Contents

1.0 1.1 1.2 1.3 1.4 2.0 2.1 2.2 3.0 3.1 3.2 4.0 4.1 4.2 5.0 6.0 6.1 7.0 8.0 9.0 Who are we and what do we do? Introduction Our planning framework Our organisation and staff Working in partnership What have we achieved? The service and how we delivered it in 2008/09 How we performed in 2008/09 Looking forward Current issues Consultation and customer satisfaction Our medium term objectives and priorities Service delivery priorities Department wide priorities Action plan for 2009/10 Ensuring delivery of the 2009/10 action plan Funding the priorities Key training requirements Risk management Robust performance management 4 4 4 5 5 7 7 10 11 11 12 13 13 13 17 31 31 33 33 34

Appendices A B C D E 2009/10 departmental structure chart Performance indicators Risk assessment summary 2009/10 Departmental Equality Impact Assessment Action Plans Glossary 35 36 40 43
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1.0 Who are we and what do we do?

1.1 Introduction
Our aim is: To meet the waste management requirements of the people of Leicestershire in an efficient and effective way, whilst working within the policies laid down in the Governments National Waste Strategy 2007. We achieve this by: working in partnership with the District Councils to implement the Leicestershire Municipal Waste Management Strategy (LMWMS) and achieve our landfill directive targets arranging for the disposal, recycling and composting of municipal waste operating 14 Recycling and Household Waste Sites (RHWSs) promoting waste minimisation, recycling and composting initiatives with the District Councils promoting and supporting education and awareness initiatives providing a range of specialist services, including the disposal of abandoned vehicles and clinical and hazardous household waste.

All this is to be achieved in a way that is both responsive to our customers and provides best value for the public funds invested. This plan describes our progress in improving the Waste Management service over the last year and sets out our plans for further improvement in 2009/10. It is one of three business plans for the Highways, Transportation and Waste Management department, the others covering Highways and Transportation and Passenger Transport.

1.2 Our planning framework

This business plan is a major element of the wider planning framework for Leicestershire, with service priorities being derived from the Leicestershire Sustainable Community Strategy (SCS) and the Leicestershire Municipal Waste Management Strategy (LMWMS) which was formally adopted by the County and seven District Councils in 2006. The SCS outlines the priorities for improvement in Leicestershire over the next five years and the majority of these priorities will be delivered through the Local Area Agreement (LAA). Our business planning framework is completed by the Local Action Plans which all groups of staff prepare. These detail at the operational level the service priorities for which each group is responsible, as well as describing other, more local, priorities and services. Staff development is managed through a Performance and Development Review (PDR) programme. The training necessary to achieve service priorities is identified through this process and incorporated into annual training plans designed to deliver the required skill improvements. 4 3

1.3 Our organisation and staff

The service is provided by the Department of Highways, Transportation and Waste Management (HTWM) and is delivered by approximately 38 employees. The department has three branches: Transportation, Highways and Waste Management. The structure chart for the department is attached at Appendix A. Through the modernisation of support services project, part of the Councils organisational efficiency programme, a business partner model has been introduced for the provision of support services to departments. Therefore business partners provide strategic, professional support to the department for Human Resources and Finance and a Business Development Manager for ICT. The department also has primary contacts for the provision of other support services including property, legal, democratic support, information management and communications.

1.4 Working in partnership

Leicestershire Together is the Local Strategic Partnership for Leicestershire and is described as the partnership of partnerships, providing an over-arching framework within which other thematic and area-based partnerships in the county operate. Leicestershire Together is made up of representatives from a diverse range of organisations across the county, such as the Primary Care Trust, Police and Fire Authorities, County and District Councils and key business organisations. Its current key focus is to deliver the Sustainable Community Strategy (SCS) for Leicestershire covering the period 2008-2013. The waste management service will work with Leicestershire Together and the District Councils to deliver the waste management targets within the SCS and second Local Area Agreement (LAA2). The authority has an established track record of working with the seven District Councils and Leicester City Council through the Leicestershire Waste Management Partnership. The County Council is committed to the work of the partnership and is leading on behalf of the partnership in a number of key areas such as waste prevention and re-use initiatives.

Our Planning Framework

Leicestershire Together Leicestershire Waste Management Partnership

Sustainable Community Strategy

Leicestershire Municipal Waste Management Strategy

Departmental Priorities Priorities and performance expectations 6 Local Action Plans (LAP) Performance and Development Review (PDR) 5 Information, performance, impact on users, views, resources, improvement opportunities, learning Waste Management Business Plan

2.0 What have we achieved?

2.1 The service and how we delivered it in 2008/09
Service Development of waste policy and strategy Examples of how we provided the service in 2008/09 Developed 2008/09 LMWMP Waste Prevention Plan including 6 extensive county wide campaigns Awarded contract for sale of recyclable materials received at Whetstone Bulking Station Provided support funding for expanded food waste collection trials in Hinckley and Harborough Completed a four season waste compositional analysis within Leicestershire and produced final report Re-negotiated District Council use of Bulking Station Awarded 380,000 of funds to Waste Collection Authorities as part of the District Incentive Schemes and developed round two of the scheme Delivered the WasteTrac improvement project and introduced a range of process and procedural improvements Carried out site inspections to ensure environmental and safety compliance Initiated a new management contract at Whetstone Transfer Station Increased reuse by 10%, compared with 2007/08 and with over 1,100 tonnes of items collected for re-use Diverted 67% of waste from landfill exceeding 2009/10 target Achieved 94% customer satisfaction level across all sites Met the 2008/09 requirements of the Landfill Allowance Trading Scheme by limiting the amount of biodegradable waste sent to landfill to approximately 130,000 tonnes in 2008/09 Finalised a contract for a waste treatment facility to accept at least 40,000 tonnes of residual waste by 2010/11 Diverted over 6,000 tonnes of waste from landfill through treatment Managed the disposal of approximately 180,000 tonnes of waste to landfill Finalised contractual arrangements for additional treatment capacity within an out-of-county Energy from Waste facility diverting more waste from landfill in 2009/10 Managed the recycling and re-use of approximately 26,000 fridges and 70,000 TVs and 2,500 tonnes of other electrical equipment in line with requirements of the Hazardous Waste and Waste Electrical and Electronic Equipment Regulations Arranged disposed of clinical waste, hazardous waste and abandoned vehicles as necessary

Operation of Recycling and Household Waste Sites (RHWSs) Managing Leicestershires Municipal Waste

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Service Recycling and composting

Examples of how we provided the service in 2008/09 Achieved a recycling and composting rate for Leicestershire of 51% (October 2007 September 2008) Collected over 290 tonnes of paper and over 34 tonnes of textiles from Leicestershire schools Issued over 100 Food Digesters to primary schools across Leicestershire

Procurement of waste infrastructure

Maintained the delivery programme, including planning approval, for a new interim Mechanical Biological Treatment (MBT) facility at Cotesbach to contribute towards the delivery of the landfill directive target An Outline Business Case for the long term waste treatment project in support of an application for Private Finance Initiative (PFI) credits was submitted to Defra during April 2008. This was successful in being approved in October 2008 with confirmation of the award of 86.6 million PFI funding credits A second site for the long term waste treatment project was purchased during September 2008 and will be available for bidders The commencement of the procurement process for long term waste treatment facilities with the Pre-Qualification Stage being successfully concluded in January 2009 and a long list of eight companies going forward to the next stage Completed work at various Recycling and Household Waste Sites (RHWSs), including the provision of covered areas for recycling and access arrangements for pedestrians at some sites Progressing programme of upgrading electricity supplies to several sites enabling new compaction equipment to run directly off mains power, this further improves the environmental performance of the compactors; which contributes to improved waste haulage efficiency Ongoing evaluation of potential major improvements to four RHWSs (Kibworth, Lount, Melton, Sileby)

Infrastructure development of Recycling and Household Waste Sites (RHWSs)

Waste minimisation

Enlisted approximately 650 new Rot-a-Lot members Launched a countywide Food Waste Digester Campaign offering a range of subsidised units to Leicestershire residents to divert food/garden waste Secured 59,000 of WRAP funding to deliver the national Love Food, Hate Waste campaign

Service Waste education and awareness

Examples of how we provided the service in 2008/09 Completed over 100 waste related roadshow events Reviewed and revised a County Hall Action Plan to implement inhouse positive waste management and delivered three in-house events promoting waste prevention and recycling, including a successful swap shop event Completed 27 Nappuccino events and 42 school talks Carried out a variety of promotional activities, including radio and busback advertising campaigns Developed a schools waste certificate to deliver the waste aspect of the Eco Schools Programme

2.2 How we performed in 2008/09

National Performance
The department contributed to the authority achieving the highest rating, a four star Comprehensive Performance Assessment (CPA) status in 2008 for the fourth successive year. As well as its four star rating the Council was also judged to be improving strongly. The department made a significant contribution to the environment element of the assessment, which scored a four, the highest possible outcome. Full details of our 2008/09 performance, including details of national and local performance indicators will be published in a Performance Summary document in August 2009.

Investors in People (IIP)

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

The department is proud to have contributed to the following corporate achievements:

Council of the Year 2009

Leicestershire County Council was named as the Council of the Year 2009 at the Local Government Chronicle (LGC) awards in March 2009. We are the first county council to win this award which recognises levels of excellence and innovation well beyond basic service provision

Equality Standard for Local Government

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

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3.0 Looking forward

3.1 Current issues
Top level departmental priorities are derived from the corporate and partnership priorities of the council. These are taken from Leicestershires new Sustainable Community Strategy (SCS) and its second Local Area Agreement (LAA2) as well as the Leicestershire Municipal Waste Management Strategy (LMWMS). The best way to manage waste is not to produce it in the first place. However, this is the hardest area of work to achieve demonstrable results. The success of initiatives and campaigns is usually hard to measure in terms of the direct impact on the amount of household waste produced. Such initiatives are also dependent on trying to change peoples attitudes and behaviour in relation to their waste in the absence of incentives or penalties. We are now into the fourth year of the revised LMWMS which was formally adopted in 2006 and covers the period up to 2020. The key aim of the LMWMS is to work in partnership to meet the national landfill directive targets in place for Leicestershire. Our priorities and work activities (including delivery of interim and long term waste treatment facilities) contribute to us achieving that obligation. Leicestershire is one of the highest performing counties nationally in terms of recycling and composting rates. The challenge for both the County and District Councils is to divert even more waste away from landfill by further increases in recycling and composting performance. This will be achieved in part through the second Local Area Agreement (LAA2) which is structured to reflect the commitment within the LMWMS to achieve 50% recycling and composting by 2010 (well ahead of the target in the National Waste Strategy 2007).

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3.2 Consultation and customer satisfaction

We carry out regular and comprehensive consultation. At the policy level we have consulted on the preparation of the revised Leicestershire Municipal Waste Management Strategy (LMWMS). The next major review of the Strategy is due in 2010. At the most local level we consult customers on service delivery at each of our Recycling and Household Waste Sites (RHWSs) in order to identify improvements that can be made to both service provision and the infrastructure we have in place. Our 2008 Departmental Residents Survey indicates that satisfaction levels with RHWSs are extremely high at 94% and net satisfaction levels for elements of the service such as cleanliness, location, opening hours, recycling facilities and staff helpfulness remain highly rated. Previously, our satisfaction levels were also measured as part of the nationally required Best Value Satisfaction Survey. However, this survey has now been replaced by the Place Survey as part of the Governments new performance framework. There are no longer any national performance indicators for this but waste management will contribute significantly to several of the other national indicators that relate to how satisfied residents are with their local area.

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4.0 Our medium term objectives and priorities

4.1 Service delivery priorities
High level service priorities have been developed by the Departmental Management Team in consultation with staff. They are derived from the corporate and partnership priorities of the council, which are documented in the Sustainable Community Strategy (SCS), the second Local Area Agreement (LAA2), the Leicestershire Municipal Waste Management Strategy 2006 and the Governments own targets for waste in the new National Indicator Set (NIS). Our priorities are as follows: Delivering HTWMs strategic and statutory day-to-day services by working in partnership to meet the Councils obligations under the Landfill Directive, deliver the statutory function of the County Council as the Waste Disposal Authority and support the delivery of the Leicestershire Municipal Waste Management Strategy 2006. Delivering the County Councils obligations under the Landfill Directive by developing medium and long term waste treatment facilities that will provide an infrastructure to ensure we meet long term landfill diversion targets as well as improving our Recycling & Household Waste Sites (RHWSs) through the delivery of planned and targeted improvements to our RHWS infrastructure. Reducing waste and increasing recycling and composting by increasing re-use of items through the delivery of the Waste Prevention and Reuse Plan, incentivisation of District Council recycling and composting schemes and delivery of promotional and educational campaigns to increase awareness amongst residents.

4.2 Department-wide priorities

These priorities are relevant to the whole department and are therefore included in all Business Plans and Local Action Plans. They reflect the Departments commitment to delivering high quality, value for money services and demonstrate how we are planning to deliver on key agendas such as equality and diversity, maximising the potential of our staff and reducing our impact on the environment. Improving equality of opportunity for our customers and our workforce to services and employment The County Council recognises the importance of fair treatment and equal access to services and employment. For this reason we have committed to achieving the highest level of the Equality Standard for Local Government. We were

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assessed as a strongly performing Level 3 authority in February 2009 and will now begin preparation to achieve an excellent rating under the new Equality Standard for Local Government by 2011. Ensuring the delivery of the corporate People Strategy within the department and delivering the specific actions as set out in the Forward Plan for 2009/10 ensuring that all objectives and targets are achieved. . This will include supporting managers to implement the Leicestershire Manager concept and use of the Management Competency framework. Ensuring the provision of efficient and effective services. In 2008 the department appointed a dedicated Business Change and Performance Manager to help drive the Departments ambitious efficiency and business change agenda. A comprehensive programme of projects and initiatives will see the Department deliver on its efficiency target of 9m by 2013. The development of our robust performance management framework, driving a culture of continuous improvement will ensure our services remain amongst the best in the county. Reducing the impact our activities have on the environment and making the necessary adaptations for climate change by ensuring we are using natural resources effectively and managing and influencing a reduction in the impact of our activities on the environment. Each service will demonstrate its contribution to the County Councils response to climate change and Carbon Management programme. Having a robust approach to engagement that ensures the needs of our customers are at the forefront of our decision making. By having robust engagement strategies and responding to findings from customer satisfaction surveys, we can ensure that the needs and aspirations of our customers are understood and used to inform service development and improve satisfaction. The planned improvements to RHWSs and our Customer Service Centre will allow easier access and improved promotion of our services. Ensuring that the department has transportation and waste strategies to meet projected infrastructure requirements for future housing and population growth, enabling the department to inform proposals and be prepared for the challenges any future growth may present.

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SUPPORTING CORPORATE OUTCOMES

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DEPARTMENT WIDE PRIORITIES

2009 / 10 PRIORITIES

IMPROVING EQUALITY OF OPPORTUNITY FOR OUR CUSTOMERS AND WORKFORCE TO SERVICES AND EMPLOYMENT

ENSURING THE DELIVERY OF THE CORPORATE PEOPLE STATEGY

ENSURING THE PROVISION OF EFFICIENT & EFFECTIVE SERVICES

REDUCING THE IMPACT OUR ACTIVITIES HAVE ON THE ENVIRONMENT AND MAKING THE NECESSARY ADAPTATIONS FOR CLIMATE CHANGE

HAVING A ROBUST APPROACH TO ENGAGEMENT THAT ENSURES THE NEEDS OF OUR CUSTOMERS ARE AT THE FOREFRONT OF OUR DECISION MAKING

ENSURING THAT THE DEPARTMENT HAS TRANSPORTATION & WASTE STRATEGIES TO MEET PROJECTED INFRASTRUCTURE REQUIREMENTS FOR FUTURE HOUSING & POPULATION GROWTH

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SCS PRIORITY OUTCOMES

2.3 Leicestershire is integrated cohesive & inclusive

7.3 Public services are provided in the most efficient and effective way

4.1 Our contribution to climate change is reduced

2.5 All sections of the community are empowered in local decision making

2.4 Equality of access to life opportunities

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5.0 Action Plan for 2009/10

Our 2009/10 action plan is structured to demonstrate how we will deliver our departmental priorities and our core (day-to-day) business. Links to corporate and departmental priorities such as the Sustainable Community Strategy (SCS) and Local Area Agreement (LAA) are shown in bold and brackets throughout the action plan. Appendix B details the performance indicator set and targets for 2009/10 which our actions are designed to meet. Local indicators, used to measure service performance at a more detailed level, supplement these and are contained in Local Action Plans (LAPs).

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WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

Fulfilling the statutory requirement of the County Council as a Waste Disposal Authority and meeting our obligations under the Landfill Directive are our main priorities. The subsequent priorities in this action plan and working in partnership to deliver the Leicestershire Municipal Waste Management Strategy 2006 (LMWMS) all contribute to achieving these key Priorities. 1. Delivering HTWMs J Deliver the statutory function of the a) Manage the disposal of Leicestershires Derek strategic and statutory County Council as the Waste municipal waste and the provision of RHWS Goodenough day-to-day services Disposal Authority facilities (SCS) b) Manage, monitor and maintain waste policy, Joanna Guyll/ legislation and strategy Derek Goodenough c) Manage the office environment and processes (including interface with other departments/groups) Joanna Guyll/ Derek Goodenough

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d) Manage, monitor and improve services, data, Joanna Guyll/ statistics and returns for the waste group Derek Goodenough

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WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

Work in Partnership to deliver the Authoritys requirements within the LMWMS

e) Facilitate and support the Leicestershire Waste Partnership f) Manage the delivery and ongoing development of the Partnership Communications Framework g) Deliver and monitor the 2009/10 priorities within the Partnership Waste Prevention Plan

Joanna Guyll

Joanna Guyll

19 J Deliver LCCs contributions to delivering LAA2 and Strategy targets

Joanna Guyll Paul Rigby

h) Manage the LCC Waste Strategy Implementation Programme i) Manage LCCs contribution to existing and any new food waste trials / schemes

Joanna Guyll/ Derek Goodenough

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

2. Deliver the County Councils obligations under the Landfill Directive (SCS)

J J

Meet the County Councils obligations under the Landfill Directive Our targets are to reduce levels of biodegradable waste sent to landfill to: o 138,123 tonnes or less in 2009/10 o 92,000 tonnes or less in 2112/13 o 64,375 tonnes or less in 2019/20 Deliver the interim treatment facility during 2009\10

a) Manage LCCs LATS obligation

Derek Goodenough

20 J

b) Manage project delivery and transition into operation by end of 2009\10

Derek Goodenough

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

J Procure the long term waste treatment facility that will be operational by 2015

c) Conclude the evaluation of outline solutions put forward by bidders and obtain approval for a short list of proposals to take forward to detailed solution stage d) Develop the process to produce an invitation for organisations to submit detailed solutions (and associated documentation) by June 2009 e) Complete an extensive competitive dialogue exercise resulting in a call for final tenders by February 2010 f) Conduct a process to result in a Preferred Bidder to be selected by Summer 2010

Holly Field / Harold Yates

Holly Field / Harold Yates

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Holly Field / Harold Yates

Holly Field / Harold Yates

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

J Improve our Recycling and Household Waste sites (RHWS) J Improve the percentage of people expressing satisfaction with RHWS to 95% in 2009/10 (MORI Survey) 22 J Divert 62% of household waste from landfill at RHWS by the end of 2009/10

g) Undertake customer satisfaction surveys and deliver service improvements to increase performance h) Investigate options to promote increased recycling and re-use at RHWSs.

Derek Goodenough

Derek Goodenough/ Joanna Guyll

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

MEETING OUR SERVICE DELIVERY OBJECTIVES
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

3. Reduce waste and increase recycling and composting (SCS, LAA)

J Reduce household waste per household (KG) to 629kg or less in 2009/10 J Increase the percentage of household waste sent for reuse, recycling and composting to 48.6% or more in 2009/10

a) Deliver educational and promotional schemes linked to reducing household waste arisings b) Deliver a range of educational and promotional activities on positive waste practices across the waste hierarchy to increase re-use, recycling and composting on going to March 2010

Joanna Guyll

Joanna Guyll

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J Reduce the percentage of municipal c) Assess options to improve re-use at RHWSs waste landfilled to 53.7% or less in 2009/10 d) Support and manage the District Incentive Schemes (round two) and the on-going management of round one schemes e) Contribute towards meeting waste objectives within the County Councils Environment Strategy

Derek Goodenough Joanna Guyll

Joanna Guyll

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

IMPROVING OUR COST EFFECTIVENESS
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

4. Ensuring the provision of efficient and effective services (SCS)

J Achieve 3,050,000 efficiency savings across the service by end of 2013 (1,280,000 in 2009/10 through landfill diversion and Waste Strategy Implementation)

a) Develop a programme and approach to ensure delivery of future efficiency savings including the introduction of continuous improvement circles

Chris Lewis (Holly Field)

b) Review all current and proposed recycling, Derek disposal and treatment contracts to identify Goodenough where further efficiency savings may be made in 2009\10 c) Implement service changes \ improvements Paul Rigby and deliver the waste programme in an efficient and effective way and where possible reduce implementation costs below budgeted spend

24 J Deliver the ICT strategy and development programme

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

Frank Taylor

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

REDUCING OUR IMPACT ON THE ENVIRONMENT
In the medium term Our Priorities We will: In 2009/10 To work towards achieving our priorities, we will: Manager

The actions below reflect our priorities to protect and enhance the environment 5. Reducing the impact our activities have on the environment and making the necessary adaptations for climate change (SCS) 6. Having a robust approach to engagement that ensures the needs of our customers are at the forefront of our decision making J Understand our environmental risks and take appropriate action to reduce the impact our activities have a) Undertake a departmental environmental risk assessment for completion by December 2009 b) All actions to be included in an action plan for implementation as appropriate c) Deliver the priorities in the Corporate Environment Strategy and Carbon Management Programme a) Develop relevant communications and engagement strategies for projects within the LCC Waste Strategy Implementation Programme Group Managers

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J Understand our obligations to engage users and put in place mechanisms which allow residents to participate

Paul Rigby

b) Develop an external engagement strategy for J Increase the percentage of people expressing satisfaction with HTWM by December 2009 Recycling & Household Waste Sites

Isobel Ashford

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

EQUALITY & DIVERSITY
Ensuring equality of access to services and employment, and promoting good relations between people from diverse backgrounds, is fundamental to the work of the County Council as it strives to meet the needs of the people of Leicestershire. The actions below are our priorities to help the Council meet its equalities objectives.

IN THE MEDIUM TERM Our priorities

7. Improving equality of opportunity for our customers and workforce to services and employment (SCS)

IN 2009/10 To work towards achieving our medium term priorities, we will:

a) Ensure that a Departmental Equalities Action Plan for 2009/10 is established, based upon the corporate single equality action plan b) Ensure the actions set out in the 2009/10 Departmental Equalities Action Plan are delivered

We will
J Contribute to the corporate objective to achieve excellent rating under the new Equality Standard for Local Government by 2011

Manager
Mark Stevens

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Group Managers (Mark Stevens) Group Managers (Mark Stevens) Group Managers

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

c) Ensure the actions set out in the 2009/10 Departmental Equality Impact Assessment (EIA) action plan (actions from EIAs will be detailed in LAPs) are delivered (Appendix D) d) All managers, team managers and supervisors to attend the Managing diversity course by December 2009 e) All staff to receive equality and diversity refresher training by March 2010

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

PREPARING FOR THE FUTURE
IN THE MEDIUM TERM Our priorities
8. Ensuring that the department has waste strategies to meet projected infrastructure requirements for future housing and population growth

IN 2009/10 To work towards achieving our medium term priorities, we will: Manager

We will
J Continue to regularly monitor and review our strategies, policies and action plans

a) Undertake regular reviews of the LMWMS and Holly Field / revise the County Councils programme and project Joanna Guyll delivery plans accordingly b) Review and update the long term waste treatment outline business case c) Advise potential bidders of the outcomes of this review

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WASTE MANAGEMENT ACTION PLAN FOR 2009/10

DELIVERING THE PEOPLE STRATEGY
IN THE MEDIUM TERM Our Priorities We will: IN 2009/10 To work towards achieving our medium term priorities, we will: Manager

The initiatives detailed below will support delivery of the Departments contribution to the People Strategy and aims to help us support our employees, deliver our departmental priorities and allow our staff to maximise their potential 9. Ensure the delivery of the corporate People Strategy J Implement the specific actions set out in the Forward Plan J Develop and enhance our leadership capacity a) Review corporate developments in September 2009 and amend actions as appropriate b) Support managers to implement the Leicestershire Manager concept c) Support managers to implement the management competency framework d) All managers and supervisors to attend the mandatory training on the new HR policies e) Delivery of the Departmental Engagement Strategy and action plan DMT

Group Managers

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J Manage high performance J Engage with our employees and ensure they feel valued

All managers and supervisors Isobel Ashford/ Group Managers

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

DELIVERING THE PEOPLE STATEGY
IN THE MEDIUM TERM Our Priorities We will: IN 2009/10 To work towards achieving our medium term priorities, we will: Manager

The initiatives detailed below will support delivery of the Departments contribution to the People Strategy and aims to help us support our employees, deliver our departmental priorities and allow our staff to maximise their potential J Recruit and retain a talented workforce f) Contribute to the development of the recruitment and retention strategy g) Implement the workforce planning model and guidance h) Contribute to Work Well including developing a strategy to address data management and storage in the Department i) Deliver the workforce targets set out in the management performance indicators (Appendix B) j) Ensure interview panels are representative and deliver the targets set out in the management performance indicators (Appendix B) DMT/ Caroline Jarred

29 J Supporting flexible and mobile working J Ensuring equality of opportunity and treatment

Nic Rowe/ Group Managers Assistant Directors/ Group Managers

WASTE MANAGEMENT ACTION PLAN FOR 2009/10

DELIVERING THE PEOPLE STRATEGY
IN THE MEDIUM TERM Our Priorities We will: IN 2009/10 To work towards achieving our medium term priorities, we will: Manager

The initiatives detailed below will support delivery of the Departments contribution to the People Strategy and aims to help us support our employees, deliver our departmental priorities and allow our staff to maximise their potential J Developing workforce skills and capacity k) All staff will have a quality Performance and Development Review (PDR) at least once per year and equality actions must be included l) Provide learning and development opportunities to meet agreed needs as identified through the PDR process m) Reduce departmental absence rate to less than 8 days per employee per year by the end of 2009/10 n) Undertake health checks against the Investors in People Standard for 5 of the departments 15 groups All managers

30 J Implement a robust approach to managing absence J Ensure our people processes and practices are effective

Holly Field/ Group Managers Peter Bradshaw

6.0 Ensuring delivery of the 2009/10 action plan

6.1 Funding the priorities
Over the next four years 7.18m of growth has been allocated for the waste management revenue budget. In 2009/10 growth of 1.7m and savings of 1.28m are included. The main areas of growth and savings are set out below: Service Improvements A total of 1.27m of growth has been incorporated into the revenue budget for the next four years to cover increased expenditure to meet the Landfill Directive targets and avoid financial penalties. Demand and cost increases Government has announced that Landfill Tax will rise to 40 per tonne in 2009/10 with further likely rises of 8 per tonne in subsequent years. To cover demand and cost increases, growth of 5.91m is planned to be added to the revenue budget by 2012/13. Capital The overriding aim is to meet the targets for diversion from landfill. The four year capital programme of 5.5m aims to provide improved Recycling and Household Waste Sites, in particular at Sileby, Lount, Melton and Kibworth.

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REVENUE BUDGET 2009/10

000 SERVICE
Staffing and Administration Costs* Disposal Contracts Recycling and Household Waste Sites Trade Waste and Commercial Bin Income Special Waste Material Recovery Facility Recycling Initiatives In House Recycling Initiatives Fridges, Tyres, Electrical Equipment Incentive Schemes Food Waste Digesters Recycling Credits Reuse Credits Environ Waste Strategy Implementation Partnership 1,495 12,646 4,224 -979 71 100 533 25 41 300 50 4,777 36 14 2,389 40

Total * Excluding management and support service

25,762

CAPITAL BUDGET 2009/10

000 SCHEME DETAILS
Improvements at Sileby RHWS Improvements for Lount RHWS General Improvements at all RHWS 1,987 436 163

Total

2,586

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7.0 Key training requirements

A key requirement for ensuring effective delivery of this plan is to have a well trained workforce equipped with the skills to meet the demands placed on them by the work programme. The Waste Group has recently taken on a number of new staff and will undertake a skills audit as part of the PDR process for all staff during the coming year. Key areas for development are likely to include: Leadership and management skills Equality and diversity training for all staff Business analysis and process improvement Training in new ways of working Project planning and delivery Developing core skills to enable greater flexibility and ability to learn through experience

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

8.0 Risk management

The delivery of each of our 2009/10 priorities has been risk assessed. Many of our priorities are being delivered using formal project management techniques and risk assessments on these priorities have been undertaken as part of these arrangements. Details of the risks identified for each of our 2009/10 priorities are included in the departmental risk register (this includes those inherent risks that are updated at the start of each financial year). This register contains action plans to manage risks that are most likely to occur and have potential for the greatest impact on service delivery. The Waste Strategy Implementation Programme Board has undertaken risk assessments as part of the performance management arrangements in place to deliver the Strategy and Partnership Business Plan. A risk assessment has also been undertaken as part of the project management arrangements in place to deliver our long-term procurement project. Where appropriate, risks will be fed from our departmental service plan risk register into these risk assessments and vice-versa.

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The major risks identified for each of our 2009/10 business plan priorities have been taken from the risk register and included in Appendix D. The management of our departmental risks will be monitored throughout the year by the departments Strategic Performance Improvement Group (SPIG). Our risk management arrangements are completed by group risk assessments on delivery of local priorities and day to day services, as well as risk assessments undertaken on major departmental projects and partnerships.

9.0 Robust performance management

The departments Strategic Performance Improvement Group monitors quarterly progress on the delivery of all actions and performance indicators in each departmental business plan. Progress in meeting targets in group Local Action Plans is monitored at branch level and also reported at these meetings. Headline performance indicators and targets are reported corporately. We are currently reviewing the range of activities we monitor, with the intention of expanding these to cover more of the corporate targets, indicators and priorities the department helps to deliver.

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APPENDIX A

Matthew Lugg Director Caroline Jarred Business Partner Human Resources Nick Wash Business Partner Finance

Ian Drummond Assistant Director Transportation

Mark Stevens Assistant Director Highways

Holly Field Assistant Director Waste Management

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

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

Derek Goodenough Waste Disposal & Treatment - Manage reception, recycling, transport, treatment and disposal of municipal solid waste - Ensure the County Councils responsibilities as waste disposal authority are met .

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

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

Harold Yates Waste Procurement - Major waste procurement projects - Procurement of long-term waste management facilities for residual waste

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

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

Jo Guyll Waste Policy & Strategy - Manage County Councils waste initiatives & campaigns - Implementation of Leicestershire Municipal Waste Management Strategy - Business data support

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

Andy Warrington Northern Highways - Manage the countys northern highway network - Inspection of the highway - Develop & implement maintenance schemes - Local traffic management & parking schemes

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

Chris Lewis Business Change & Performance Management - Business process improvement - Efficiency programme management - Performance management - Business Planning

Karen Notman Southern Highways - Manage the countys southern highway network - Inspection of the highway - Develop & implement maintenance schemes - Local traffic management & parking schemes

Nic Rowe Business Development - Communications - Market intelligence & consultation - Democratic support services - Internet / Intranet development - Facilities & premises management - Admin & office services

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APPENDIX B PERFORMANCE INDICATORS

Following changes to the national performance framework and the introduction of new National Indicators, the Waste Management Service reviewed the measures it had in place and has developed a new performance indicator set for the service. This combines the National Indicators the service is responsible for as well as local measures (some of which are previous Best Value Performance Indicators). 2008/09 performance will not be reported in this Business Plan but will be included in a Performance Summary document that is due to be published in August 2009. The following are details of the Waste Management Performance Indicator set:

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APPENDIX B
Service Performance Indicators

Future Targets PI Ref PI Description Links Good is

Responsible Officer/PI calculator

2009/10

2010/11

NI 191 NI 192 NI 193 LI 82a LI 82b LI 82c LI 82d LI 90

Residual household waste per household (kg) % of household waste sent for reuse, recycling and composting % of municipal waste landfilled % of household waste recycled % of household waste composted or sent for anaerobic digestion % of household waste used to recover heat, power and other energy sources % of household waste landfilled % of people expressing satisfaction with Civic Amenity Sites LAA2 NIS

Low High Low

629kg 48.6% 53.7%

620kg 50.25% 47.5% Not yet set Not yet set Not yet set Not yet set Not yet set Jo Guyll / Janine Johnson Derek Goodenough Jo Guyll / Janine Johnson

High

22.48%

High

25.10%

High

2.3%

Low

51.42%

High

86%

Diversion from landfill for County RHWS

High

62%

64%

Derek Goodenough Derek Goodenough / Nigel Shilton

Tonnage of biodegradable waste sent to landfill

LATS

Low

138,123

122,748

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APPENDIX B
Departmental Management Indicators
PI Description Links People Strategy & Dept. Employment Equality Monitoring Plan (DEEMP) People Strategy and DEEMP DEEMP Good is Future Targets
2009/10 2010/11 2011/12

% of HTWM workforce from BME background

High

8%

10%

12%

% of HTWM BME background employees at Grade 13 and above whose ethnicity is known % of recruitment panels that include an employee from a BME background % of HTWM employees from BME background on Representative Interview Panels Register % of HTWM workforce that is disabled (as a % of those whose disability is known) % of HTWM disabled employees at Grade 13 and above Number of worktaster places provided for disabled jobseekers % of HTWM women employees at Grade 13 and above % of HTWM employees in nontraditional job roles (developed on a departmental basis % of HTWM employees willing to declare their sexual orientation % of HTWM employees declaring as LGB % of HTWM employees declaring a religion % of HTWM employees declaring a religion other than Christian % of HTWM employees under 25 % of HTWM workforce that feels the organisation is committed to Equal Opportunities % of the HTWM workforce that feels they are treated with fairness and respect

High

8%

9%

10%

High

60%

70%

80%

DEEMP People Strategy and DEEMP People Strategy and DEEMP DEEMP People Strategy and DEEMP DEEMP People Strategy and DEEMP People Strategy and DEEMP People Strategy and DEEMP People Strategy and DEEMP People Strategy and DEEMP DEEMP

High

20%

26%

32%

High

7%

8.5%

10.5%

High High High

1.5% 2 22.7%

3% 3 27.4%

4.5% 4 32.1%

High

TBC

TBC

TBC

High

30%

40%

55%

High

6.25%

6.5%

7%

High

40%

50%

65%

High

10%

11.5%

13.5%

High

7.25%

7.5%

7.75%

High

85%

87%

89%

DEEMP

High

80%

83%

86%

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APPENDIX B

PI Description % of HTWM managers in each branch who have attended the Managing Diversity course % of HTWM employees in each branch who have received Equality and Diversity Refresher training % of actions from the Departmental EIA Action Plan, that have been achieved % of actions from the Departmental Equalities Action Plan, that been achieved % of actions from the Departmental Employment Equality Monitoring Plan, that been achieved Hold quality PDRs for each employee a) % completed by 31 March 2009 b) % completed between Jan 31 March 2010 Hold team meetings at least once a month, but ideally once a fortnight Average number of working days lost due to sickness per employee per year

Links Departmental Equalities Action Plan (DEAP) DEAP Departmental EIA Action Plan DEAP

Good is

Future Targets
2009/10 2010/11 2011/12

High

100% by Dec 2009 100% by March 2010 100%

High

High

100% 100%

High

100%

100% 100%

DEEMP

High

100%

100%

100%

High

100%

100%

100%

High

100%

100% To be advised

Low

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RISK ASSESSMENT SUMMARY

APPENDIX C

All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk register. The major strategic risks identified are included below:

Likelihood/ Impact 1. Failure to receive/generate sufficient A3 (severe funding to deliver services and deliver and not very waste treatment infrastructure in the likely) future

Risk

Action already being taken 1. 2. 3.

2. Failure to deliver departmental efficiency savings

A3 (severe and not very likely)

1.

2. 3.

3. Failure of key partnerships to deliver Waste Strategy targets

A3 (severe and not very likely)

1. 2. 3.

Further action to be taken 1. On-going monitoring Medium Term Financial of Government Strategy in place Regular revenue and funding and capital budget monitoring allocations 2. On-going monitoring Successful Government bid for 87mn PFI credits of the effects of the to help fund new long term economic down-turn waste treatment facilities and impact for private sector investment Programme of major 1. Continue to develop savings agreed and the efficiency achieved to date programme to identify HTWM dedicated project further efficiency manager appointed savings to meet future Regular monitoring targets through the Change Management Board History of effective 1. Work to maximise the partnership working benefits arising from Waste Strategy & LAA existing Waste targets agreed Partnership Governance 2. Contribute to the arrangements in place to LMWMS review deliver effective 3. Recruit Partnership partnership working project manager

Project Manager Matthew Lugg

Chris Lewis / Holly Field / Paul Rigby

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Holly Field / Joanna Guyll

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RISK ASSESSMENT SUMMARY

APPENDIX C

All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk register. The major strategic risks identified are included below: Risk 4. Failure of LCC to meet its statutory obligations for landfill diversion Likelihood/ Impact A3 (severe and not very likely) Action already being taken 1. Further action to be taken Ongoing Implementation Overall management of Leicestershire Municipal responsibility of further Waste Management mitigating actions below: Strategy (LMWMS) to achieve landfill division 1. Implementation and targets review of LATS Development of Landfill Strategy Allowance Trading 2. Delivery of obligations Scheme (LATS) strategy as part of 2007 Increased recycling & National Government composting performance Waste Strategy Promotion of waste 3. On-going prevention, re-use and development of recycling initiatives LMWMS Procurement of interim 4. Implementation of treatment facility Partnership Successful backing of Communication plans Government bid for 5. Ongoing assessment 87million for PFI credits of opportunities to to help fund new long term divert waste from waste treatment facilities landfill Introduction of District 6. Delivery of interim Incentive Schemes (circa treatment project by 1million investment 2007 2009/10 to 2011) Project Manager Matthew Lugg / Holly Field

Derek Goodenough Holly Field / All Group Managers Joanna Guyll

2.

3. 4. 41

5. 6.

Joanna Guyll

Joanna Guyll / All Group Managers Derek Goodeneough

7.

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RISK ASSESSMENT SUMMARY

APPENDIX C

All the priorities in our 2009/10 Business Plan have been risk assessed and are included in the departmental risk register. The major strategic risks identified are included below: Risk Likelihood/ Impact Action already being taken Further action to be taken 7. Continue RHWS improvements 8. Undertake a procurement process to deliver long term treatment facilities Project Manager Derek Goodenough Harold Yates

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APPENDIX D 2009/10 DEPARTMENTAL EQUALITY IMPACT ASSESSMENT ACTION PLAN

EIA Title Recycling/ Waste Minimisation Initiatives/ Composting Recycling/ Waste Minimisation Initiatives/ Composting Recycling and Household Waste Sites

Equality Objective Ensure effective communication with all stakeholders

Action Make sure minicom service is available when required & make sure staff are aware of how to use minicom service

Target All staff trained on how to use minicom service

Lead Linda Wilson

By when December 2009

Ensure effective communication with all stakeholders

Make sure staff are aware of how to use Language Line

All staff trained on how to use Language Line

Linda Wilson

December 2009

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To ensure that information is accessible & all groups are provided with the opportunity to take up the service

Conduct further investigation to clarify the extent and possible causes of under-representative usage of recycling and household waste sites

To ensure that all sectors of the local community and aware of the facilities available and are able to use them

Derek Goodenough

March 2010

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APPENDIX E GLOSSARY
TERM
Audit Commission Baseline Benchmarking Best Value Performance Indicator (BVPI)

DEFINITION / DESCRIPTION
An independent public body responsible for ensuring that public money is spent economically, efficiently, and effectively in the areas of local government, housing, health, criminal justice and fire and rescue services. Starting level of performance to be improved. The process of measuring an organisation / service performance against the performance of another organisation. A statutory set of indicators developed by Government Departments to measure the performance of local authorities. The data was collected and audited annually by the Audit Commission. BVPIs were replaced by the National Indicator Set (see below) as of April 2008. Performance levels are in the bottom 25% of local authorities against a given indicator. Replaced Service Plans (see below) within the department in 2009/10. There is increased focus on resource implications (i.e. financial, people etc) and partnership working, whilst retaining the core content of Service Plans The governments new local authority performance assessment regime that replaced CPA in April 2009. There is increased focus on working in partnership, improving outcomes for local people, risks, consultation with the local community and the enablement of more targeted support and intervention when things go wrong. A framework to measure the overall performance of a local authority council, using Best Value performance indicators, Best Value inspection reports, and audit reports. CPAs were replaced by CAAs (see above) in April 2009. Process of engaging people to establish their needs, expectations, perceptions and requirements and testing how these measure up against the services we deliver. EIAs are undertaken to help ensure our services are meeting everyones needs and that everyone who needs them has access to those services. We have developed an Equality Impact Assessment (EIA) process for new and existing functions and policies. Plan prepared at a group level to facilitate continuous service improvement and engage / motivate employees in delivery. An agreement between the local Government Office, which represents central government, and local authorities representing their local partners and communities (i.e. Leicestershire County Council on behalf of Leicestershire Together), where existing budgets are re-aligned to address agreed priorities. The delivery plan for the Sustainable Community Strategy. Performance measures set by individual local authorities, not prescribed by central government.

Bottom Quartile Business Plans

Comprehensive Area Assessment (CAA)

Comprehensive Performance Assessment (CPA) Consultation

Equality Impact Assessment (EIA)

Local Action Plan (LAP) Local Area Agreement (LAA)

Local Performance Indicator (LPI)

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APPENDIX E GLOSSARY
TERM
Nappuccino National Indicator Set (NIS) Performance Indicator Performance and Development Review (PDR)

DEFINITION / DESCRIPTION
An informal meeting where parents and parents to be, can find out more about real nappies. A single set of 198 outcome-based indicators covering important national priorities which local authorities must measure. This new set of indicators replaced the BVPIs in April 2008. A measurement tool developed or adopted in order to measure progress against a target or objective. A crucial component of an overall performance management regime with the purpose of linking the performance and development of individuals to the achievement of the objectives of the Service. A PDR is a regular, confidential but documented meeting between an employee and his/her manager, regarding all aspects of the employees employment, to ensure that he/she: o o o o has the support and equipment necessary to do their job can work to agreed and realistic targets has his/her training needs assessed and acted upon has his/her future work and career development planned for

Re-use Credits Recycling Credits Risk Risk Management Service Plan

Credits that can be claimed by not for profit organisations for re-use of household items (furniture, paint, etc.) Credits payable to waste collection authorities and other organisations (excluding businesses) to help cover costs which result from recycling household waste. Chance of something happening in the future which will impact on the ability to achieve an objective. Process to identify, assess, understand and manage the likelihood and impact of something happening which will affect the achievement of objectives A component of an overall performance management framework to review performance of a service and set its future direction. Replaced by Business Plans in April 2009. For the long term. A five year planning document which sets out our priorities for Leicestershire in partnership with all key organisations and partnerships across the County. Leicestershires first SCS was published in March 2008 to feed and inform the second Local Area Agreement which commenced in April 2008. Performance levels are in the top 25% of local authorities against a given indicator. Performance levels are within the 25% band above the median of local authorities against a given indicator.

Sustainability Sustainable Community Strategy (SCS)

Top Quartile Upper Quartile

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