Environmental Services Improvement Plan

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Environmental Services

Service Improvement Plan

2012–2015

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Environmental Services Improvement Plan 2012 – 2015

Contents Page

1. Introduction 3

2. Role of the service and key activities 5

3. Three year strategic assessment 10

4. Council/Community Plan themes and relationship to Environmental Services outcomes

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5. Resources 20

6. Action plan 23

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1. Introduction

1.1 This Service Improvement Plan for Environmental Services covers the period from 2012 – 2015. The plan outlines what Environmental Services intends to achieve over the next three years based on the financial and employee resources likely to be available.

1.2 The plan identifies the principal factors that will influence service needs, their development and delivery. It also sets out the priorities Environmental Services will pursue and the outcomes to be achieved over the next three years. An Action Plan detailing the outcomes and the priority actions to achieve them is included in section six.

1.3 One of the major factors that will influence service delivery over the next few years is the challenging financial environment. The plan sets out the likely impact that the financial challenges will have on Environmental Service and our plans for addressing them.

1.4 The Revenue Estimates for 2012/13 were approved by the Council at its meeting of 16 January 2012. The Council also agreed both savings and investments proposals for Environmental Services and these are detailed in this plan. The most significant

savings proposals for Environmental Services continue to be related to the Best Value Service Reviews as agreed by the Council on the 4 November 2010 and spread over the 2 year period 2011/12 & 2012/13, namely of StreetScene, Schools Catering and Soft FM (Building Cleaning) The three reviews involve significant service redesign, changes to specifications & working practices and revised service outcomes. The implementation of these 3 service reviews and other efficiencies agreed by the Council will deliver approximately £7 million of savings over the two year period 2011/2013. The Revenue Estimates for Environmental Services for 2012/13 are more fully detailed in Section 5 of this plan.

1.5 As part of the Environmental Service’s strategic planning process, a workshop for over 40 employees was held in January 2012. The aim of the workshop was to give

employees the opportunity to give their view of what the priorities for Environmental Services should be over the next three years. Actions and initiatives identified during the workshop have been incorporated into the Service Improvement Plan or the relevant operational and business plans as appropriate.

1.6 Environmental Services employees have also had the opportunity to express their views through the roll out of the Public Service Improvement Framework (PSIF) self assessment tool within the four areas of Resource Services, Regulatory Services,

Amenity Services and Site Services. Improvement plans have been developed for each of the four service areas, with an overall PSIF Improvement Plan being developed for Environmental Services. These plans have also been considered in the Service Improvement Plan process.

1.7 The Service Improvement Plan takes account of the themes, actions, outcomes and targets contained in the Community Plan, Single Outcome Agreement and Council Plan. The Community Plan and the Single Outcome Agreement detail how the Council and its partners will work together to deliver the vision and outcomes for Renfrewshire. The Council Plan sets out what the Council will do achieve its ambitions for

Renfrewshire.

1.8 The Community Plan and Council Plan share a vision for Renfrewshire which is “In 2017,

Renfrewshire thrives with learning, business and opportunity. Its people are fitter, healthier, more confident and productive. Vulnerable people are supported and cared for. The area

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1.11 Environmental Services has identified 14 priority outcomes and these relate directly to the 6 key themes in the Council/Community Plan, the 3 additional working groups in the Community Plan and the relevant outcomes and targets contained within the

Community Plan and the Single Outcome Agreement. The priority outcomes are shown below and are expanded further in Section 4 and in the Action Plan.

Key Theme: Safer and Stronger

• community safety is improved and antisocial behaviour is reduced • the risk of harm to public health is reduced

• protection for consumers through fair trading practices is increased and the level of intellectual property crime in Renfrewshire is reduced

• hygiene standards in food businesses are improved Key Theme: Wealthier and Fairer

• the vitality and attractiveness of Renfrewshire and its Town Centres is improved Key Theme: Greener

• air quality in Renfrewshire is improved

• the environmental impact of waste generation and the impact of carbon emissions is reduced

• the environmental quality of land and remediation of identified contaminated land sites is improved

Key Theme: Smarter

• improved, smarter and alternative service delivery models are achieved • the skills of our employees to deliver smarter service outcomes are increased Key Theme: Healthier

• improve children’s diets and contribute to improving mental health and longevity • the proportion of residents involved in physical activity through our parks and

play area strategies is increased Key Theme: Developing Our Organisation

• design services to meet the needs of our customers and use resources efficiently and effectively

• consultation and engagement with communities is increased and community citizenship is improved

2. Role of Environmental Services and Key Service Activities

2.1 The principal role and purpose of Environmental Services is to provide Regulatory Services (consumer protection, environmental strategy and community safety), Amenity Services (waste management and refuse collection), StreetScene (street cleansing, grounds maintenance, Land Services – including parks and cemeteries), Transport (vehicle maintenance, fleet management and social transport) and Site Services (facilities management services of integrated janitorial, cleaning, catering and school crossing patrollers).

2.2 The services are provided to the public of Renfrewshire, to other services within the Council and to community partners. Environmental Services has a gross expenditure budget of over £48 million. Environmental Services has approximately 1,600

employees to deliver these wide ranging and highly visible services at over 170 Council premises and to over 80,000 households and businesses across Renfrewshire.

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advisory/educational activities. These activities ensure the safeguarding of public health, and the protection of the environment, consumers, workers & local communities within Renfrewshire.

2.3 Environmental Services has an active role in supporting elected members and plays a key role within the five local area committees. Environmental Services has an

important role to play in the delivery of desired outcomes and targets for Renfrewshire as set out in the Single Outcome Agreement, Community Plan and Council Plan. In addition, Environmental Services makes an active contribution to support corporate working on the Council’s civil and emergency arrangements.

Key Activities

2.4 The key activities and related service facts of Environmental Services include: • Providing over 6 million waste and recycling collections and collecting

approximately 90,000 tonnes of waste each year.

• Providing recycling services, including green waste collections, co-mingled recycling collections and operating 6 household recycling centres.

• Ensuring Renfrewshire’s 2,500 streets are clean and litter free.

• Maintaining, through StreetScene & Land Services 1,100 hectares of open space including 32 public parks, 1 country park, 94 play areas, 1 golf course, 9 cemeteries and war memorials across Renfrewshire.

• Providing an integrated Community Safety Service to better address community safety issues through effective multi-agency joint working.

• Delivering an integrated response to litter, graffiti, fly-tipping and dog fouling through the Renfrewshire Wardens and StreetScene activities.

• Maintaining around 320 vehicles including both heavy and light fleet. • Providing a social transport service to social work centres and assisted

special needs schools.

• Providing around 1.3 million healthy school meals in our nursery, primary, secondary schools and assisted special needs schools.

• Providing an integrated soft facilities management service including cleaning, window cleaning and janitorial services at over 170Council properties.

• Providing an integrated housekeeping service (catering and cleaning activities) at Social Work residential establishments.

• Leading the facilities management contract monitoring and compliance activities on behalf of the Schools PPP Project.

• Providing a school crossing patrol service to over 120 points across Renfrewshire.

• Dealing with over 5,000 requests, as part of the Council’s Clean

Renfrewshire campaign, for assistance with community safety, anti-social behaviour and environmental crimes. The Renfrewshire Wardens service issues over 500 fixed penalty notices for litter and dog fouling, and over 150

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fixed penalty notices for smoking in public spaces.

• Protecting public health through the control of nuisance, including pest control and animal warden service. This includes responding to over 2,500 allegations of statutory nuisance complaints.

• Inspecting over 1,500 premises each year to assess compliance with Health & Safety and Food Hygiene legislation.

• Dealing with around 1,500 requests per annum for assistance from businesses and members of the public in respect of Trading Standards. • Maintaining air quality across Renfrewshire through monitoring at 46

locations.

• Providing occupational health and safety enforcement in relevant work premises to protect employees, workers and the general public within Renfrewshire.

• Providing environmental protection support to improve private sector housing standards and conditions in houses in multiple occupation and private landlords.

• Implementing the Council’s Contaminated Land Strategy and in particular the remediation works at the Royal Ordnance Factory (ROF) Bishopton site. • Working with external inspection agencies such as the Vehicle and Operator

Services Agency, the Food Standards Agency and the British Standards Institute and responding to their regular inspection requirements.

• Managing two of the Council’s Trading Operations namely Catering and Vehicle Maintenance. Both services have a combined turnover of £7.8 million and are expected to achieve surpluses of £0.955 million which will contribute to the net cost of services funded by Council Tax.

• Contributing to the Council’s Asset Management Master Plan including the strategic development of Soft FM services within the Building Better

Communities project and schools estate strategy, interface between Soft FM and the Council’s Corporate Landlord approach to building maintenance and the worksmart project.

Key Achievements

2.5 Over the past year the key achievements of Environmental Services that contribute to the SOA, Community Plan, Council Plan and to the delivery of the Environmental Services priority outcomes include:

• Achieving a recycling rate of 42.8% which exceeded the 2010 national target of 40%. The percentage of household waste recycled has increased consistently over the last three years from 30.5 % in 2008/09 to 42.8% in 2010/11.

• Reducing the amount of biodegradable waste being landfilled consistently over the last three years, from 41,050 tonnes in 2008/09 down to 33,185 tonnes in 2010/11.

• Progressing the Council’s long term waste strategy to meet the requirements of the national Zero Waste Plan issued in June 2010 and the Zero Waste

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Regulations issued in October 2011 including responding to the formal Scottish Government consultation in January 2012. It is anticipated that the regulations will become legislation in Spring 2012. Environmental Services led the

preparation of a Final Outline Business Case (Technical) for the Clyde Valley authorities as part of the shared services workstream for the procurement of a residual treatment & disposal infrastructure. An Inter Authority Agreement for participating Councils was also prepared by Renfrewshire Council on behalf of the Clyde Valley participating authorities.

• Implementing the findings of the Best Value Service Reviews of Schools

Catering, StreetScene, Janitorial and Soft FM (Building Cleaning). The service reviews examined and challenged service specifications, employee resources and service delivery arrangements. The service reviews have progressed over the last year through extensive service redesigns and changes to working practices, including the delivery of the 2011/12 savings agreed by the Council.

• Leading the cross cutting Review of Community Safety through the development of a “hub and spoke” model to direct, manage and co-ordinate strategic

development/joint tasking, enforcement and front line mediation activities. Key staff from the Renfrewshire Wardens service, Strathclyde Police and Asist have now been brought together within Environmental Services, to provide a more co-ordinated approach to tackling anti-social behaviour. A Case Management pilot has been set up in Paisley to develop the integration of community safety activity in Renfrewshire. Work is ongoing to jointly progress the CCTV workstream in partnership with Strathclyde Police.

• Implementing the findings of the two transport reviews carried out in 2010/11, with the operational actions now completed. Work is progressing in scoping the planned strategic review of all transport activities.

• Renfrewshire Wardens enhanced their service provision to target the specific problem areas for fly-tipping and graffiti. This has led to improved intelligence sharing with other community partners. Over the year further enforcement activity has led to the issue of fixed penalty notices for litter, dog fouling, smoking, fly tipping and parking.

• Renfrewshire Wardens also participated in a number of youth related projects • Sustaining the increase to the street cleanliness index score and facilitating a

number of clean ups with community groups and schools over the year.

• Progressing a review of the Council’s Household Waste and Recycling Centres with revised opening hours and shift working arrangements being developed. • Completing the investigatory contaminated land works at specific sites in

Linwood with the longer term remediation plan now being prepared.

• Progressing a community engagement “do your bit” initiative as part of the Council’s severe weather campaign. In addition Environmental Services undertook a lead role within the Council, providing a proactive response to the severe weather both operationally and in communication with the public and elected members.

• Rolling out the Public Sector Improvement Framework (PSIF) across Environmental Services in 2011 (Resource Services, Regulatory Services,

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Amenity Services and Site Services) with a PSIF news letter being produced and issued to employees in November 2011.

• Improving school meal menus following consultation with pupils and parents to encourage the uptake of both paid and free meals. Further improvements, through service redesign, as part of the wider review of the Schools Catering service are being developed.

• Following a major investment by the Lawn Tennis Association, improvements were completed to the tennis courts at Brodie Park.

• Reviewing training needs in StreetScene, Building Cleaning and Catering services to ensure our employees have the appropriate skills to carry out their duties. Around 30% of front line employees currently have SVQ’s, reflecting turnover of employees in these front line areas.

• Implementing revised staffing arrangements and reductions within our front line workforce as part of the Best Value Service Reviews.

• Delivering the Transforming Renfrewshire initiatives, including Corporate Business Support and Purchasing, through centralised and embedded service arrangements to deliver both efficiency savings and service improvements. 2.6 Environmental Services received the following accreditations and awards during 2011/12:

• The Customer Service Excellence Standard was achieved in November 2011. Customer Service Excellence Standard replaces Chartermark and is a driver of continuous improvement and an accreditation for organisations which

demonstrate achievement in providing customer focussed services. • The Food Standards Agency Scotland carried out a statutory audit of

Environmental Services Food Law Enforcement Service in October 2011. A positive audit report with no recommendations was received and several areas of good practice were noted.

• The British Standards Institute (BSI) carried out a successful re-certification audit on Environmental Services Quality Management System (ISO9001), with

registration for a further three years recommended. The Quality Management System covers the strategic management and frontline operation of all services within Amenity Services, Transport, StreetScene, Site Services and Regulatory Services.

• BSI also undertook an assessment of the Environmental Services Food Safety Management system (ISO 22000), with the system found to be effective and no new non conformities identified. In addition, Environmental Services also

retained ISO 18001:2007, which is the standard for occupational health and safety management systems.

• The ‘Improved Recycling through Service Re-Routing’ project was a finalist in the Association of Public Service Excellence (APSE) Best Environmental Initiative category. In addition, Refuse Collection was a ‘Most Improved Performer’ finalist in the APSE Performance Networks awards.

• The Renfrewshire Wardens Service achieved a bronze CoSLA Excellence award for their Dog Fouling Campaign and achieved a further bronze award with their

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• The Renfrewshire Wardens Service and Strathclyde Police ‘Body Worn Video Camera’ initiative won an ‘outstanding contribution’ award at the Scottish Police Awards in November 2011.

• Three Environmental Services projects - Fake Free Renfrewshire, Dog Fouling Campaign and Safer Renfrewshire Partnership - were finalists in the

Renfrewshire Quality Awards 2012.

2.7 Environmental Services will continue to use the Public Service Improvement Framework (PSIF) self evaluation tool, Customer Service Excellence Standard and Best Value Toolkits to ensure that services are scrutinised and continuous improvement is achieved.

3. Three Year Strategic Assessment

3.1 The main policy, economic, social and technological changes and challenges which will affect service development and delivery over the next 3 years are listed below. These have been prioritised to reflect the key issues that Environmental Services will be focussing on in the first year of this Service Improvement Plan as well as the ongoing issues that will be taken forward over the full period of this plan.

• Economic Outlook and Financial Pressures – the current economic climate in the UK means that the Council and the public sector more widely face a number of financial pressures and challenges in both the medium and long term. Environmental Services will continue to review its services in order to identify and deliver efficiencies to help the Council manage the expected reduction in resources and increasing demand pressures. The impact of changes to welfare reform may have an impact on our customers and employees. The Council has agreed to implement the living wage pay rate which will support employees within the Catering, Cleaning and

School Crossing Patrollers areas of Environmental Services.

• Public Sector Reform and National Policy Development - the Scottish Government established the Christie Commission on the future delivery of public services in November 2010. The Commission’s remit was to

investigate the long term trend and models of service delivery across the public sector set against a backdrop of increasing demand for services and demographic change and diminishing resources. The Commission report of June 2011 focussed on –

A move towards prevention

A move towards locally integrated service delivery driven through partnerships/ collaborative working

Workforce development A sharp focus on performance

One of the key objectives of the Commission is that public services should constantly seek to improve performance and reduce costs. Underpinning the overall approach is an emphasis on delivering improved outcomes for people and communities. The preventative focus of the Christie

Commission will be of particular relevance to the activities of Regulatory Services, as specifically related to Community Safety and the wider context of Health & Environment.

There will also be challenges emerging for the Council from changes in the political and national policy context in which it operates. This will include

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the outcome of the consultation on reforming the Police and Fire & Rescue Services in Scotland. This will be monitored in relation to the impact any changes may have on the Environmental Services Community Safety service. This will include the potential for the Council to be involved in pathfinder activities with its partners.

• Service Reviews and Change – linked to the ongoing requirement to deliver financial savings, Environmental Services will continue to review its services to ensure that Best Value is achieved. This will include the second year implementation actions from the Best Value service reviews of

StreetScene, Schools Catering and Soft FM (Building Cleaning)

• National Waste Strategy – the Scottish Government launched Scotland’s Zero Waste Plan (ZWP) in June 2010. The key policy issues and targets which are included in this Zero Waste Plan (ZWP) will affect and impact on Renfrewshire’s future waste strategy and service delivery over the next 3 years. It is expected that Zero Waste Regulations will be laid before Parliament in 2012. The key areas of the legislation are likely to be: • a ban on sending biodegradable waste to landfill to be introduced by

2020

• Councils to provide separate collections of paper and card, plastic, glass and metals by 2013 from both households and businesses • Councils to introduce food waste collections by 2015 and begin

implementation by 2013

• Requirement for businesses to separate glass, metal, plastic, paper & card and food by 2013 (including schools)

• Ban on sending materials collected for recycling to landfill or incineration by 2013

• A requirement for Councils to make public statements about what happens to household waste

The Council is currently developing a long term residual waste treatment and infrastructure solution through the Clyde Valley shared service workstream. In addition Environmental Services will deliver further

changes to kerbside recycling collections to help the Council achieve the national recycling target of 50% by 2013. These changes will include the introduction of co-mingled glass collections, food waste collections and a review of Household Waste Centre provision and the potential

development of a super-hub at the Underwood Road depot.

• Specific Financial Challenges of Landfill Tax/Fuel/Food Costs - Environmental Services has a number of specific financial challenges to meet including Landfill Tax increases and rising fuel and food costs. Landfill Tax will increase by £8.00 per annum and will reach £80.00 per tonne (currently £64.00 per tonne) in April 2014.

• Shared Services - the development of shared services for waste management will be progressed over the period of this Plan. Environmental Services has fully participated in the Clyde Valley programme of reviews, including specifically the waste management workstream and led the development of a Final Outline Business Case (Technical) and the associated Inter Authority Agreement for a long term solution for residual waste. The procurement of a joint Clyde Valley residual waste treatment and infrastructure solution will be progressed over the period of the plan.

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• Transforming Renfrewshire – Environmental Services will continue to participate in the Council’s transformation agenda in the redesign of services to develop more efficient ways of working and deliver essential savings. Work will continue on the key workstreams of asset management and worksmart as well as individual projects relating to procurement, business support, information technology and customer management. • Review of Community Safety – during 2011 key staff from the

Renfrewshire Wardens service, Strathclyde Police and Asist were brought together within Environmental Services in the first phase of implementation of the new “hub and spoke” community safety service. A Case

Management pilot has also been set up in Paisley to develop the integration of community safety service in Renfrewshire. Work will

progress to develop community safety initiatives, joint tasking processes, diversionary activities and improved CCTV provision.

• Workforce Planning – the aim of the Council’s workforce plan is to ensure that the Council has a flexible workforce aligned in terms of skills and deployed to meet service demand and customer expectation. The

workforce planning priorities will be organisational development, leadership development, skills development, recruitment and retention and equalities. These priorities will be reviewed to ensure that service provision is

continually improving and sustainable.

• Best Value 2, External Scrutiny and Self Evaluation – in 2009 Audit Scotland reviewed its approach to Best Value audits. The revised approach involves a shared risk assessment carried out by all scrutiny bodies that engage with the Council. The outcome of the Shared Risk Assessment (SRA) is an Assurance and Improvement Plan (AIP) setting out the planned external scrutiny and inspection to be carried out over the next three years. While the Council will not be subject to a comprehensive Best Value audit over the next two years, it is important that the Council continues to demonstrate Best Value. To support this Environmental

Services will continue to use the PSIF self evaluation tool, BV2 toolkits and also learn from the external scrutiny activities of bodies such as the Food Standards Agency, Scottish Environment Protection Agency, Vehicle and Operator Services Agency and the British Standards Institution.

• Equalities - with reductions to public spending levels local authorities will be required to make difficult financial decisions. In April 2011 the Equality Act introduced a new public sector general equality duty which became law in Scotland. The general equality duty requires Scottish public authorities to pay “due regard” to the need to eliminate discrimination and promote equality. Assessing the potential impact of proposed changes to policies, procedures and practices is one of the key ways in which local authorities can show “due regard”. Within Environmental Services, both the Senior Leadership Team and Extended Senior Leadership Team will endeavour to integrate these duties into normal working practices and will continue to undertake equality impact assessments when considering future policy, budget and service changes. In addition a number of equality specific campaigns, as led by the Extended Leadership Team will be rolled out across Environmental Services

• Review of SOA, Council Plan and Community Plan – the Council and Community Plans will be refreshed in 2012. The new plans will set out the Council’s aims and priorities going forward over the medium term of this

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plan. The Senior Leadership Team and Senior Service Managers from across Environmental Services are actively contributing to strategically influencing and informing the new plans. The Environmental Services Service Improvement Plan will be updated to reflect these aims and priorities as well as any changes to the priorities of the Single Outcome Agreement.

• Schools PPP Contract – Formal preparations are commencing in relation to the required 5 year contract benchmarking of facilities management services within the Schools PPP Contract. This work requires to be done as a corporate project in conjunction with Environmental Services, Finance & Corporate Services and Education & Leisure Services. To facilitate the exercise an external audit of the FM contract monitoring and compliance arrangements and processes is progressing. In addition a corporate and wider review of this PPP contract is also progressing.

3.2 In addition to the most significant challenges set out above there are other key areas which Environmental Services will focus on over the next 3 years. These are;

• Delivering the investment proposals agreed by the Council at its meeting on the 16 January 2012, including the implementation of the living wage (in particular within Catering, Cleaning and School Crossing Patrol employees), play park investment, Barshaw Park investment and improving community safety through an investment in CCTV provision.

• Workforce planning issues arising from service changes and the implementation of new working practices including shift working in some significant areas including StreetScene and Waste Services. Environmental Services will ensure employees have the skills to carry out their duties and meet future service requirements as well as providing developmental opportunities through the Management Development Programme (MDP) and the Managing Team and Individual Performance

Development (MTIPD) policy. The review of existing arrangements is a key workstream of the Environmental Services Extended Senior Leadership Team. Training of our front line workforce is a key issue and priority for Environmental Services – current arrangements are being reviewed and refreshed to provide recognised training awards for our front line workforce, to be delivered through the establishment of a dedicated training hub approach.

• Advancements in technology will be explored including the introduction of the Symology system in StreetScene as a means of delivering improved and more efficient services. This will be complemented by the provision of hand held devices to improve productivity and flexibility. Environmental Services will also increase access to technology to all front line employees and increase opportunities for employees to participate in e-learning.

• Improve communication and engagement with Environmental Services employee’s through the ‘TeamTalk’ process and the development of briefing sessions and strategic planning workshops. This will include a review of the ‘TeamTalk’ arrangements within Environmental Services, particularly in relation to front line employees.

• Continue to drive improvements in managing absence performance through the absence management working group, including investigating best practice authorities and standardising processes and procedures.

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4. Council/

Community

Plan

themes and Service Outcomes

4.1 This section details the outcomes that Environmental Services aims to achieve over the period of this plan. The Council Plan/Community Plan themes are set out below, along with the Environmental Service outcomes which will contribute to each theme, and the key actions necessary to achieve the outcomes. Details of the actions are contained in the Action Plan at section 6 as well as in other strategic and operational plans.

Key theme 1: Safer and stronger

Priority outcome - community safety is improved and antisocial behaviour is reduced

The key activities that Environmental Services will undertake to ensure achievement of this priority outcome are:

• As part of the agreed investment of £1.514 million in improving community safety and access to our town centres, help deliver improved CCTV

operations across the town centres in Paisley, Johnstone and Renfrew. • Further develop the new integrated community safety service (“hub &

spoke” model) for Renfrewshire through more effective joint working including new public space CCTV provision.

• In conjunction with the Council’s asset management strategy, deliver the future service and investment strategies for parks, play areas and cemeteries. For parks and play areas this will require improved community engagement and potential community ownership models.

• Contribute to the delivery of local action plans through the local area committee structure and enhance localised performance reporting.

• Implement new StreetScene service specifications based on a zone approach to allow the prioritisation of resources over our high profile areas. This will also allow the enhancement of local bio diversity through the creation of naturalised areas throughout Renfrewshire’s open spaces.

• Continue to progress contaminated land issues within Renfrewshire, including the now commenced remediation works at the ROF Bishopton and the actions arising from the contaminated land remediation strategy for sites in Linwood.

• Support the Council’s work in reducing its carbon footprint through the application of vehicle routing and tracking technology, energy management in schools and reducing the amount of waste sent to landfill.

• Progress the “do your bit” campaign with the local community encouraging participation in clean up events and providing resources and communication support to the Council’s response to severe weather conditions.

• Review the service’s performance scorecard taking into account the introduction of a new national suite of benchmarking performance indicators by SOLACE as well as contributing to the APSE performance network of performance data.

• Delivering the key outcomes from the four service specific PSIF improvement plans and develop an integrated PSIF improvement plan for Environmental Services as a whole.

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Priority outcome - the risk of harm to public health is reduced

• Develop partnership procedures with Housing & Property Services in relation to disrepair in the private housing sector.

• Identify houses in multiple occupation and carry out a programme of inspections to ensure licensing conditions are met.

• Increase joint working with the National Health Service (NHS) and partners in relation to the control and investigation of communicable and infectious disease and food poisoning.

• Continue with the priority inspection programme for maintaining occupational health and safety standards in work premises.

Priority outcome - protection for consumers through fair trading practices is increased and the level of intellectual property crime in Renfrewshire is reduced

• Support traders through the changes on the vending machine ban and display of tobacco products as a result of the Tobacco and Primary Services (Scotland) Act 2010.

• Provide a Trading Standards service which encompasses relevant licensing, weights & measures, animal health & product safety and offering an effective response to consumer complaints and requests for business advice.

• Build on the success of the Underage Sales Strategy and work in

partnership with other agencies to ensure continued compliance with the legislation in relation to age restricted products.

• Complete the implementation of the Product Safety Strategy to ensure the safety of consumers in Renfrewshire.

• Further develop the Renfrewshire Trusted Trader scheme to increase consumer confidence in local traders and promote economic

development.

Priority outcome - hygiene standards in food businesses are improved

• Implement the alternative enforcement strategy to ensure the percentage of food premises broadly compliant with food hygiene legislation

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• Undertake health promotion activities within high risk food premises to support new E.coli guidance.

• Increase the number of Eat Safe awards within food business premises in Renfrewshire.

Key theme 2: Wealthier and fairer

Priority outcome - the vitality and attractiveness of Renfrewshire and its Town Centres is improved

• Deliver enforcement activities through the Community Safety Initiative for parking, litter, dog fouling, fly tipping and environmental crimes and nuisance.

• Deliver an integrated programme of education and awareness in schools and local communities of community safety issues.

• Complete the strategic review of our parks and play areas and begin implementation of the findings.

• Work with the Paisley Vision Board in addressing trade waste enforcement issues within Paisley Town Centre.

Key theme 3: Greener

Priority outcome - air quality in Renfrewshire is improved

• Progress an updated air quality action plan for the Paisley Air Quality Management Area and consult with the relevant stakeholders.

Priority outcome - the environmental impact of waste generation and the impact of carbon emissions is reduced

• Continue to increase recycling rates and reduce the amount of waste that is landfilled. Extend and enhance the provision of kerbside recycling arrangements through the introduction of food waste collections and co-mingled glass collections. In addition review the provision of Household Waste Recycling Centres including the potential development of a super-hub at the Underwood Road Depot.

• Continue to work with the Clyde Valley shared service work stream as led by North Lanarkshire Council on the procurement of a residual waste treatment and infrastructure solution.

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• Incorporate the principles of Clean Renfrewshire within the redesigned core activities for StreetScene – including increased community

participation and ownership through the “do your bit” initiative.

• Progress a reduction in carbon emissions through fleet procurement, vehicle routing and tracking, vehicle emissions testing and energy management activities within Schools and other Council premises. • Consider arrangements for reducing the amount of construction waste

that is sent to landfill from the delivery of construction and/or infrastructure schemes.

Priority outcome - the environmental quality of land and remediation of identified contaminated land sites is improved

• Progress the contaminated land remediation strategy as specific to some areas of Linwood, including associated costs.

• Continue to provide Regulatory and contaminated land support for the remediation works as now commenced at ROF Bishopton.

Key theme 4: Smarter

Priority outcome - improved, smarter and alternative service delivery models are achieved

• Deliver the approved service efficiencies and investment projects agreed for 2012/13 and continue to review services to develop proposals for future efficiency savings.

• Complete the second year operational implementation of the Best Value Service Reviews of -

• Soft FM (Building Cleaning) • StreetScene

• Schools Catering (including service pilots to redesign the service)

• Taking forward the key workstreams within the Transforming Renfrewshire programme namely, asset management, worksmart, business support, information technology, customer management and procurement.

• Contribute to the development of the 2012 employee survey. • Progress national priorities, local outcomes and indicators/targets

reflecting the new Renfrewshire SOA and new Community and Council Plans, with the delivery of national outcomes and indicators/targets.

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• Further improve absence performance within Environmental Services through the absence management task group and the sub working group as led by the Extended Senior Leadership Team within Environmental Services.

• Continue to manage and monitor overtime within Environmental Services, in particular Amenity and Site Services, to ensure any overtime

expenditure is managed within the reduced resources available in Environmental Services.

• Review existing policies and work arrangements through the group led by the Extended Senior Leadership Team.

• Deliver the Council’s vehicle replacement programme of £5.062 million over the 3 years of 2012/15.

• Manage the two Trading Operations of Catering and Vehicle Maintenance and deliver their financial targets and service outcomes.

Priority outcome - the skills of our employees to deliver smarter service outcomes are increased

• Monitor the newly implemented Driver and Fleet Management Policy as part of the Council’s Risk Management Plan.

• Review the Environmental Services performance scorecard taking into account the Society of Local Authority Chief Executives (SOLACE) suite of benchmarking indicators and the APSE performance networks set of performance data.

• Deliver the agreed outcomes within the 4 individual service area PSIF action plans and develop an integrated PSIF action plan for

Environmental Services.

• Implement the review of training and development promoting 180/360 reviews, MDP & MTIPD and the use of iLearn as led by the Extended Senior Leadership Team within Environmental Services.

• Continue to promote Teamtalk and deliver regular briefings to ensure effective communication with employees.

Key theme 5: Healthier

Priority outcome - improve children’s diets and contribute to improving mental health and longevity

• Ensure the redesign of the Schools Catering service through service pilots and associated strategic investment continues to meet nutritional

requirements for food and drink provision and increases the uptake of free and paid meals and overall usage of Schools Catering.

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• Continue to work in partnership with the Council’s occupational health service to increase health awareness and promote wellbeing among our employees.

Priority outcome - the proportion of residents involved in physical activity through our parks and play area strategies is increased

• Complete the £250,000 investment agreed for play areas building on the previous investment received from Local Area Committees and also complete the £150,000 investment in Barshaw Park.

• Increase opportunities for securing alternative funding sources to maintain and enhance our parks, play areas and cemeteries.

Key theme 6: Developing our organisation

Priority outcome - design services to meet the needs of our customers and use resources efficiently and effectively

• Increase the number of Scottish Vocational Qualifications (SVQ’s) across Environmental Services, through establishment of a dedicated training hub approach.

• Progress the actions identified within the workforce plan for Environmental Services.

• Maintain regular engagement with the Trade Unions through the

established meeting forums as enhanced during 2011/12 as a result of the significant change programme within Environmental Services.

• Make use of Best Value 2 toolkits to ensure that Environmental Services continues to promote and deliver Best Value across our services.

• Maintain Customer Service Excellence Standard for the whole of Environmental Services.

• Continue to monitor the Schools PPP project and progress the contract benchmarking for catering and cleaning.

• Implement 7 day working through shift patterns within Amenity Services ie both Refuse Collection and StreetScene activities.

• Complete equality impact assessments for all policies, savings and

service reviews and consider legislative changes proposed for 2012/2015. • Provide resources as required over the next three years for the delivery of

the election process in Renfrewshire.

• Continue Crisis & Resilience Management Team (CRMT) meetings within Environmental Services through meetings with the Senior Leadership

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19 Prio and The this

5. Re

5.1 The 201

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own in thousa aning and anitorial 7,625 16% and vices 764 1% Transport Manage 1,33 3% a quarterly ess continu the review Senior Lea to the Ext p Team to Senior Lea al reviews. nsultation nship is im Environmen e: to develop d ensure ef to develop g access to graph belo ervice area

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ands) Streetscene 8,080 17% t ‐ Fleet ement 35 % Trans an y basis. In uity. of roles an dership Te ended Sen focus on v adership T and enga mproved ntal Service and enha ffective co and impro o technolog ow illustrat a.

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sport ‐ Drivers d Garaging 1,380 3% particular nd respons eam and th nior Leade visible and Team leadi agement w es will und nce our we mmunicati ove our use gy for our f

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e 2012/13

Management Support servi 6,308 13% s Renfrew Ward 1,6 3% responsive sibilities wi he key wor rship Team d strategic ng an agre with comm dertake to e ebsite to in on with ou e of techno frontline sta vironmenta

3

t & ces Refu wshire dens 65 % eness, com thin the En rkstreams a m. The Se leadership eed progra munities is ensure ach ncrease cu ur custome ology in pa aff based i al Services Pu use Disposal 9,641 20% mmunicatio nvironmen as already enior p, with the amme of s increased hievement stomer rs. articular n Council s budget fo Refuse Collec 5,683 12% Scho Cross Patro 660 1% Regula Servi 1,73 4% blic Convenie 39 0% on tal y d of or ction ool sing ols 0 % atory ces 38 % nces

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Service Activity Budgeted Gross Revenue Expenditure 2012/13

£000 %

Management & Support services 6,308 13.1% Refuse Collection 5,683 11.8%

School Crossing Patrols 660 1.4%

Regulatory Services 1,738 3.6% Public Conveniences 39 0.1% Refuse Disposal 9,641 20.0% StreetScene 8,080 16.8% Cleaning and Janitorial 7,625 15.8% Catering Client 3,224 6.7% Land Services 764 1.6% Transport - Fleet Management 1,335 2.8% Transport - Drivers and Garaging 1,380 2.9% Renfrewshire Wardens 1,665 3.5%

Total 48,142 100.0%

5.2 The following table illustrates the Environmental Services for 2012/13 in terms of the type of expenditure.

5.3 Resource Implications

The service issues to be addressed within the Environmental Services Action Plan will be met from the agreed Revenue Estimates and from funding allocated to

Environmental Services through the Capital Investment Plan. The budget decisions made as part of the Revenue Estimates process for 2012/13 are included in the above tables.

The savings proposals agreed for Environmental Services for 2012/13 at the Council Meeting of 16 January 2012 include;

• Further efficiency savings arising from the review of the Vehicle Maintenance Workshop,

• Further savings arising from the review of Schools Catering,

• Review of vacancy management procedures and managing absence targets,

• Savings from additional recycling and reduced tonnages.

The base budget for Environmental Services has also been adjusted to reflect unavoidable budget pressures and previous Council decisions. The main Environmental Services base budget changes for 20012/13 are as follows:

Gross Revenue Estimates 2012/13

Area of Activity £000 %

Employee Costs 22,833 47.4% Property Costs 998 2.1% Supplies and Services 2,551 5.3% Contractors 11,832 24.6% Transport and Plant 4,428 9.2% Administrative Costs 2,751 5.7% Payments to Other Bodies 92 0.2% Capital Charges 2,657 5.5%

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Increase in Landfill Tax Rates £464,000

Impact of prior year budget decisions (£2,072,000)

Payments to Trading Operations £85,000

Savings from the Transforming Renfrewshire programme (£274,093) Transfers including Community Safety and Corporate

Landlord. (£110,145)

The Environmental Services Revenue Estimates for 2012/13 includes external funding such as the provision of building cleaning services to Strathclyde Police.

The Council agreed at its meeting of 16 January 2012 to invest funding in a package of measures and initiatives. The areas which are specific to Environmental Services are; • The implementation of the living wage of £7.20 per hour,

• Improving community safety including leading the significant investment in improved CCTV operations,

• Play park investment of £250,000, • Barshaw Park investment of £150,000,

• Freeze in all charges at 2011/12 levels and not implementing a 2.5% inflationary uplift. The Capital Investment Programme for the 3 year period 2012/15 agreed by the Council on the 16 January 2012 includes £5.062 million for the vehicle replacement programme which is managed on a Corporate basis by Environmental Services.

5.4 Asset Management

The key asset management priorities for Environmental Services include:-

• Depots – The transfer of the bus park from Wallneuk to a new bus park at the Underwood Road Depot, Paisley. This will include improvements to the

Underwood Road Depot including, new floodlighting columns & boundary fence, and the demolition of the existing ‘stable block’ building.

• Waste Management – Delivering the Council’s strategic long term waste

management infrastructure as being progressed through the Clyde Valley Shared Services work stream.

• Recycling – Delivering a strategy for recycling, composting and waste

minimisation which will contribute to meeting National Zero Waste Plan targets. This will include a review of Household Waste Recycling Centres including the potential creation of a ‘super hub’ at the Underwood Road Depot, Paisley.

• Parks, Play Areas and Cemeteries – Completing the review of parks, play areas and cemeteries and to begin implementation of its findings. This will include agreeing and securing the required investment and also increasing community involvement.

•

Energy Management – Managing and monitoring energy consumption within Environmental Services properties. This will help the Council reduce its energy usage and lower carbon emissions. Training will be provided to employees on energy awareness.

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6. Environmental Services Action Plan 2012-15

Environmental Services has identified 14 priority outcomes which have been set out below with a number of specific actions which

Environmental Services will carry out to deliver these outcomes. Actions marked * reflect the priority actions for Environmental Services over the next three years.

Key Theme 1 – Safer & Stronger

Priority Outcome – Community safety is improved and antisocial behaviour is reduced

No. Actions/Tasks which will contribute to achieving this outcome

Timescales Responsibility Outcomes and

Performance Measures

*1.1 Further develop the new integrated (hub & spoke model) community safety model for Renfrewshire.

March 2013 Regulatory Services Manager

Integrated and efficient community safety service for Renfrewshire.

*1.2 Deliver improved CCTV operations across the Town Centres in Paisley, Johnstone and Renfrew in partnership with Strathclyde Police.

March 2013 Regulatory Services Manager in partnership with Strathclyde Police

Increased public safety and improved prevention and detection of crime. Measure - Significant investment in CCTV provision in Town Centres is completed and the integration of systems is achieved.

Priority Outcome – the risk of harm to public health is reduced

1.3 Develop partnership procedures with Housing & Property Services in relation to disrepair in the private housing sector.

March 2013 Environmental Strategy Manager

Improved arrangements for reducing the level of Private Sector housing in disrepair.

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Key Theme 1 – Safer & Stronger cont..

1.4 Identify houses in multiple occupation and carry out a programme of inspections to ensure licensing conditions are met.

2012 - 2015 Environmental Strategy Manager

Increased number of houses in multiple

occupation which comply with licensing conditions. 1.5 Increase joint working with the National Health Service (NHS)

and partners in relation to the control and investigation of communicable & infectious disease and food poisoning.

2012 -2015 Regulatory Services Manager

Improved joint working arrangements with the NHS and a reduction in the number of communicable & infectious disease incidents. 1.6 Continue with the priority inspection programme for providing

occupational health and safety enforcement in work premises.

2012-2015 Consumer Protection Manager

Improved working environments and a reduction in the number of workplace accidents.

Priority Outcome – Protection for consumers through fair trading practices is increased and the level of intellectual property crime in Renfrewshire is reduced

Timescales Responsibility Outcome and

1.7 Support traders through the changes relating to the vending machine ban and display of tobacco products as a result of the Tobacco and Primary Services (Scotland) Act 2010.

Businesses comply with tobacco sales legislation.

1.8 Work in partnership with the Community Safety Service, Strathclyde Police and Care & Repair to tackle issues relating to doorstop crime.

March 2013 Consumer Protection Manager

Reduction in the level of crime.

1.9 Provide a trading standards service which encompasses relevant licensing, weights & measures, animal health and product safety and offering an effective response to consumer complaints and requests for business advice.

Improved consumer confidence.

Measure – Business advice requests completed within 14 days.

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Key Theme 1 – Safer & Stronger cont..

1.10 Build on the success of the Underage Sales Strategy and work in partnership with other agencies to ensure continued compliance with the legislation in relation to age restricted products.

Reduction in sales of age restricted products. Measure – Underage tobacco sales test. Target = purchase retailer failure rate = 20%

1.11 Complete the implementation of the Product Safety Strategy to ensure the safety of consumers in Renfrewshire.

Product Safety Strategy implemented leading to increased safety of

consumers in Renfrewshire. 1.12 Further develop the Renfrewshire Trusted Trader scheme to

increase consumer confidence in local traders and promote economic development.

Increased number of businesses involved in Trusted Trader Scheme.

Priority Outcome – hygiene standards in food businesses are improved

1.13 Implement the alternative enforcement strategy to ensure the percentage of premises broadly compliant with food hygiene legislation increases.

Increase in the number of premises compliant with food hygiene legislation.

1.14 Undertake health promotion activities within high risk food premises to support new E.coli guidance.

High risk food premises comply with the new E. Coli guidance.

Measure – Percentage of broadly compliant local premises.

Target = 87% by 2014/15 1.15 Increase the number of Eat Safe awards within food business

premises in Renfrewshire.

Safer food businesses within Renfrewshire.

Measure – Increased number of food businesses with awards.

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Key Theme 2 – Wealthier & Fairer

Priority Outcome – The vitality and attractiveness of Renfrewshire and its Town Centres is improved

Timescales Responsibility Outcomes and Performance Measures

*2.1 Deliver enforcement activities through the Renfrewshire Wardens for parking, litter, dog fouling, fly tipping & environmental crimes and nuisance.

2012 - 2015 Community Safety Services Manager

Reduction in anti-social behaviour & environmental crimes.

Measure – Monitoring the number of fixed penalty notices issued.

*2.2 Complete the strategic review of our parks and play areas and begin implementation of the findings.

March 2013 Land Services Manager Complete review of parks and play areas. Agreeing and

securing required investment and increasing community

involvement. 2.3 Deliver an integrated community safety programme of

education and awareness through schools and local communities, including joint working through the “hub and spoke” model.

March 2013 Communty Safety Services Manager

Increased awareness by school pupils and local communities of the impact of anti-social

behaviour. *2.4 Work with the Paisley Vision Board in addressing trade

waste enforcement.

March 2013 Community Safety Services Manager

Reduction in trade waste issues in Paisley town centre.

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Key Theme 3 – Greener

Priority Outcome – air quality in Renfrewshire is improved

3.1 Progress an updated air quality action plan for the Paisley Air Quality Management Area and consult with the relevant stakeholders.

March 2013 Environmental Strategy Manager

Completion of updated quality action plan.

Measure – air quality monitoring across Renfrewshire.

Target = 100%

Priority Outcome – the environmental impact of waste generation and the impact of carbon emissions is reduced

*3.2 Increase recycling rates and reduce the amount of waste which is landfilled.

2012-2015 Amenity Services Manager (Waste)

Improved recycling. Measure – Percentage of household waste recycled. Target = 50% by 2013 *3.3 Continue to work with the Clyde Valley Shared Service work

stream for the procurement of a residual waste treatment solution.

2012-2015 Senior Leadership Team Clyde Valley agreement for a shared services procurement of residual waste treatment is in place.

*3.4 Enhance the provision of kerbside recycling arrangements through the introduction of food waste collections and co-mingled glass collections.

Enhanced provision of kerbside recycling arrangements.

Measure – percentage of municipal waste recycled. Target = 50% by 2013 3.5 Review household waste centre provision and potential

investment in a super-hub at the main Underwood Road depot.

Review of household waste centre provision completed.

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Key Theme 3 – Greener cont..

3.6 Incorporate the principles of Clean Renfrewshire within the redesigned core activities for StreetScene – including increased community participation and ownership through the “do your bit” initiative.

March 2013 Amenity Services Manager (StreetScene and Land Services) and Community Safety Services Manager

Improved cleanliness within Renfrewshire.

Measure – Street Cleanliness Index.

Target = 70 3.7 Progress reduction in carbon emissions through fleet

procurement, vehicle routing and tracking, vehicle emissions testing and energy management activities within Schools and other Council premises.

2012-2015 Senior Leadership Team and Extended Senior Leadership Team

Reduction in carbon emissions. Measure – Carbon allowance scheme.

Priority Outcome – The vitality and attractiveness of Renfrewshire and its Town Centres is improved

3.8 Finalise the contaminated land remediation strategy for specific areas of Linwood including associated costs.

2012-2015 Regulatory Services Manager

Completed land decontamination at certain sites in Linwood. 3.9 Provide regulatory and contaminated land support for the

remediation works as now commenced at ROF Bishopton.

2012 -2015 Environmental Strategy Manager

Remediation works at ROF Bishopton are progressed.

Measure – Project milestones are delivered.

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Key Theme 4 – Smarter

Priority Outcome – Improved, smarter and alternative service delivery models are achieved

*4.1 Implementing the approved efficiencies through the service reviews and other efficiency proposals.

Service efficiencies achieved. Measure – Service changes are implemented.

*4.2 Complete the second year operational implementation of the Best Value Service reviews of;

• Soft FM (Building Cleaning) • StreetScene

• Schools Catering

March 2013 Senior Leadership Team and Extended Senior Leadership Team

Service efficiencies achieved and service changes implemented. Measure – Implementation of service changes and delivery of new service outcomes.

4.3 Taking forward the key workstreams within the Transforming Renfrewshire Programme namely, asset management, worksmart and customer management and procurement.

March 2013 Senior Leadership Team and Extended Senior Leadership Team

Service efficiencies achieved and service changes implemented. Measure – Service changes completed and new service outcomes delivered.

4.4 Contribute to the development of the 2012 employee survey. March 2013 Directorate Employee survey completed and action plan developed

4.5 Progress national priorities, local outcomes and

indicators/targets reflecting the new Council and Community Plans, Renfrewshire SOA and delivery of national outcomes and indicators/targets.

Delivering the new Council plan/Community Plan/SOA outcomes.

Measure – Environmental

Services performance indicators. *4.6 Further improve absence performance within Environmental

Services through the absence management working group within the Extended Senior Leadership Team.

Improved attendance at work and reduced costs.

Measure: Absence percentages. Target = 4.25%

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Key Theme 4 – Smarter cont..

4.7 Continue to manage and monitor overtime levels across Environmental Services, in particular Amenity and Site Services.

Increase service efficiency. Measure – Reduced overtime costs and maximised recruitment. 4.8 Deliver the vehicle replacement capital programme of £5.062

million for the 3 year period of 2012/2015.

2012-2015 Amenity Services Manager (Transport)

Delivery of the corporate vehicle replacement programme for 2012/2015.

4.9 Manage the two trading operations (Catering and Vehicle Maintenance) and achieve the financial surplus targets.

2012-2015 Amenity Services

Manager (Transport) and Site Services Manager

Financial targets achieved and competitiveness demonstrated. Measures – Financial surplus are in line with budget and service performance indicators achieved.

Priority Outcome – the skills of our employees to deliver smarter service outcomes are increased

4.10 Monitor the newly implemented Driver and Fleet Management Policy as part of the Council’s Risk Management Plan.

2012-2013 Amenity Services Manager (Transport)

Improvements to driver performance.

Measure – VOSA event traffic. Target = score of equal to or lower than 2.

4.11 Review the services performance scorecard taking into account the SOLACE suite of benchmarking indicators and the APSE performance networks set of performance data.

Improved service delivery and effectiveness through use of tailored scorecards and benchmarking.

4.12 Deliver the agreed outcomes within the PSIF action plans and develop an integrated PSIF action plan for Environmental Services.

March 2013 Extended Senior Leadership Team

Integrated PSIF action plan is completed. The outcomes of the individual PSIF action plans are achieved.

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Key Theme 4 – Smarter cont..

4.13 Implement the review of training and development promoting 180/360 reviews, MDP & MTIPD and the use of iLearn as led by the Extended Senior Leadership Team.

March 2013 Extended Senior Leadership Team

Improved training and

development arrangements within Environmental Services.

Measure – Number of SVQ’s. Target = 40% of front line employees have SVQ qualification and personal development plans are in place for all employees.

4.14 Continue to develop and improve Teamtalk and deliver regular employee briefings to ensure effective communication with staff.

March 2013 Directorate Improved communication with

employees.

Measure – Number of team talks held and level of feedback received.