· web viewthe council’s overall commissioning strategy for place shaping is to: build positive...

Place Hubs –Business Plan (2018/21)

Place - Business Plan 2018/19 – 2020/21

Place Hubs: Customer and Infrastructure Operation, Planning and Funding Economic Growth, Infrastructure Delivery, Economy & Skills and Joint Waste Committee

Name of Commissioning Hub:

Director: Nigel Riglar

Lead Commissioners/ Head of Service:

Philip Williams, Simon Excell, Scott Tompkins, Pete Carr, Jane Everiss, Tricia Gallagher & Wayne Lewis

2018/19 Budget £80.334m (taken from the MTFS)

2018/19 fte (the number of FTE within the Hub, preferably also with number of heads, & if possible a structure chart as appendix)

Other resources

Key Partners:Gloucestershire FirstAmey Plc

Resources:

Place shaping for the future

Places must work for the people that live in them. The County Council, along with its partners, is not only responsible for providing services now; we design strategies and invest in infrastructure to enable the future. We have a fundamentally important role to play in delivering sustainable economic growth and development for Gloucestershire in a changing national and global context – essential infrastructure to enable innovation and good growth, ensuring customers and communities can connect with, access and use services.

In the Place Hubs, our priorities are shaped by understanding the different timescales, taking action that recognises the need to deliver services over the next three years, to enable already planned growth and change from 2020-2035 and to facilitate discussion and plan new growth for 2035-2050. We shape places, provide access, enable prosperity, and build resilience.1


We do this by: Helping to plan and provide the infrastructure and access needed to support business growth, jobs and prosperity Supporting people and communities to feel safe and empowered, and creating a sense of place Delivering the new homes that are needed for local people and to enable future economic growth Building the resilience to adapt to climate change, protect homes and businesses in emergencies, and recover quickly when they happen.

In doing so, we face a number of challenges, opportunities and risks: Continuing austerity for the public sector and local government as the reduction in public spending continues for longer than expected – for Gloucestershire this means that the county

council will need to continue to cut its spending by some £25m a year until 2020/21 In addition, an increasing proportion of the council’s diminishing resources needs to be used to support and protect the growing number of vulnerable people Key challenges for the county including demographic change and the need to attract and retain skilled young people to provide the workforce of the future New Government policies and requirements, including the Environment Plan, Housing White Paper, Sub-national Transport Boards, revised National Planning Policy Framework, and

Local Industrial Strategies. The impact of the UK’s exit from the EU, which is still unclear but likely to affect place-based services significantly.

The Council’s overall commissioning strategy for Place Shaping is to: Build positive relationships with partners, contractors and communities to enable us to deliver and transform our core services Integrate our local industrial, economic and environmental strategies, to work with Government and to make the case for Gloucestershire Provide leadership to tackle the big challenges of climate change, demographics, housing and transport, harnessing the power of smart technology and big data where possible.

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Planning & Economic Growth

Simon Excell

Influence road investment strategies

Rail ConnectivityA417 Missing Link

Fastershire (BT)Atkins (planning)

Atkins (Hydrology)Land use consultants

Economic DevelopmentMinnerals & Waste

Flood AlleviationHeritage

Transport Planning

Infrastructure delivery

Scott Tomkins

Highways Contract tenderingDevelopment and

construction of a dewatering facillity for managing gulleys

arisings waste Depot review project

LED streetlighting

Amey (Highways maintenance)Skanska (Street Lighting)

Tarmac (resurfacing)

Highways Commissioning

Sustainable Travel and Transport

Philip Williams

Highways Development Management (Restructure;

technical checking; embedding Road Safety audit)

Parking & Network (new parking contract; Deregulation Act;

Embedding the new Road Safety & Transport Data Team)Transport Programme

Climate Change & EnergyGypsy & Traveller sites

Smartcards (Trans)APCOA (Parking)

Telent (Traffic signals)Concessionary fares

H2S & Social care indivdual contracts

Arle Court P&RReal Time Passenger info

Highways Development management

Network & Traffic ManagementClimate Change & Energy

Libraries, Registration &

CustomerJane Everiss

Tricia Gallagher

Growth Hubs in Libraries Digital Improvements in

libraries New Library Model

Biblioteca self service (Lib)CUSP stock mgt (Lib)

Overdirve & olinda E-stock (Lib)

LibrariesRegistration

Customer Services

Employment & Skills

Pete Carr

Gloucestershire Employment & Skills Board

EU Funded Employment and Skills Programmes

Digital Skills Partnership

ArtshapeCindeford Artspace

National Star College

Adult education

Joint Waste CommitteeWayne Lewis

Javelin Park MobilisationHRC Service development

Procurement of composting & food waste treatmentReview & renew the Gloucestershire Joint

Municiipal Waste StrategyReview JWC funding

arrangementsDelivery of waste prevention & communications campaign

Ubico HRCsCory Landfill, composting,

bulking & transferRosehill Farm IVC

AndijestionReal Nappy Project

Administering authority and participation in Joint Waste

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Place Hubs – Plan on a page 2018/19 – 2020/21


Planning and Funding Economic GrowthChange activity Project Objective Benefits Sponsor & Manager Key dates /

timescalesInfluence Road Investment Strategies

Smart Motorways for the whole of the M5 in Gloucestershire. Motorway junction upgrades

Better transportation links for the county. Simon Excell 2018/19

Projects to improve rail connectivity

Metrowest extension to Gloucester delivered enabling 30 minute services to the west of England


Promote A417 ‘Missing Link’

Ensure that the scheme comes forward to the current timeline.


Existing contractsContract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateFastershire – BT and Gigaclear supported delivery

5 contracts, reflecting 3 phases of work total value £84.15m GCC element £13.7m

Joint project with Herefordshire Council for provision of super fast broadband infrastructure in County. Contract managed by Herefordshire Council

Claire Edwards 3 contracts still in implementation phase, due to complete 2019. Formal contract review process managed by Herefordshire Council through Project Board (NR representation)

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesEconomic Development

Accountable Body for the LEP – complex relationship management activity, project management and financial/ democratic process oversight£100m Growth Deal, strategic contract negotiationsGloucestershire Infrastructure Investment Fund Programme ManagementLEP Investment Panel servicing, facilitation and supportUse of economic corridor modelling to help position Gloucestershire’s economy based on an analysis of which directions it looks and use this to inform Gfirst LEP/locality economic baseline and GCC infrastructure delivery planning/resource identification

Claire Edwards 3 ftes

Section 106 negotiations, monitoring and complianceCommunity Infrastructure Levy – joint working/governance arrangementsJoint Core Strategy input and collaboration and strategic planning consultations countywideStrategic project work (Kings Quarter, Gloucester Transport Hub, Cinderford Northern Quarter, Ashchurch Masterplan, Junc 9/10 expansion plans, Chesterton Lane, Cheltenham Place Strategy development and promotion of the planned Cyber Park)

Claire Edwards 3 ftes

Minerals & WastePlanning Development Management

Waste Core Strategy 2012 – 2027 - Implementation of the Core Policies as set out in the strategy

Minerals Local Plan – progress Plan through to adoption

Kevin Phillips 4 fte

Regulatory function: County planning applications (e.g. minerals, waste, schools, etc.) - Income from planning applications partly funds the staffing budget

Kevin Phillips 5.2 fte

Monitoring / enforcement - Programme of monitoring visits planned Kevin Phillips 2 fte

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Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesFlood Alleviation Local Flood Risk Management Strategy - Annual implementation plan

Flood (SUDS) advice on all major planning applications - 300+ referrals received each year from district planning authorities.Identification and implementation of major flood alleviation schemes - Maintain a rolling programme of possible flood alleviation schemes and bring them forward for flood alleviation as and when funds allow.Continued support to the Local Nature Partnership -

David Parish 5ftes plus 2 temporary students

Heritage Historic Environment Records (HER) - Ongoing updating of records and continuing to add records for Gloucester CityCountryside Advice - Responding to countryside stewardship and forestry applicationsArchaeology advice on all planning applications - Responding to applications and strategic plans as and when they come inArchaeology projects - Work to complete backlog archaeology post excavation sites

Toby Catchpole 6ftes

Ecology - Advice to county council on planning and wider biodiversity responsibilitiesToby Catchpole 1 fte

Transport Planning Major transport infrastructure – scheme promoter / lobbying – (A417 Missing Link, M5 junction improvements, Elmbridge major scheme)Major regeneration projects – (Cinderford Northern Quarter, Cheltenham, Lydney)Local Transport Plan ReviewAccountable Body Function – delegated transport schemesAssisting partners and district councils with transport modelling and advice for development of strategic plans

Amanda Lawson-Smith & Luisa Senft-Hayward

3 ftes

Strategic Risks own in the hubFailure of our obligations as Accountable Body for the Growth Fund impacting on reputation and economic development.

Emergence of the Community Infrastructure Levy (CIL).

Overspending on major transport and flood alleviation projects.

Future Direction

Continue to help UK government push ahead with the improvement work on the A417 missing link; Deliver major transport schemes including the Gloucester South West Bypass and A419 Stonehouse improvements which have been funded through the Growth Deal (rounds 1-3) and

promote new infrastructure projects in future rounds that will support economic growth Gloucestershire will have 60,000+ more homes than today and the highway network will be at capacity and reliant on technological advancement (i.e. autonomous vehicles) to create new

capacity; The A417 missing link along with smart motorway and junction upgrades to J9, J10, J13 and J14 will all have been delivered reducing congestion and enabling development in the central

Severn Vale. Gloucestershire 2050 project will have identified what the county could / should look like in 2050. The Gloucestershire Developer Guide will have resulted in GCC amending its approach to negotiating with developers to enhance contributions towards GCC services.

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Place Hubs –Business Plan (2018/21) Infrastructure Delivery

Existing change activityProject Component Workstreams Objective Benefits Sponsor & Manager Key dates /

timescalesHighways Contract Tendering

Procurement of new highways service delivery contracts following review and agreement last year on new operating model.

To procure the new contracts and enable the new delivery model

Right delivery model for highways service for post April 2019 and contracts in place to deliver additional highways investment Nigel Riglar & Scott

Tomkins

Start in Oct 2017 into 18/19; Award TMC contract in Sept 2018

Project Component Workstreams Objective Benefits Sponsor & Manager Key dates / timescales

Development and construction of a dewatering facility for managing gulley arisings waste

Design of facility and seeking planning application approval, start of construction

To build a dewatering facility for managing gulley waste, reducing the long term cost of disposal of gulley arisings.

Reduced costs, more environmentally friendly approach to work Nigel Riglar & Scott Tompkins

Planning application summer 2018, construction start Autumn 2018


Depot Review Project

Working with property services to review depot facilities and to explore joined up opportunities with waste and other authorities

Seek better provision of service from depots, reduce cost base, allow for property services to realise capital receipts from GCC land

Better provision of the service. Reduced long term cost base. Nigel Riglar, Scott Tompkins and Wayne Lewis

Review completed by Summer 2018


LED street lighting Residential lightingTraffic routes

To deliver the Carbon Reduction target of 60%

Maintenance and energy savings of £1.6mCO2 emission reduction

Nigel Riglar & Pete Wiggins

Final year of investment complete by March 2019

Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateHighways Term maintenance – Amey

~£32m 5 year contract for the provision of highways maintenance services.

Scott Tompkins April 2019

LED Street Lighting – Skanska

Varies as significant capital investment in first 3 years, approximately £2m revenue spending

12 year contract for the Provision of street lighting maintenance services as well as delivery of the LED investment programme converting all street lighting over to energy efficient LED’s.

Mark Darlow-Joy April 2027

Tarmac ~£20m 2 year contract for the delivery of resurfacing works Mark Darlow-Joy April 2020

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesHighways Highways commissioning/ operations

Delivery of the Highways Business Plan; Highways Commissioning, Amey Gloucestershire, Highways Development Management and Network & Traffic Management Team

Scott Tompkins

Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)

Risks affecting an objective IR Controls RR Score Risk Category Further actions

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http://staffnet.gloscc.gov.uk/riskmanagement

Place Hubs –Business Plan (2018/21)Score Action Due Date FA Owner

1) Health and Safety - There are over 400 staff working in the Highways Authority many of which spend all or a portion of their working day on construction sites or out on the highway network with all of the inherent health and safety concerns associated with traffic and construction activities.

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Joint monthly H&S meetings including review of risk registers, regular H&S training for staff, H&S audits to ensure compliance, lone working processes in place, robust review and application of CDM and other construction H&S legislation compliance at scheme level.

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People

Risk Owner Scott Tompkins Risk appetite:

2) Aging Infrastructure: Years of under-investment in highway assets has led to significant backlogs of maintenance requirements and capital grant allocations from government are not sufficient to keep up with annual deterioration with the likelihood that backlogs will continue to grow.

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Development of business case for invest to save schemes to improve backlogs and actively seeking grant and other funding bid opportunities to maximise additional investment. Continual service efficiency development to make the most of existing budgets as well as developing ways to help communities help themselves.

9ReputationMaintaining

Delivery

Risk Owner Scott Tompkins

3) Climate Change: More frequent and extreme weather events are likely to cause damage to existing assets and increase rates of deterioration.

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Joint monthly H&S meetings including review of risk registers, regular H&S training for staff, H&S audits to ensure compliance, lone working processes in place, robust review and application of CDM and other construction H&S legislation compliance at scheme level.

9 ClimateEconomic

Risk Owner Scott Tompkins4) Network Resilience: Frequent and severe

weather events impacting on an aging transport infrastructure where loss of parts of the network and lack of easy alternative routes leads to economic impact (e.g. landslips, floods).

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Identifying key points on the network and seeking long term funding for developing alternative routes or schemes that mitigate the impact of the weather events such as flood prevention projects.

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deliveryEconomic

Risk Owner Scott Tompkins

Future Direction

See Highways business plan

Sustainable Transport and Travel

Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component

ProjectsObjective Benefits Sponsor &

ManagerKey dates / timescales

Highways Development Management

Restructure To meet a growing customer demand and timely delivery of strategic sites allocated in the Local Plans

Deliver economic growth and inward investment.Meet corporate objectives

Neil Troughton Complete by end of 2018/19

Technical checking Bring in house to reduce reliance on consultants Reduced costsImproved turnaround timesMeeting customer expectations

Neil Troughton Complete by end of 2018/19 (end of Amey Contract)

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Place Hubs –Business Plan (2018/21)Embed Road Safety Auditor into Team and develop new Road Safety Audit protocol

To offer additional service to third parties Increase income Neil Troughton Complete by summer 2018

Programme Component Projects

Objective Benefits Sponsor & Manager

Key dates / timescales

Network and Traffic Management

Procure new Parking contract

New contract in place to deliver on street parking management

Liz Kirkham and Jim Daniels

2020

Commencement of Deregulation Act (relates to Definitive Map Modification Orders)

Reduce backlog of DMMO applications and manage new applications in advance of 2026 changes in legislation

Be prepared for new legislation, reduced risk of being taken to Magistrate’s court for non-compliance

Liz Kirkham & Karen Pearman

Date not yet available, waiting for guidance to be produced by DEFRA

Embedding the new Road Safety & Transport Data team

One team, shared knowledge/skills. Improve available customer resources (internal and external)

Liz Kirkham & Andrew Parker-Mowbray

Partially complete.Web update ongoing

Revised Asset Management Policy and Strategy

Both Documents need to be reviewed to reflect the new Corporate Strategy and the new Code of Practice for Well Managed Highway Infrastructure

Strategic alignment and compliance with new national coding

Liz Kirkham New Code to be adopted by October 2018




Transport Programme

Community Transport review

Audit of the organisations in our community transport sector to analyse their resilience and to inform our grant funding process.

Advanced view of any potential problems for organisations, satisfaction that GCC funds are being allocated in a way to ensure vfm.

Alan Bently June 2018

Bus Service Review On-going review of our subsidised public transport network to ensure each service is below the £8 cost per passenger benchmark

Ensures the GCC subsidy network is affordable, sustainable and directed at the correct areas.

Alan Bently/Tom Main

On-going

Total Transport web portal

Creation of a ‘one-stop-shop’ web portal for all transport information in the County, including community transport.

Greater visibility of lesser known transport modes, more use of the network as a whole, one place for all transport information.

Tom Main April 2019

Home to school smart ticketing

Issue mainstream school students with a smart card to board their school bus.

Much improved information on student transport flows, greater accuracy in paying operators for students carried.

Faye Williams/Karen Jackson

September 2018

Contactless enabled ticketing machine roll out

All bus services in the County to have a ticket machine capable of accepting contactless (EMV) payments.

Increase in the number of ways for passengers to pay, better boarding times, less cash on bus, align bus industry with move to EMV payments across all other sectors

Tom Main TBC

Real time information- roll out affordable, solar powered E-ink displays

Solar powered e-ink displays to make up large majority of GCC’s real-time information (RTI) display network.

Removes requirement for mains powered electricity for each display, reduces council revenue cost. Increases viability and therefore availability of RTI displays.

Nick Bauer On-going

Review of staff travel & fleet

Examine options going forward to provide a “pool car” offer and to reduce staff business mileage

Reduce overall cost to the county councilReduce risk to drivers and passengers

Philip Williams, Alan Bently/Vicki Hazard

TBC




Climate change and Energy

Battery storage and solar PV (Verto Ref CAB 178)

Seek to develop a significant revenue income stream through energy storage and generation on the council’s estate, utilising renewable energy where viable

Secure significant income to the Council, contributing towards MtC3 savings, mitigating other service cost pressures;

For the Council to move closer to being carbon neutral, offsetting residual CO2 emissions from fossil fuel-derived energy, playing its part in mitigating further climate change;

Help improve the resilience of the Gloucestershire's energy infrastructure, helping to meet peak demand; and


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Place Hubs –Business Plan (2018/21) Reduce emissions from transport when used to

recharge electric vehiclesCarbon reduction PR000314 – Green Impact

Helping staff use the building in the right wayStaff travelWaste generation

Cost avoidance project. Without the carbon reduction from this project, the council's energy budget would need to increase by £1m (15%) by 2017/18


Local Adaptation Advisory Panel

To improve the council and county’s resilience to a changing climate and coordinate English Las input to the governments National Adaptation Programme.

Improved resilience of people, services, infrastructure, economy and environment.


NAP publish in Summer 2018Defra 25 Year Environment Plan overdue.

Project Component Projects



Gypsy & Traveller Sites

Transfer ownership and management of residential traveller sites to a registered social landlord

Sustainable future site management Reduction of risk exposure to council, ultimately some cashable savings.

Nigel Riglar/Alan Bently (management)Jo Walker/Mark Parker (ownership)

Sites transfer 2018/2019

Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateOn Street parking - APCOA £1.2m The Parking Management Services contract provides for the enforcement of relevant parking restrictions,

administration of the appeals process and cash collections in Gloucestershire.Jim Daniels 31/3/2020

Smartcards management £75k - £100k approx

Providing and end to end service for applications for concessionary bus passes which are provided under the Statutory Scheme and similar provision to the council for term and area-based smart cards for travel.

Alan Bently 31/12/2022

Traffic Signals Maintenance - Telent

£400k Traffic signals are maintained, including response to faults and damage – allows safe, managed movement of all road users

Phil Cameron 1/10/2020

Concessionary Fares reimbursement to operators

£50k per annum

Administering the Reimbursement of operators of bus services for carrying concessionary travellers under the English national Concessionary Travel Scheme & in accordance with the locally published scheme through data collection & liaison.

Alan Bently 31/03/2019

600 Passenger transport and home to school transport and social care transport contracts

In excess of £14m

Provision of mainly statutory transport in the form of buses, taxis and minibuses to ensure children are transported to educational establishments both within and outside Gloucestershire, and socially essential bus services to preserve people’s access to education, work, non emergency healthcare and essential shopping facilities

Andrew Burford, Alan Bently, Faye Williams & Karen Jackson

various

Real Time Passenger Information provision

£100k pa on average

Technological solutions to providing real time information in an accessible format for public transport users and associated improvements to reduce the impact on bus services of congestion along key corridors, production of real time Apps.

Nick Bauer 31/07/2019

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact

ManagerResources

Highways Development Management

Fulfil the statutory function of the County Council under the Town and Country Planning Act and the Highways Act. Planning Team Ensure that new development does not have a significant detrimental impact on the transport network and that accesses onto the public are safe and

suitable and minimise the conflict between pedestrians, cyclists and motor vehicles. To also ensure that new development maximises the opportunities for sustainable transport modes (walking, cycling and public transport) and promotes the use of low emission and electric vehicles.

Outputs – Deliver safe development, protect key highway corridors, secure contributions towards highway improvements works and public transport facilities and services.

Agreements Team Ensure that new streets and developer led highway improvements are constructed to appropriate standards and carried out in accordance with

legislation and safety requirements. To apply the Advanced Payment Code to avoid legal challenges and protect the interests of the residents. Outputs – Maintain a level of income sufficient to fund the service, secure the timely adoption of new streets, minimise financial risk to the Council.

Neil Troughton 20 ftes

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Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact

ManagerResources

Transport Procurement of transport for social care and education related responsibilities along with compliance checking Management of mainstream home to school transport provision, including liaison with parents, schools and operators, and provision of Smart and

ordinary bus passes Management of subsidised passenger bus services Operation of the English concessionary bus pass scheme for Gloucestershire Delivery of appropriate publicity and infrastructure to allow passenger services to be used, including bus shelters, Real Time Information in some

locations, timetables and roadside flags, electronic data provision via SWTraveline, provision of transport Apps Management of two Park and Ride car parks and a number of bus stations along with two railway station car parks at Ashchurch and Cam and

Dursley. Working with developers and HDM to determine requirements for future multi modal transport provision in new developments Management of the entire Gloucestershire County Council fleet including both leased and owned vehicles but excluding GFRS specialist vehicles. Liaison and grant support to Community Transport operations throughout the county to provide dial a ride, library club and voluntary car services

efficiently and effectively in order to tackle rural isolation and maintain people’s independence. Working with key partners such as the NHS in assisting them in procuring transport efficiently

Alan Bently Approx. 23 fte

Network & Traffic Management

Traffic management of the network and management of all activities on the highway, ensuring the Council meets its statutory traffic management duties. In addition this team provides transport and road safety data to support scheme selection. Both the Streetworks and Parking teams generate a surplus of income which is used to support the Highways Maintenance budget.Strategic lead for Highways on Asset Management and compliance with Codes of PracticeOutputs include:Annual Parking ReviewHighways information for Whole of Government AccountsIncentive Questionnaire band 3Collection of traffic and collision data

Liz Kirkham 30 ftes

Climate Change & Energy

Big Community Switch – Bulk buying energysupporting people in their quest to get a better deal for their energy

Pete Wiggins 0.2fte


Risks affecting an objective IR Score Controls RR

ScoreRisk

CategoryFurther actions

Action Due Date FA Owner1) Traffic signals – ageing asset, lack of investment.

No intelligent client lead

Risk Owner Risk appetite:

2) Concessionary bus passes – the contract has slipped


3) Failure of the Council/ Gloucestershire to adapt to a more volatile climate, with rising temperatures, continually high and increasing energy prices and the increasing needs to reduce carbon emissions

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GCC Strategic Commissioning Plan PriorityGCC Corporate Climate Change Strategy, adopted 2008GCC Climate Change Programme BoardGCC assessment/ issues integrated into Commissioning Policy, Risk Management Framework, Procurement Gateway, programmes and projects development, Cabinet decisionsGCC Climate Change impact assessment toolGCC Key service/ commissioning leads briefed on potential impactsGCC Corporate Strategy commitment to reduce GCC emissionsGCC Carbon Management Programme, 2010/11-2020/21 with annual action planGCC £1m Salix energy efficiency invest to save fundGCC LED Street Lighting procurement underway; contract awarded Aug 2015 with works expected to start Nov 2015.Glos Climate Change Panel, partnership leadGCC, working with lead officers to continue to ensure continued carbon reduction and resilience during this period of change, including building requirements into relevant service level agreements and operational business plans

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Future Direction

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Place Hubs –Business Plan (2018/21)Continue to work with the Prevention, Well Being and Communities Hub on improving air quality

Connections to be forged through the hub:

- Route reliability- Electric vehicles- charging

o Air quality- Use of energy and where it comes from

o Link with street lighting- Modal shift

o ITU- think travel coordinator- Effective/ efficient travel- DMMO team links with PROW team

Organisation wide links to be made- Staff travel- Use of apps- learning from parking- Energy from waste –Javelin park- work with districts on the use of their car parks- electric charging- air quality- public health- Modal Shift

o Active travel- public healtho Social inclusion elemento 2050 visiono Car sharingo Electric vehicles

- Highways maintenance- Strategic planning, LTP Policy- Asset Management and Property Services- provider engagement- Linking with members- Street lighting- part of highways commissioning- Digital payments

Libraries, Registration and Customer

Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component

ProjectsObjective Benefits Sponsor &

ManagerKey dates / timescales

Libraries Introduction of Tier Three Growth Hubs

Increase in economic growth by local provision of advice, guidance and signposting. Access to innovation lab which will allow entrepreneurs/SMEs/Young people the ability to use equipment in the development of a business function.

Community able to access business information and advice locally, encouraging & supporting economic growth. Innovation labs will be accessible to entrepreneurs/SME’s and young people allowing them to explore and develop business ideas

Jane Everiss, Katie Smith & Kill Barker

1st July 2017 to June 2018

Digital Improvement Plan

Update and increase self service options for customers within libraries, including alternative payment options, wireless printing and further rolling out extended access through Open+.

Supporting the Digital Transformation Strategy by increasing customer access to self serve options. Assisting and supporting customers to use online services.

Jane Everiss & Katie Smith

April 2017 to March 2019Self service delivered in 2017/18

New Library Model Explore a library model which continues to evolve to meet customer and council needs. Identify co-location opportunities and other partnership models. Extend access to other council and partner services through digital means e.g. Universal Credit/Registrars. Create and extend Health and Well Being areas in libraries.

Co-location and alternative partnership models could realise revenue benefits.Enhanced opportunities for early intervention and more community based digital access to wider services will assist with the move to customer interaction / Council becoming digital

Nigel Riglar and Jane Everiss

1st April to 31st March

Registration Service

Merge with Libraries • Merge registration and library services under one Head of Service, exploring further opportunities to co-locate premises and create efficiencies from merger.Working more closely with other and council services to support and deliver services to the public, working with libraries to co-ordinate opening times; the library service will support registration customers to book appointments on line, ordering copy certificates and NDRS.

Create efficiencies from senior management merger and to identify further efficiencies arising from merge of services

Nigel Riglar/Jane Everiss

1st April 18-31 March 19

New Website Digitise the delivery of some registration services. Working Better experience for the customer and more self service options Jenny Jones/Jane 1st April 2018-31st March 1911

Place Hubs –Business Plan (2018/21)with our IT provider and GCC ICT we will develop applications to move as many process into a digital or on line solution. For example the ordering of copy certificates, booking citizenship ceremonies, NDRS, EPRS, Non statutory ceremonies and booking a marriage ceremony and notice appointment.To work with the Payment Review project team for compliance in taking payments alongside the rest of GCC. This initiative is to bring GCC in line with industry standards for taking payments on line. It will impact significantly on how back office processes work.

made available to them. Increased income opportunities by having online payment system integrated into website.

Everiss

Project Component workstreams



Social Care Front Door

Barbican & Shire reception

Work on possibilities for automation for public and staffLooking to understand what demand looks like and what the service needs to be

Providing insight to Communities and Infrastructure and Adult Social care Directors re who is using the services and what the services are with a view to moving to a self service platform.

Nigel Riglar/ Tina Reid Review throughout 2018/19

Demand Mgmt – 3 tier conversation

Work to design the contact centre offer.Consider alignment with the CCG

Reducing the churn, contact and helping people to stay independent

Margaret Willcox 3 yr programme 2018 - 2021

Gloucester City Shared Services

Exploring opportunities for shared working

Potential shared reception shared spaces Open to future working opportunities.Benefits to public – one point of contact

Nigel Riglar and Jo Walker

Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateSelf Service – Bibliotheca £38,000 Machines available for customers to undertake their own transactional activity. Kiosks operational for 99% of time

Investigation of alternative payment options being undertaken in 17/18 due to only being able to take coin & notes.Increase in percentage of transactions undertaken via self service expected from new models.

Katie SmithKiosk end of life 18/19Tendering for replacement in 17/18

Stock – CUSP £300,000 Value for money achieved through use of South West Consortium. Contract currently being tendered. Book issues maintained or increased.

Jill Barker30/9/2017

E-stock provider – Overdrive and Bolinda

£75,000 Hosted e-book and e-audio service providing an extensive range of titles for customers. Continued growth in digital downloads expected.

Kate Aston Williams 31/10/2018

Zipporah TBCManaged system that co-ordinates diary bookings, staffing deployment. New system being explored to ensure the following:Links to new interactive websiteOn line bookingsPayments on lineReportsStatistics New website up and running with portal to ZipporahOn line bookings for citizenship, NDRS, EPRS, non-statutory ceremonies and ceremoniesPayments on lineFinance reportsStats reportsLink to SAPCouples can go on line create an account book, develop and pay for their ceremonyAppointments can be booked and paid for on lineRobust finance reports producedLinks to SAP for budget forecasting

Nicola Riddel 31/3/2020

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)12

Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact

ManagerResources

Libraries National Society of Chief Librarians Culture offer – including delivering the David Vaisey prize for libraries and the Art of Libraries project. Deliver the National Summer Reading Challenge to school children aged 4 to 11 to ensure literacy levels are maintained during the Summer holidays. Deliver “Getting ready for School” children’s activities, Book Start distribution and increase number of code clubs in libraries. Review Library charges and introduce debt recovery process Re-locate Library Services for Education, mobile and delivery vehicles, library book stack and distribution centre from Quayside House Undertake new tenders for Collection HQ, CUSP stock procurement and e-stock. Undertake library refurbishments to accommodate the Growth Hub network and to meet changing customer needs.

Jane Everiss 102 fte

Registration Service The legislation governing Registration is::

Marriage Act 1949 Births and Deaths Registration Act 1953 Marriage Act 1949 (Amendment) Act 1954 Marriage (Scotland) Act 1956 Marriage (Enabling) Act 1960 Population (Statistics) Act 1960 Marriage (Registrar General's Licence) Act 1970 Legitimacy Act 1976 The Marriage Act 1983 The Marriage (Prohibited Degrees of Relationship) Act 1986 The Marriage Act 1994 The Registration of Births, Deaths and Marriages Regulations 1968 The Registration of Births, Deaths and Marriages (Amendment) Regulations 1969, 1974, 1976, 1996, 2006 and 2007 The Marriage (Authorised Persons) (Amendments) Regulations 1974 The Registration of Births and Deaths Regulations 1987- The Registration of Births and Deaths (Amendment) Regulation 1988, 1989, 1991, 1992 &

1994 The Registration of Marriages Regulations 1986 The Registration of Marriages (Amendment) Regulations 1996 The Registration of Births, Deaths and Marriages (Miscellaneous Amendments) Regulations 1995 The Marriages and Civil Partnerships (Approved Premises) Regulations 2005

The Registration Service is responsible for the delivery of statutory services; registration of births, deaths, still births, re-registrations, marriages, civil partnerships, notice of marriage and intention to form civil partnership, conversions, licensing approved venues and approved persons, keeping records of approved persons, making quarterly returns of marriage for the clergy and reporting possible sham marriages to the Home Office. The service is also responsible for the delivery and management of citizenship, the custody and care of historic records and the issuing of copy certificates and reporting fraudulent certificate requests to the General Register Office (GRO). Registration supports the council by signing up families to the library service, handing out information about council services, providing information about scams and by delivering the Tell us Once (TUO) service.

Jane Everiss

Customer Services Ongoing provision of access to services and information in response to requests from the public, agencies and partner organisations. These requests are made by phone, fax, e-mail, web generated contact from the GCC website, post and face to face. This is achieved through the Contact Centre and Shire Hall Reception

Tricia Gallagher 32.6 FTEs + 4 Apprentices. 9 vacant posts


Risks affecting an objective IR Score Controls RR

ScoreRisk

CategoryFurther actions

Action Due Date FA Owner

Risk appetite:

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Place Hubs –Business Plan (2018/21)Future Direction

Telephony system – migration could cause issues. Functionality could transform contact and may negate the need for a CRMClosely related to the Adult Single Programme

Employment and Skills

Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Project Objective Benefits Sponsor & Manager Key dates / timescalesGloucestershire Employment and Skills Board (GESB)

Establish the priorities for the Gloucestershire Employment and Skills Board.

Develop operational plans that focus on the key priorities of the Board:

1.1 Apprenticeships1.2 Ageing workforce and dealing with

replacement demand1.3 Stronger links between schools, colleges

and businesses1.4 Improved, impartial careers support for

schools and colleges based on accurate and up-to-date Labour Market Information

Greater uptake of work-based learning and apprenticeships in the county, resulting in a better qualified workforce

Local businesses retaining their skilled workforces for longer and improved knowledge transfer to younger workers

Greater progression into local businesses from schools and colleges resulting in more young people entering and being retained within the local workforce. Greater productivity of local businesses.

Nigel Riglar & Peter Carr Key actions/workplan for initial GESB priorities to be finalised by end of March 2018

Budgets for Key actions/workplan for initial GESB priorities to be finalised by end of April 2018

Other key dates within the GESB workplan

EU-funded Employment and Skills Programmes

Successful delivery of the existing European Social Fund (ESF)-funded employment, skills and social inclusion projects in the County.

Extension of the ESF and EFA-funded skills projects to from July 2018 to March 2019

Commissioning/procurement of additional ESF-funded projects with Big Lottery and with DWP for social inclusion and employability

In total the five skills projects are targeted to reach over 1,500 SMEs and approx. 4,400 individuals

The two employability projects are targeted to reach over X SMEs and Y individuals (To be added)

Nigel Riglar & Peter Carr Five skills projects funded by European Social Fund (ESF) and contracted through the Education and Skills Funding Agency (ESFA) in Gloucestershire. Funding for these five projects totals £6.94m running to March 2019.

Two further employability ESF projects, one contracted via DWP directly and managed by learndirect (the Workstart project) and one social inclusion and employability project contracted via Big Lottery and managed by a combination of Gloucestershire County Council and Gloucestershire Gateway Trust (the Going the Extra Mile or GEM project). Contracts for these two projects are £1,215,000 and £3,100,000 respectively running to 2019.

Performance and contract management via ESFA (skills projects), DWP and Big Lottery respectively and the GCC Lead Commissioner - Skills and Employment

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Place Hubs –Business Plan (2018/21)Project Objective Benefits Sponsor & Manager Key dates / timescales

(all projects).

Digital Skills Partnership Establishment and effective functioning of a Local Digital Skills Partnership

Increased digital skills of Gloucestershire residents and businesses resulting in greater productivity and greater online engagement and uptake of digital services

Nigel Riglar & Peter Carr Establishment of Gloucestershire Digital Skills Partnership in 208-19.

Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateArtshapeCinderford ArtspaceNational Star

£400K providers delivering Adult Education via Education & Skills Funding Agency (ESFA)

Pete Carr July 2018

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesAdult Education provision across Gloucestershire including community learning and skills delivery

Direct delivery of courses focussing on improving skills in English, Maths and Employability - a proportion of the work is commissioned from external providers

Pete Carr Management and delivery of programme resourced through ESFA grant funding (approx. £2.7 million p.a.)


Risks affecting an objective IR Score Controls RR Score Risk Category Further actions

Action Due Date FA Owner1) Lack of budget/resources for GESB priorities and

actions prevent delivery of KPIs including county apprenticeship targets. Resulting reputational damage for GCC

Risk Owner Risk appetite:Action Due Date FA Owner

1) If GFirst LEP and GCC are unable to commission the two follow-on ESF employability projects then Gloucestershire residents will miss out on a further £3.35m investment of ESF funding. (£1,763,000 of ESF funding direct through the DWP employability contract and a further £1,597,400 via Big Lottery.)

2) Fewer referrals to and from Adult Education Gloucestershire and so fewer individuals being able to get access to community learning and skills development opportunities to build their skills, confidence and employability.

3) Negative impacts on the commissioning of suitable employability and skills support for a range of customers further from the labour market, including residents with learning

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Place Hubs –Business Plan (2018/21)difficulties and disabilities

Future DirectionUnable to secure budget to deliver GESB work plan

Joint Waste Committee (JWC)

Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component Projects Objective Benefits Sponsor & Manager Key dates /

timescalesResidual Waste Treatment – Construction and mobilisation of Javelin Park Energy from Waste facility.

Construction and commissioning To ensure that the contract is mobilised on time and in line with the contract requirements.

Ensure new facility opens on time so that financial and environmental benefits of residual waste treatment begin to be realised.

Wayne Lewis & Rachel Ferris

Facility to be fully operational by Jul 19

Waste transfer To ensure waste transfer arrangements are in place to deliver waste to Javelin Park.

To ensure cost effective and efficient transfer of waste to Javelin Park to minimise direct delivery (reducing vehicle movements and improving waste collection efficiency).

Wayne Lewis & Judith Harper

Transfer arrangements operational Mar to Jul 19.

Mobilisation/operational interface To ensure waste collection authorities and their service providers deliver waste to Javelin Park in a safe and efficient manner.

Ensure all operational aspects are considered in partnership with the WCAs.


Conclude by Mar 19

Waste composition analysis To complete a four-season waste composition analysis of local authority collected residual waste.

A baseline composition of waste to be treated at the energy from waste facility.


Conclude by Mar 19

Programme Component Projects Objective Benefits Sponsor & Manager Key dates / timescales

HRC service development Review HRCs to explore service efficiency opportunities.

To review opening hours and charging policies at HRCs in order to identify efficiency savings contributing to GCC's MTC3 savings programme.

Potential to reduce misuse of sites by businesses. Reduced budget expenditure.

Wayne Lewis & Roger Smith

Complete review by Oct 18.

Procurement and installation of mobile compaction.

To renew compaction equipment at HRCs in order to provide a more efficient and cost effective waste compaction process.

Reduced breakdowns (and associated maintenance costs). To improve site availability and operational resilience.


Commence first site installation in Jun 2018 and conclude installation across four sites by Jun 19.


Procurement of composting & food waste treatment.

Garden waste composting procurement.

To ensure continuity of service post-2019.

Ensure continuity of service and best economic value.


Complete by Jan 20

Food waste treatment procurement. To ensure continuity of service post-2019.

Ensure continuity of service and best economic value.


Complete contract extension by May 18


Review and renew the Gloucestershire Joint Municipal Waste Management Strategy.

A revised waste strategy and related stakeholder consultation.

To provide longer term strategic direction to the joint waste partnership.

Clear and agreed future direction and service objectives for municipal waste management across Gloucestershire.

Wayne Lewis & Andy Pritchard

Feb 20

Review JWC funding Review of funding of the Joint Waste To ensure that funding arrangements Clear and equitable payment mechanism(s) Wayne Lewis & Andy Oct 18

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arrangements.Team and of recycling credit arrangements.

remain sufficient to deliver joint waste committee objectives and are shared equitably by the partner councils.

that support the work and future needs of the joint waste committee.

Pritchard

Delivery of waste prevention and communications campaigns.

Communications and community engagement campaigns on:

Recyclable materials quality Food waste reduction and

recycling Plastics reduction and

recycling Mobilisation of residual waste

treatment contract Reusable nappies Home and community

composting

To reduce waste and increase recycling. Cost savings and environmental benefits from reduced residual waste treatment/disposal and increased recycling.

Wayne Lewis & Andy Pritchard

Mar 19

Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateUbico HRCs £1.73M Management and operation of Household Recycling Centres Roger Smith August 6th 2021Cory Landfill, composting, bulking & transfer

£15.9M Provision of waste disposal services Roger Smith August 6th 2018

Rosehill Farm IVC £488k Provision of mixed food and garden waste treatment Roger Smith September 2019Andigestion AD £0 Food waste treatment Roger Smith October 2019Resource Futures Real Nappy project £50k Promotion of real nappies, investing savings in avoided landfill costs. Andy Pritchard April 1st 2018

Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesParticipation in the JWC Involvement in decision making surrounding activities in the JWC Business Plan Wayne Lewis Joint Waste TeamAdministering authority for the JWC As set out in the Inter Agency Agreement between Gloucestershire County Council, Tewkesbury Borough Council, Forest

of Dean District Council, Cotswold District Council and Cheltenham Borough Council.Wayne Lewis Democratic Services,

Legal Services, Finance and HR Business Partners.


Risks affecting an objective IR Score Controls RR Score Risk Category Further actions

Action Due Date FA Owner1) Failure to deliver expected benefits/ outcomes from

the Residual waste project impacting on future budgets and the environment

25Project Management in place to deliver programme.Business case and clear fallback strategy in place.Performance and Risk Management arrangementsFully resourced team; Clear milestones with member engagement

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Future DirectionA review of Gloucestershire’s Joint Municipal Waste Management Strategy will be conducted over the next year in order to renew and agree a long-term strategy and service objectives for managing municipal waste across Gloucestershire. This will build on a number of recent successes: Gloucestershire’s recycling rate continues to increase, exceeding 50% for the first time in 2016/17 (and already meeting the EU waste framework directive target of 50% by 2020). A continued commitment to waste reduction and increased recycling will be made. The Javelin Park Energy from Waste facility will be operational from summer 2019. Local reliance on landfill for the disposal of household residual waste will have dramatically reduced and instead Gloucestershire’s household waste will be generating electricity. The facility will generate enough electricity to power around 25,000 homes.

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