which result from recycling household waste.

Risk Chance of something happening in the future which will impact on the ability toachieve an objective.

RiskManagement

Process to identify, assess, understand and manage the likelihood and impact of something happening which will affect the achievement of objectives

Service Plan A component of an overall performance management framework to review performance of a service and set its future direction. Replaced by Business Plansin April 2009.

Sustainability For the long term.

SustainableCommunityStrategy (SCS)

A five year planning document which sets out our priorities for Leicestershire inpartnership with all key organisations and partnerships across the County.Leicestershires first SCS was published in March 2008 to feed and inform thesecond Local Area Agreement which commenced in April 2008.

Top Quartile Performance levels are in the top 25% of local authorities against a given indicator.

Upper Quartile Performance levels are within the 25% band above the median of local authoritiesagainst a given indicator.

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waste business plan

Documents