HEALTH ENVIRONMENTAL SERVICES

SOUTH CAMBRIDGESHIRE DISTRICT COUNCIL

HEALTH & ENVIRONMENTAL SERVICES

DRAFT SERVICE PLAN2008/09 TO 2010/11

Corporate Manager: Dale Robinson Portfolio Holder/s: Cllr Mrs D Spink

1

SERVICE PLAN OVERVIEW

1. Key Functions and Responsibilities

1.1. Profile of Service

The Health & Environmental Services service takes a holistic view of the interaction of people with their home, work, leisure and natural environment. The essence of the service is the prevention, detection and control of environmental hazards that affect human health, with 'health' defined in its broadest sense as “ a state of complete physical, mental and social well-being”. It is made up of a very broad and intertwined set of sub-services and activities, many of which are aligned to legislative and regulatory requirements. Environmental and public health is an inescapable part of our daily lives. The services provided can influence and provide protection for us all from the moment we wake up to during the night when we are looking for a good night’s sleep.

The very existence of local government has it roots in the early Public Health Acts when the precursors of local government were created (1848 -Local Boards of Health and 1872Urban & Rural Sanitary Authorities). Central Government has reaffirmed the important role local government has in delivering public health through the local authority community leadership role and the influences it has on the wider determinants of health i.e. economic prosperity, poor housing conditions, crime, living and working conditions, water and sanitation. The task of the service is to lessen the affect of those factors (Figure 1 below) that impact the individual’s health & well-being.

Figure one: Conditions affecting an individual’s well-being

All activities stem from legislative requirements in the first instance although the way they are provided can in some circumstances involve a small element of discretion, enabling a more effective and improved service that meets local needs. Advice, educational and promotional activities are designed o reduce the regulatory burden for businesses and the pubic and are a cornerstone of the national Better regulation agenda which is designed to ensure the economic prosperity of the country.

The pace of legislative change required never stands still and many issues are likely to come to the fore in the year that has not been specifically identified here.

2

Health Hazards Social Conditions

Environmental conditions

Economic conditions

Community Health Actions

Individual health actions

http://images.google.co.uk/imgres?imgurl=http://www.dinf.ne.jp/doc/english/global/david/dwe002/dwe002g/dwe00218g52.gif&imgrefurl=http://www.dinf.ne.jp/doc/english/global/david/dwe002/dwe00218.htm&h=204&w=249&sz=11&tbnid=w8kbW8L3FJkJ:&tbnh=86&tbnw=106&hl=en&start=5&prev=/images%3Fq%3Dwalking%2Buphill%26svnum%3D10%26hl%3Den%26lr%3D%26safe%3Dactive%26sa%3DN

1.2. Key Service AreasThe service can be subdivided into the following key service areas delivering statutory functions;

1.2.1. Food and Health & Safety1.2.1.1. Core Functions: -

Food hygiene control Food poisoning investigation

Workplace complaints

Food Safety Alerts response

Infectious diseases control

Health & safety awareness education and promotion

Food and food related complaints

Food and health & safety business advice

National Assistance burials

Food sampling Health & safety control Private water supplies Food safety education

& promotion Health & safety

accident/ occupational disease investigation

Asbestos removal control

Acupuncturists and tattooists registration

Food premises registration

Zoo licensing

1.2.2. Health Protection (inc pest control)1.2.2.1. Core Functions: -

Contaminated land Smoking harm reduction inc. Smoke free compliance

Planning policy advice

Air Quality Pest Control treatment & advice/enforcement

Development control consultations

Public health – Partnership working

Home Energy Conservation

Health promotion

1.2.3. Environmental Protection 1.2.3.1. Core Functions: -

Pollution control – IPC and LAAPC permits to operate

Foul sewerage and drainage

Development control consultations

Noise nuisances Private sector housing standards

Smoke control/nuisance

Odour, dust and Light nuisances

Caravan site licence control

1.2.4. Licensing1.2.4.1. Core Functions: -

Premises licensing (alcohol & entertainment)

Personal licences (to sell alcohol)

Gambling Premises licenses

Riding Establishments licensing

Pet shop and dangerous wild animal

Street trading licences

3

licences Animal breeding and

boarding licenses Taxi/private hire

vehicles and drivers licensing

Lotteries, door to door and motor salvage licensing

1.2.5. Refuse and Recycling1.2.5.1. Core Functions: -

Domestic collections Bulky household collections

Enforcement, promotional and educational activities

Kerbside dry recycling collections

Domestic Clinical waste collections

Development control consultations and planning policy

Bring bank recycling Trade waste collection Waste strategy and policy inc partnership working

Kerbside compostable collections

Septic and cesspool collections

1.2.6. Street cleansing & enviro-crime1.2.6.1. Core Functions: -

Mechanical street cleaning

Litter picking Abandoned vehicle control

Litter and dog waste bin provision and clearance

Fly-tipping Stray dog control

Litter control Graffiti control and clearance

Enforcement, promotional and educational activities

1.2.7. Awarded watercourses1.2.7.1. Core Functions: -

Mechanical and manual maintenance

Flooding emergency response

Land drainage - development control consultations and planning policy

1.2.8. Home improvement agency1.2.8.1. Core Functions: -

Mandatory Disabled facilities grants

Home repair assistance grants

Handy person scheme

Benefits advice and sign-posting

Technical, application support and advice service

4

2. Context2.1. External Drivers

2.1.1. National Enforcement PrioritiesWidely welcomed five national enforcement priorities (and one time limited one) have been agreed by central government, four of which are regulated by Health & Environmental Services. Table one list those priorities together with why they are considered to be of high importance to the Nation.

Table 1: National enforcement priorities for Local authority regulatory services1

National enforcement priority area

Why?

Air Quality, including regulation of pollution from factories and homes

Contribution to tackling climate change Damages health, quality of life and

shortens life expectancy Health impacts from particulates in 2005

cost £9.1 - £21 billion Important issue for citizens and local

authorities Hugely politically important

Alcohol, entertainment and late night refreshment licensing and its enforcement

1 in 5 violent incidents in or around public houses

Up to 22,000 premature deaths per year related to alcohol consumption

17 million working days lost through alcohol related absence

35% of total A & E costs are alcohol related Public perception is that drunk, rowdy

behaviour is getting worse.Hygiene of businesses selling, distributing and manufacturing food and the safety and fitness of food in the premises

A death a day arising from food business operations.

1,467 cases of food borne disease per day 33 hospitalisations per day Considered a priority area by businesses

and citizens In 2005 poor standards cost the economy

£900 million Improving health in the workplace

In Local authority enforced sectors 560,000 workers experience ill-health or

illness caused by or made worse by their work.

410 people per day start an episode of work-related illness

£360 - £610 million costs to employers of ill-health

Several £billion cost to economy each year

1 Rogers Peter (2005) – National enforcement priorities for local authority regulatory services – Cabinet Office, London

5

It is anticipated that the proposed set of 200 national performance indicators for local authorities will reflect the national enforcement priorities.

It is believed that the service already reflects the need to prioritise the regulatory activity in the four national priority areas as indicated by the estimated full time equivalent staff allocated to them (figure two refers). Although the amount of enforcement and regulatory activity directed towards Licensing is small and needs further consideration; staff being mainly employed in the administration of licenses.

Figure 2: Estimated number of FTE equivalent field staff allocated to national priority enforcement areas as

proportion of total field staff employed

Food safety 14%

Health & safety15%

Licensing Act 8%

Air quality16%

Others areas e.g. enviro-crime, taxi licensing,

street trading; private sector

housing, animal welfare;

2.1.2. Regulatory Reform Agenda

Fronted by the Prime Minister the Government has set in train a significant programme of regulatory reform. Gordon Brown sees this reform as essential to the Country’s economic and social goals. The Hampton Review in 2005 recommended a new approach to regulation with the emphasis on ‘securing compliance’ rather than routinely carrying out inspections. The language of risk-based regulation is growing in importance and will be a major driver on the service in the future. Fundamental to this approach is that the majority of businesses, which are complaint, will receive a lighter touch, meanwhile rogue businesses will be expected to face quick, meaningful and proportionate action and penalties.

The government has set up a new department under the first Secretary of State for Regulatory Reform placing the agenda at the heart of Government. The newly established statutory body, Local Better Regulation Office (LBRO), will issue best practice guidance to local authority regulators and look to drive up performance. The Government also accepted in full the recommendations of the Macrory Review of Regulatory Penalties, which should provide a new flexible ‘tool-kit’ of sanctions to use against those who break regulations.

6

2.1.3. New Legislation2.1.3.1. Regulatory Enforcement & Sanctions Bill

Stemming from the regulatory reform agenda, the Regulatory Enforcement and Sanctions Bill is in its consultation phase. The effects of this Bill could be very far reaching cutting across the majority of services provided by Health & Environmental Services. The Bill is due to be announced in November’s Queen speech with Royal assent in the summer of 2008. However as an enabling Bill much of its impact will be felt from the development of regulations to follow.

The Bill currently includes proposals to: -

i. Place LBRO on a statutory footing with the functions of:a. Guidance to Local Authority regulatory servicesb. Advice to Ministersc. Financial support and assistance to Local Authority regulatory

servicesd. Co-ordinating Local Authority regulatory functions through Primary

Authority Principle.e. Revising and updating the National enforcement priorities

ii. Introduce a new regulatory sanction regime such as fixed penalties; variable monetary penalties, restorative undertakings; cessation notices.

iii. Introduce a Statutory Regulator’s compliance code – to promote effective and efficient approaches to regulatory enforcement and inspection.

2.1.3.2. Government proposals following Bristol Report2

In response to the Bristol University report the Government has agreed to a phased increase the mandatory disabled facility grant (DFG) limit from £25,000 to £50,000. In addition a pilot project is due to report in early 2008, which is looking at the effects of consolidating the existing test of resources with the system based on Fairer Charging for Care services principles. Both of these are likely to increase financial pressure on the Council’s mandatory DFG budget.

2.1.3.3. Amendments to the Private Water Supplies RegulationsIn line with the better regulation agenda, although in the early stages of consultation, DEFRA are considering changing the regulatory regime for private water supplies to a risk based programme. This will require all of our 130 plus private water supplies to be individually risk assessed for potential public health impact over a five-year period. The date of the change is unclear but is anticipated to be late in 2008/09.

2.1.3.4. Taxi Licensing ReformThe Government has for the devolved administration for Northern Ireland but onto the statute books a proposal for amalgamating the licensing regimes covering Hackney carriages and private hire vehicles. They are looking carefully at how this proceeds and are currently consulting with the trade and professional bodies on whether this should be applied to England and Wales. Amalgamation would be at least three years away and would be beneficial in updating antiquated legislation and lead to improved clarity and efficiency of the licensing process.

It is anticipated that the repeal of the 7-day contract exemption will come into effect in 2008/09. Potentially this could lead to a considerable increase in the number of drivers and vehicles requiring licensing e.g. ambulance cars, travel agency cars, hotel and courtesy transport.

2 DCLG (2007); Disabled Facilities Grant programme: The Government’s proposal to improve programme delivery. London. The Stationery Office

7

2.1.4. Local Demands

2.1.4.1. Housing Growth & Demographic changesThe District will see its population grow by 34,000 people by 2016 and more beyond this. Along side the population growth commercial and public facilities will also grow to service the greater population. The eco-town of Northstowe will look and feel different to any other settlement in South Cambridgeshire and may require a different service delivery model from that provided today. The re-modelled anticipated housing and population trajectory, as detailed in table 2, has shown that despite the delays for Northstowe, little variance in housing numbers are expected as other sites are now included in the trajectory, which was not, previously counted.

Table 2: Anticipated Housing and Population trajectory to 2016

Financial Year Trajectory (as at September 2007)

Variance (on September 2006)

Population (at 2.3 persons per household)

2006/07 929 -316 21372007/08 1528 +180 35142008/09 1420 -49 32662009/10 1483 -158 34112010/11 1346 -232 30962011/12 1708 +21 39282012/13 1788 +221 4112

2013/144 1478 -104 33992014/15 1532 +350 35242015/16 1572 +590 3616

Total 14784 +503 34003

In addition to this the age structure of the population in South Cambridgeshire is expected to alter with a greater proportion in the 65 year plus age bands i.e. 15.6% in 2006 to 23.2% in 2021. This is likely to have a differential impact on some of our services especially around nuisance complaints; assisted collections, clinical waste collections and disabled facility grant referrals.

2.1.4.2. Cambridgeshire Supporting People Commissioning Body- Review of Home Improvement agencies

Supporting people in Cambridgeshire have initiated a review of the Home Improvement Agencies across Cambridgeshire, which may recommend substantial changes to the core specification and/or configuration of the service in the County. However, external Funding form Supporting people and the County Council has been secured until 2011 subject to compliance with the core specification and the recommendations of the review.

2.1.4.3. Activity Demands on the Service

In line with the growth agenda and as exampled by the food control statistic (figure 3 below) we are seeing a gradual increase in the number of commercial establishments. This growth can currently be accommodated within existing resources following efficiency improvements agreed changes to the regulatory regime allowing Environmental Health Practitioners to deal with low risk premises other than by inspection.

8

Figure 3: Food control in South Cambridgeshire

0

200

400

600

800

1000

1200

2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07financial year

Num

ber

Number of food premisesNumber of food premises subject to off icial control in yearLinear (Number of food premises)Linear (Number of food premises subject to off icial control in year)

Source: Food Standards Agency Returns: Table 2.1 Food hygiene - Compliance with inspection programme 2000/01 to 2006/07

Figure 4: Reactive activity in year by area

0

5000

10000

15000

20000

25000

HealthProtection &

EnvironmentalProtection

Food & Health &Safety

Refuse &Recycling

StreetCleansing &enviro crime

Total jobsraised allsources

Activity area

Num

ber

of jo

bs ra

ised

2003/04 2004/05 2005/06 2006/07

Source: Performance reports Proactive SCDC 2003/04 to 2006/07

The picture is similar for reactive activity across the various service areas (figure 4 above). The large increase in activity in 2004/05 coincides with the changes made to the refuse and recycling service.

9

Target objective

Short listed policy areas most relevant

Safer & stronger

communities

Figure 5: Example of enforcement contributing to safe and stronger communities

Alcohol, entertainment licensing

Enviro-crime ; Noise control

Anti-social behaviour

Warning and prosecutions Business advice

Complaint investigation Licensing conditions

Proactive inspection

Campaigns, awareness raising and educational activities

Tools

2.1.5. Cambridgeshire’s Local area Agreement and South Cambridgeshire’s Community Strategy /LSP Draft Strategic Objectives

Local Area Agreement’s (LAA’s) are about the local delivery of better standards, with more partners, and outcomes geared to communities. Regulatory services have not always had a high enough profile in LAA’s yet their contribution can be very great. Figure 5 below demonstrates how enforcement activity can contribute to the outcomes of the ‘Safer and stronger communities’ block3.

The South Cambridgeshire Strategic Partnership is in the process of consulting on its draft strategic objectives and priorities. These reflect the Councils own objectives and priorities. It is anticipated that the Health & Environmental service policy areas will contribute to the following proposals

3 Rogers Peter (2005) – National enforcement priorities for local authority regulatory services – Cabinet Office, London

10

Strategic Objectives Priorities

c

Tackling health inequalities by ensuring that the health needs are met, particularly in relation to the health of travellers and new migrant populations

d Promoting independence for older people and reducing falls in older people

ePreventing obesity through promoting healthy eating, physical activity and mental health and well being

f Reducing harm from alcohol

hMeeting housing need through the provision of new affordable housing and adaptations to existing housing in established communities

k Promoting sustainability for the benefit of the local and global environment

1. Active, healthy and inclusive communities.

m Promoting smoke free environments and reducing the number of people who smoke

bReducing levels of crime and anti-social behaviour including hidden crimes such as domestic violence

d Reducing the fear of crime

2. Safe & Clean communities

e Protecting and enhancing the environment and cleanliness of our communities

3. Building successful new communities c

Ensuring good health and mental well-being through the delivery of joint service provision and community development

cSeeking to minimise climate change through promoting low energy future and minimising waste

4. A sustainable environment

f Supporting the start-up and development of new businesses and social enterprises

The Cambridgeshire LAA has recently been refreshed and a new version is in production awaiting the publication of the Government’s new performance framework. It is likely that many of the draft community strategy priorities above will feature in the new LAA. Waste, street cleansing and public health matters around smoking, obesity, alcohol and inequalities are anticipated to be included and therefore the is likely to be a valued contribution to be made by Health & Environmental services.

2.2. Key Partners

Key partners are wide ranging, involving joint contracting and partnership working through shared services, staff and ‘virtual’ approaches. Partnership working influences the way we deliver services and can bring many benefit provide the right approach and effort is expended. An audit of key strategic/high level external partnership arrangements has just been undertaken. The RECAP waste partnership and the Improving Health partnership were both ranked as significant partnerships. The former has achieved Beacon status and has been extremely successful in ensuring the best value for the council taxpayer of Cambridgeshire.

11

Other key partners and partnerships include:

Central Government departments – Department of Communities and Local Government, Cabinet Office, DEFRA, Home Office, Department of Health

Central Government agencies/bodies – Food Standards Agency, Health & Safety Executive, Local Better Regulation Office, Environment Agency, Health Protection Agency.

Councils – Cambridgeshire Association of Local councils, Cambridgeshire County council, Cambridge City Council, Huntingdon District Council, Fenland District Council, East Cambridgeshire District Council, Internal drainage boards.

Health related- Cambridgeshire primary care Trust, NICE, Cambridgeshire Tobacco Control Alliance, Ambulance Trust,

Crime and criminal justice related – Cambridgeshire Constabulary, Probation service

Contractors- Donarbon, Veolia, Pearsons, Waste recycling Group, Charlton recycled Autoparts ltd, NETCEN, Transparency data, Northgate.

2.3. Internal DriversThe Council is undergoing a period of substantial change under the banner of Inspire. Corporate initiatives will have a substantial bearing on the way the service is delivered i.e. Service First, delegations review, performance management, scrutiny and policy review arrangements, communication strategy, housing futures, equalities to name but a few. The service will be expected to play its part in this agenda.

The council has just revised its corporate objectives and service priorities. Although savings for 2008/09 have not specifically been called for it is an overriding requirement that services look for efficiencies in everything they do. This is aligned to the requirement to find 3% Gershon savings. Together with Officers, Members are currently compiling an implementation plan to add further meaning and direction to the service priorities.

Those that have a direct relevance to Health & Environmental services include:

Kerbside Plastic Recycling (options report Nov07; Implementation 2008/09) Investigate appropriate procurement models for Refuse/recycling and street

cleansing services (Start Jan 08) Continuation of enviro-crime programmed actions (improvements in flytipping,

graffiti, abandoned vehicles etc) Options for provision /procurement of Awarded Water Courses service

(2008/09) Improved Street cleansing performance

2.4. Strengths and Weaknesses

A SWOT analysis has been undertaken taking into account the external and internal drivers and performance of the services. Table 3 represents the main conclusions from this assessment.

12

Table 3: Main Strengths, Weaknesses, Opportunities and Threats

Strengths: Customer service quality circle Emphasis on the four National

enforcement priorities Risk based approach adopted in some

services Refuse and recycling performance Net expenditure per head for core Env.

Health services Value for money refuse & recycling

services (SPARSE benchmark) Refuse & recycling productivity Customer satisfaction and service; EH

services; pest control; street cleaning, refuse collection

Partnership working Improved abandoned vehicle removal

arrangements and perceptions Investors in People accreditation Beacon status Professional, highly trained and skilled

workforce Pollution control, licensing, Food &

health and safety performance Low level staff sickness Ability to access external funding Flexible staff Air Quality website Scores on the doors Nationally recognised experts

Opportunities: Enviro-crime website enhancements LAA reward money Draft community strategy objectives Risk based enforcement strategies Local Better Regulation Office Housing and population growth and

demographic changes New performance framework Review of Home Improvement

Agencies Customers quality of life factors i.e.

clean streets, level of pollution, low level of crime

Gershon requirements Plastic’s recycling Technology and ICT advances Flexible and mobile working

Weaknesses: Licensing enforcement Website information and navigation Street cleansing, fly tipping

enforcement, fly posting and graffiti performance i.e. BV199a-d

Customer satisfaction with local recycling facilities including tidiness; bulky household waste collections

Staff employed on core Env Health functions per 1000 population

Management capacity Recruitment & retention in key areas of

HGV drivers, street cleansing operatives and EHO’s.

Home Improvement Agency staffing resources to meet demand

No risk based approach to complaints Abandoned vehicles removed in 24hr Staff vacancy rate Dog control

Threats: Staff/EHO ratio per 1000 population Enforcement compliance code Local Better Regulation Office Primary Authority Principle Government’s response to Bristol

report into DFG’s 7 day contract exemption removal

(taxi licensing) Housing and population growth and

demographic changes Gershon requirements Naming and shaming if do not

perform New software solution M3 not

performing as sold Corporate aspirations and

requirements Depot size

13

3. Service Objectives

As detailed in section 1.1 the service is made up of a broad set and intertwined set of sub-services and activities. Staff within each of these services have considered the objectives of each of their services and how they can be brought to together in one overall Statement of Purpose for Health & Environmental Services. In so doing they have ensured that the Statement of Purpose below reflects and fully embraces the Council’s new set of corporate objectives, priorities and values as in table 4 below.

HEALTH & ENVIRONMENTAL SERVICES STATEMENT OF PURPOSE

OBJECTIVES

The objectives of health & environmental services within South Cambridgeshire District Council are to work in partnership with local organisations, businesses and

the wider community to:

Protect and enhance the environment now and in the future

Improve on the sense of well being within our existing and future villages, communities and businesses

Safeguard and improve public health

Enhance the quality of life of citizens generally and for those disadvantaged specifically

Instil a sense of pride in being associated with Environmental Health at SCDC

VALUES

High quality customer service to the public

Target resources to areas of greatest risk/effect/change.

Consult and provide sensible, clear, open, honest and fair decisions

To improve service to the public that represents best value

Be professional, consistent and equitable, showing mutual respect towards others.

Use common sense

Be responsive and flexible to people’s needs

Set standards by which to be judged

14

Table 4: Health & Environmental Services Statement of Purpose and Links to Corporate Objectives

Council Objectives Departmental/Service PurposeLinked with Council Objective

1) The Council will work in partnership to manage growth to benefit everyone in South Cambridgeshire now and the future.

2) The Council will deliver high quality services that represent best value and are accessible to all our community

3) The Council will enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work.

The objectives of health & environmental services within South Cambridgeshire District Council are to work in partnership with local organisations, businesses and the wider community to:

Protect and enhance the environment now and in the future

Improve on the sense of well being within our existing and future villages, communities and businesses

Safeguard and improve public health

Enhance the quality of life of citizens generally and for those disadvantaged specifically

Instil a sense of pride in being associated with Environmental Health at SCDC

(1), (2) and (3)

(1), (2), and (3)

(1), (2) and (3)

(1), (2), (3)

(3)

4. Progress/Performance Overview

4.1. Overall Performance against Best Value Indicators and Local Indicators

The service’s performance benchmarked against the national best value performance indicators and including trends over the last three years and is given in Appendix 1 together with performance trends against local performance Indicators.

The main issues to be highlighted from those tables are: -

Good Performing Areas Average Performing Functions

Poor Performing Functions

Overall amount recycled/composted

Dry recycling percentage of total weight collected

Overall tonnage of waste collected

Number of recycling materials collected and coverage

Cost of waste collection per household

Vacant dwelling returned to occupation as result of our action

Env health enforcement best practice

Abandoned vehicles investigations within 24 hrs

Street cleanliness (detritus); visible graffiti and fly-posting, fly tipping enforcement

15

Pollution control improvements

Response times to environmental health complaints

Prompt removal of abandoned vehicles.

Customer satisfaction with street cleanliness and household waste collection

Level of sickness in environment operations staff

Satisfaction with local recycling facilities (i.e. banks)

Staff sickness levels in Env. Health

Staff vacancy rate

Refuse & recycling collection dependability and customer services

Home Improvement Agency time taken to complete works

General customer service

Food hygiene and health safety inspection of high risk premises

4.2. Customer Consultation & Satisfaction

Overall the service has seen some significant improvements in customer satisfaction and perceptions as detailed in tables 5 to 7 below. Generally the services achieve high levels of customer satisfaction. This is especially true of the refuse and recycling services, environmental health, and pest control. Improvements in perceived anti-social behaviour matters have been achieved, the most dramatic of which being in the perception of problems with abandoned vehicles.

It is difficult to explain why satisfaction in street cleanliness has improved so much as measured by BV89 yet at the same time equal percentages of people felt things had either improved or got worse. Residents would appear to have considered that recycling bank facilities had improved but they are still not overall satisfied with them, possibly due to cleanliness issues and the poor performing plastic recycling bank service.

Table 5: % Of Customers Who Felt The Service Had Got Better Or Worse Since 2003

Better WorseKerbside collection of recycling 42% 7% Recycling Bank facilities 36% 6% Household waste collection 34% 15% Street and open space cleanliness 16% 14%

16

Table 6: Satisfaction with Aspects of Refuse & Recycling, Environmental Health and Pest Control Services

Very/fairly satisfied Fairly/very dissatisfied Trend

Household waste collection2003 2006 2006

Black bin 83% 86% 8%

Cleanliness of street after collection

78% 85% 8%

Bulky household waste collection 61% 53% 20%

Kerbside recycling

Recycling containers 73% 81% 13%

Cleanliness of street after collection

78% 82% 10%

Kerbside collection overall 76% 79% 13% Recycling banks and other recycling facilitiesLocation 77% 75% 15% Items that can be deposited 73% 74% 16% With cleanliness and tidiness of site 67% 65% 20%

2004/05 2006/07Environmental HealthOverall satisfaction 82% 86% Received full explanation as to action taken 77% 82% Pest Control 85% 97%

Customers also indicated that low level of crime (anti-social behaviour and enviro-crime), affordable/decent housing, clean streets and the level of pollution were important factors in affecting their quality of life. In addition they felt that clean streets and pollution improvements were needed to improve their local area.

17

Table 7: What Did Residents Consider To Be A Anti-Social Behaviour Problem In Their Area

5. Resources

Template to be provided corporately at later date

18

Very big/big problemAnti-social behaviour 2003 2006 Trend

Rubbish and litter lying around 37% 28% Vandalism, graffiti and other deliberate damage to property or vehicles

48% 25%

People being drunk or rowdy in public places

35% 14%

Noisy neighbours or loud parties 13% 8% Abandoned or burnt out cars 48% 6%

6. Value for Money Overview

6.1. Core Environmental Health Functions

The primary measure of value for money comparison for core Environmental Health functions is the net expenditure on Environmental Health per head of population. This can be benchmarked against our Cipfa and Audit Commission family groups, and the national average as in Figure 6 below.

Figure 7 demonstrates that although net expenditure has risen and the gap between the national average and South Cambridgeshire’s net expenditure has closed slightly the amount spent by South Cambridgeshire District Council per head remains substantially below the national average figure.

Given the reasonably good performance of the service against this low level of expenditure compared to our benchmarks the service can be said to offer good value for money.

Figure 6: Net expenditure on EH per head 05/06 actuals

£6.00

£7.00

£8.00

£9.00

£10.00

£11.00

£12.00

£13.00

£14.00

£15.00

South Cambs Cipfafamily group mean

South Cambs AuditCommission family

group

National Average South Cambs. D.C.

Net

exp

endi

ture

per

hea

d

Source: CIPFA 2006; Environmental Health Statistics 2005/06 actuals; SIS ref 65.06; London

19

Figure 7: South Cambs D.C. Net expenditure per head on EH compared to national average

£4.00

£5.00

£6.00

£7.00

£8.00

£9.00

£10.00

£11.00

£12.00

£13.00

2001/02 2002/03 2003/04 2004/05 2005/06 2006/07

financial year

net e

xpen

ditu

re p

er h

ead

South Cambs D.C.National average

Source: CIPFA; Environmental Health Statistics 2001/02 to 2006/07 actuals; SIS ref 65.01 - 06; London

6.2. Waste Management Functions

The members of the SPARSE benchmarking group of local authorities analysed the relationship between recycling rates and unit costs for waste management. E.g. an authority spending £50 per head would be expected to have a recycling rate of 28%. SCDC rate was 21% better than expected for the spending.4 This value for money analysis ranked recycling services in South Cambridgeshire District Council as being second best authority for offering value for money amongst their 97 members.

2005/06 productivity analysis by our Daventry benchmark group i.e. 05/06 out-turn cost per % recycled/composted also demonstrate the service is extremely cost effective. South Cambridgeshire’s cost per percentage recycled in 2005/06 was £0.95 compared to the family average of £1.73. In addition South Cambridgeshire’s cost per tonne of waste collected in 2005/06 was £44.51 compared to a group mean of £54.565. The best value cost of waste collection figure is however in the third quartile of authorities. This is not surprising given the high costs of recycling and collecting waste in a rural area and South Cambridgeshire’s high recycling performance.

RSM Robson Rhodes as part of the 2005/06 the waste management best value review undertook a detailed financial analysis of the service, which concluded that the service should review the procurement options available. This would need to

4 SPARSE benchmarking recycling analysis 2005/065 Daventry benchmarking returns using BV82a, BV82b, BV84a, BV84b & BV86 2005/06 out-turn figures

20

ensure that the future expected pressures to be exerted on the service were taken into account and value for money was being obtained to arrive at a best value option.

7. Workforce Overview

The service has recently been re-accredited with the Investors in People standard. Spending on training within the service as a percentage of the total environmental health salary budget remains at approximately 1.5%. This is sufficient to ensure that the workforce is appropriately trained, skilled and competent.

Staff sickness excluding environment operations although rising in recent years, mainly as result of chronic long-term illness, remains relatively low. Sickness in environment operations, via good management techniques, has dropped substantially from 11% – 12% to around 5%.

The most worrying factor in recent years however has been the staff vacancy rate, especially involving environmental health officers, heavy goods vehicle drivers and street cleansing operatives. The age profile of the work force has become more balanced with less coming close to retirement however there are still a number of employees expected to retire in the next few years that will need replacing. Although retention is not so problematical, once vacant it has taken a considerable amount of time to recruit into these positions due to local and national labour force shortages and other conditions surrounding these groups of worker. In house training schemes for HGV drivers and employment of Student EHO’s on a bursary has helped but more needs to be done.

A good benchmark of staffing resources employed is the number of staff employed as a rate per 1000 population. The rate of staff and EHO’s employed on core environmental health functions per 1000 population has fallen since 2001. As demonstrated by Figures 8 and 9 in 2005/06 it was below our benchmarked family groups.

Figure 8: Staff employed on core Env. Health Functions per 1000 population (05/06 Actuals)

0.15

0.16

0.17

0.18

0.19

0.2

0.21

0.22

0.23

South Cambs Cipfa familygroup mean

South Cambs AuditCommission family group

South Cambs. D.C.FTE

empl

oyed

per

100

0 po

pula

tion


21

Figure 9: EHO's employed per 1000 population 05/06 actuals

0.03

0.035

0.04

0.045

0.05

0.055

0.06

0.065

South Cambs Cipfa familygroup mean

South Cambs AuditCommission family group

South Cambs. D.C.

FTE

empl

oyed

per

100

0 po

pula

tion


The pace of population growth in the district is to quicken as modelled in section 2.1.4.1. In order to ensure that this rate does not drop further behind a further field staff member will need to be employed every two years, starting in 2009/10, and including an EHO every four years, commencing in 2001/12.

8. Equalities Overview

To be completed separately in February with corporate statement when review of South Cambridgeshire District Council approach to equalities is known.

9. Risk Overview

The Health & Environmental Services risk register is attached at Appendix 2. This provides an analysis of the major risks affecting the service over the next 12 months and is built from much of the preceding commentary. The greatest risks to the service revolve around recruitment and retention and other staffing issues such as management capacity, and staff morale; the better regulation agenda and specifically the Regulatory Enforcement & Sanctions Bill. Actions have been proposed to reduce and manage these risks within the change and improvement plans that follow. The links to these are shown in table 8.

Table 8: Actions proposed to manage the identified risks

Risk Number

Short Title/description Action/Change/Improvement proposed

2

Recruit & retention Recruitment & retention workforce plan for service including bid for financial budget to fund apprentice schemes, market supplements, re-evaluations

10 Disabled facility grant demand

Bid to re-instate post of assistant surveyor in HIA unit

22

Assessment of the existing capital budget provision indicates this should be sufficient until 2011/12

11Meeting air quality A14 corridor

Implementation of air quality strategy Development and implementation of air

quality action plan for A14 corridor

13 Depot size Continue discussions on possible depot move and bid for moving costs

3

Better regulation agenda and Regulatory Enforcement & Sanctions Bill

Increase enforcement capacity within enviro-crime and alcohol licensing

Proposals to implement the Bill’s requirements when it becomes an Act.

Proposals to meet best practice requirements

Improved partnership arrangements with HSE

To take part in retail enforcement pilot

16 Management Capacity to meet demands

Bid for employment of business manager

23

OPERATIONAL PLAN: Food & Health & Safety Service

Relevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our communityObjective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC

Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE209; SE211; SE227; SE228

Finance, Efficiency & VFM SE213; SE214; SE229

Customer Service NI182; NI183; SE203; SE222; SE226; SE235; SE236; SE237; SE238

PI target or deadline for action

Supporting Objective Key Performance Indicator or other SMART measure

Supporting Indicator or Action/s 08/09 09/10 10/11

Lead Officer

Resources Used

To ensure food establishments are compliant with food hygiene law

NI 184 Food establishments in the area which are broadly compliant with food hygiene law

CA

Qualified Environmental health practitioners and staff with higher certificate in food.

SE 206 % food premise inspections carried out for high risk premises

100% 100% 100% CA

To provide public information on the hygiene of food businesses via Scores on the Doors initiativeTo register food businesses operating within the DistrictTo offer advice to food businessesProvision of certificated food hygiene training for food business in the areaTo provide Safer Food Better Business programme

3.5 FTE’s

Net expenditure £194K

To investigate Infectious diseases and food borne illness

To respond to all notification within 24 hours of receipt by letter of telephone

100% 100% 100% CA

Qualified Environmental health practitioners and technical staff

4.5 FTE’s

26

NI 184 Food establishments in the area which are broadly compliant with food hygiene law

CATo investigate complaints about the fitness of food or hygiene of premises SE 203 % of EH

complaints responded to within 3 working days

88% 90% 92% JGK

To carry out food and water sampling and initiate action on receipt of unsatisfactory results

As per programme for LACORS and Eastern Centre CA

To respond to food safety Alerts

Within 24 hours of receipt 100% 100% 100% CA

SE204 % of health & safety inspections carried out for high risk premises

96% 96% 96% CA

To provide agreed FIT 3 programme in partnership with HSE

CA

Review risk ratings for premises under our regulatory control

30% of low risk

data base

30% of low risk

data base

30% of low risk

data base

CA

To offer advice and information on health and safety to businesses.

CA

To improve the health, safety and welfare of people at work and to

protect others from risks arising from work

activities

Provision of health & safety training for business in the area

CA

27

Sampling of swimming pool water and spa baths etc

CA

To investigate complaints about the fitness of food or hygiene of premises

SE 203 % of EH complaints responded to within 3 working days 88% 90% 92% JGK

To hold people to account and prevent further injury through the investigation of reportable accidents

Investigate within 24 hours of notification

95% 95% 95% CA

To ensure welfare and health & safety standards are maintained within Zoo’s pet shops and other animal establishments

Inspect and license as per the legislative requirements and model conditions

CA

To ensure the health of consumers of potable water from private water supplies is not at risk

Carry out the sampling and inspection programme as determined by the legislation

CA

Food Safety 40 40 40

Public Health 28 28 28

To maintain an appropriate level and quality of service as determined by the Portfolio holder

SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance i.e Food, Health & safety, ID’s,

Health & Safety 31.8 32 32

JGK

28

OPERATIONAL PLAN: Health Protection (inc Pest Control) Service

Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve

successful new communities and protect existing communities and villages Promoting low carbon living and delivering low carbon growth Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Promoting participation in sport and active recreation to improve the health of all Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC

29



Customer Service NI182; NI183; SE203; SE222; SE226; SE235; SE236; SE237; SE238




Lead Officer

Resources Used

To fulfil the Council’s obligations under the Civil Contingencies Act by providing in partnership an effective emergency planning response to major incidents

NI 37 Awareness of civil protection arrangements in the local area.

Producing plans Exercising,

testing of plans Training of staff LG

0.3 FTEJoint service provision with County Council EP teamVolunteer staffRest centre equipment and facilities

To ensure a smoke free environment

NI 122; NI123; NI137 % of high risk premises complying

Health Act Regulation visits, advice and education

Camquit & national clean air awards promotion

??? ??? ??? IG

1.6 FTE’s until July 2008.

To reduce the incidence of ill health through CHD, obesity, and alcohol consumption

NI 39; NI 55; NI 56; NI119; NI120; NI121; NI122, NI123; NI137

Exercise referral scheme

Planning for growth

Score on the doors

Food & health plan implementation

IG

30

To reduce anti-social behaviour associated with alcohol consumption

Proof of age scheme

Best Bar None Effective

licensing regime

IG

To ensure that reductions in CO2 emissions are achieved in the Home and people live in warm homes

NI187 –tacking fuel povertyNI186 per capita CO2 emissions in the LA area

Home Energy Conservation Act activities IG

To protect public health and the environment by ensuring the impact of growth is appropriately considered and mitigated against including the development of healthy communities.

Various NI’s Review and responding to planning policies and development proposals

Writing and reviewing supplementary planning guidance

Health Impact and sustainable Environmental statements

Supporting the growth area corporate processes and groups

SW

31

To improve air quality and reduce the impacts of polluting emissions on public health

NI194 Level of air quality – reduction in NOx and primary PM10 emissions through local authority’s estate and operations

Compliance level with National air quality objectives

Air quality monitoring, assessment and reporting

Air quality management action plans implementation

To ensure that public health and other receptors are not harmed through contaminated land

Old BV216b – Number of sites for which sufficient detailed information is available to decide whether remediation of the land is necessary, as % of all sites of potential concern

Identification and assessment of contaminated land

Planning control 10% 10% 10% SW

Pest Control 23.9 23.9 23.9To maintain an appropriate level and quality of service as determined by the Portfolio holder

SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance

Environmental Control 38.3 38.3 38.3

JGK

SE225 the % of pest control first treatments carried out within 4 working days

94% 95% 95% PMQTo ensure the effective control of vermin and public health pests within the District

SE223 - % pest control customers who were overall satisfied with the service

94% 95% 95% PMQ

32

OPERATIONAL PLAN: Environmental Protection Service

Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work

Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve

successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime

and fear of crime and tackle anti social behaviour. Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims


33



Customer Service NI182; NI183; SE222; SE226; SE235; SE236; SE237; SE238




Lead Officer

Resources Used

To monitor and respond to reports of incidents of water, drainage, land and air pollution

SE 203 % of EH complaints responded to within 3 working days

Out of office hours service maintained 88% 90% 92% JGK

To respond to and investigate complaints of all forms of statutory nuisance including noise, smoke, odour, dust and light pollution.

SE 203 % of EH complaints responded to within 3 working days

Also links to NI17; NI21; NI24;NI25; NI27NI194;

Out of office hours service maintained

88% 90% 92% JGK

NI186; NI194 Permits issued Compliance &

advice visits Compliant

investigation

BHTo effectively control emission from permitted processes Old BV217 % of

pollution control improvements completed on time

100% 100% 100% BH

To ensure that private sector housing conditions are safe, healthy and suited to the occupants needs.

NI 12 Refused and deferred Houses in Multiple Occupation (HMO) license applications leading to immigration enforcement activity

HMO licensing, compliance and enforcement activity BH

34

Investigation of living conditions, repairs etc by tenants

Caravan site licensing, compliance and complaint activities

SE 203 % of EH complaints responded to within 3 working days 88% 90% 92% JGK

To protect public health and the environment by ensuring the impact of development proposals are appropriately considered and mitigated against

Review and responding to planning policies and development proposals


BH

Out of Hours 32 32 32To maintain an appropriate level and quality of service as determined by the Portfolio holder

SE217 Total points score in the Quality & service level Hampshire matrix for sections of relevance Housing 34.3 34.3 34.3 JGK

35

OPERATIONAL PLAN: Licensing Service

Relevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work

Relevant Service Priorities: Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime

and fear of crime and tackle anti social behaviour. Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services. Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically Instil a sense of pride in being associated with Environmental Health at SCDC



Customer Service NI182; NI183; SE235; SE236; SE237; SE238

36




Lead Officer

Resources Used

SE223 % of taxi licensing applicants notified of determination within 10 working days of receiving all relevant information

95% 95% 95%

Ensuring public safety through the provision of a safe and accessible private hire and taxi transport system

Ensure all vehicles are licensed following removal of 7-day contract exemption

Vetting systems as part of applications

Joint reactive and proactive compliance testing, inspection and complaint investigation

Licensing procedures

MB

SE 230A % of licensing Act 2003 applications determined within 2 months for premises and 3 months for personal licence applications




Safety advisory group for large scale events

100% 100% 100% MB

To ensure the licensing Act 2003 objectives of Prevention of public

nuisance Prevention of crime

and disorder Protection of

children Promotion of public

safety are achieved through an effective Licensing service NI 41 Perceptions

of drunk or rowdy behaviour as a problem

MB

37

To ensure the Gambling Act objectives of prevention of

gambling being a source of crime and disorder

ensuring gambling conducted in a fair and open way

Protect vulnerable persons from being harmed or exploited by gambling

Are achieved through an effective Licensing service




MB

Ensuring public safety, protection of vulnerable people, reduction in crime and protection of public health is achieved through effective licensing of street trading, house to house collections; motor salvage licensing; lotteries and fruit machines.




MB



Licensing 19 19 19 JGK

38

OPERATIONAL PLAN: Refuse & Recycling Service



successful new communities and protect existing communities and villages Extending and encouraging the use of recycling opportunities Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement, good quality services, demonstrated by performance against national, local & direction of travel indicators Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services. Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC

Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE211; SE232

Finance, Efficiency & VFM SE213; SE229

Customer Service SE235; SE236; SE237; SE238

39




Lead Officer

Resources Used

NI 191 Residual household waste per head

??? ??? ??? SH/C

NI 192 Household waste recycled and composted 51% 54% 55% SH/C

To promote and provide a sustainable waste management solution for South Cambridgeshire residents which enhances the environment, reduces greenhouse gas emissions and maintains public health

NI 193 Municipal waste land filled

??? ??? ??? SH/C

Old BV90a satisfaction with household waste collection

86% 88% 88%SH/C/

(IG survey)

SE ??? Satisfaction with kerbside recycling facilities

79% 88% 88%SH/C(IG

survey)SE ??? Satisfaction with recycling bank facilities 70% 75% 80%

SHC/(IG

survey) SE ??? Satisfaction with Cleanliness after kerbside collection

85% 88% 88%SH/C/

(IG survey)

SE??? Satisfaction with Cleanliness of recycling bank facilities

70% 75% 80%SH/C/

(IG survey)

To Improve the levels of public satisfaction with the refuse and recycling services

SE ??? Satisfaction with Items that can be deposited at recycling bank facilities

Integrated alternate weekly refuse and recycling service including dry recyclables, compostable materials

Recycling banks Trade waste

recycling service

Domestic clinical waste collection

Assisted collection

Weekly sack collection for those not on wheeled bins

Bulky household waste collection

75% 78% 80%SH/C/

(IG survey)

40

To ensure sustainable waste management is promoted within new developments by ensuring the impact of development proposals and planning policies are appropriately considered and mitigated against

Review and responding to planning policies and development proposals

Writing and reviewing supplementary planning guidance


PMQ/SH/C

SE234 Unit cost of recycling- VFM analysis – Rank in SPARSE benchmark family

Top 10 Top 10 Top 10 SH/C/DSR

To ensure the refuse and recycling services provide value for money and high levels of productivity Old BV86 – Cost of

waste collection per household

Target to be set once decision known on plastic recycling

SE201 – The number of collections missed per 100,000 collections

40 38 35 SH/C

To ensure the dependability of the service and maintain an effective customer orientated service

SE 224 The percentage of missed collections put right by the end of the next working day following the reporting period being two days after the scheduled collection

100% 100% 100% SH/C

41

OPERATIONAL PLAN: Street Cleansing & Enviro-crime Service



successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Taking an active role in the Crime and Disorder Reduction Partnership and working with the police and other partners to reduce crime

and fear of crime and tackle anti social behaviour. Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims


42

Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning ; SE211; SE232;


Customer Service NI182; NI183; SE203: SE235; SE236; SE237; SE238




Lead Officer

Resources Used

Litter and detritus 24% 20% 20%Fly-posting 2% 2% 2%Graffiti 5% 4% 3%

To keep the District looking clean, free from litter and reducing levels of detritus

NI 195 Improved street and environmental cleanliness (levels of graffiti, litter, detritus and fly-posting

Also links to NI17; NI21; NI24;NI25; NI27

Graffiti removal service and kits

Scheduled Mechanical roadway and footway sweeping

Scheduled litter clearance crews

Village centre hot-spot clearance

Litter and dog waste bin provision and emptying service

SH/C

43

NI 196 Improved street and environmental cleanliness – Fly tipping

To ensure that the District is not spoiled by fly-tipping


Effective Enforcement activities

Educational and awareness campaigns

Clearance service

PMQ

Old BV 218a % of new reports of abandoned vehicles investigated within 24 hours of notification

95% 95% 95% PMQ

Old BV 218b % abandoned vehicles removed within 24 hrs of when LA legally entitled to remove the vehicle

90% 94% 95% PMQTo ensure that the District is not spoiled by abandoned vehicles


SE??? Abandoned or burnt out cars considered to be a problem by residents

6% 5% 4%PMQ/

(IG survey)

To Improve the levels of public satisfaction with the cleanliness standards

Old BV89 Satisfaction with cleanliness 74% 80% 85%

SH/C/(IG

survey)



Dog control 15 15 15 JGK

44

OPERATIONAL PLAN: Awarded Watercourse Service

Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work Relevant Service Priorities:

Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve

successful new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Listening to and engaging with the local community Working effectively with voluntary organisations and parish councils to improve services through partnership Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting sustainability for the benefit of the local and global environment

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health

Over-arching Supporting Performance Indicators contributing to the service supporting objectivesWorkforce and Learning SE211; SE232;






Lead Officer

Resources Used

To mitigate against possible flooding by ensuring the free flow

To maintain approx 220 miles of wards by a risk categorisation process

Cat A wards – High priority - annually maintained PM

45

Cat B awards – Medium priority

of water through the Award Drains under the Council’s control whilst ensuring conservation and biodiversity matters are taken into account

as per the three-year programmed maintenance plan. Cat C Awards –

Low Priority

Response time for high priority work

Up to 3 hours

Response time for medium priority work

Up to five working days

Response time for low priority work

As per annual programme

PM

To respond to flooding emergencies as per emergency plans.

Provision of sand bags as per policy SH/C

To ensure that land drainage matters are effectively taken into account in plan making and in development proposals thereby ensuring the potential future flooding is avoided.

Review planning policies and development proposals and respond to planning

sustainable Environmental statements

PM

46

OPERATIONAL PLAN: Home Improvement Agency Service


Relevant Service Priorities: Working with partners to deliver affordable housing for local people Promoting low carbon living and delivering low carbon growth Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Taking account of climate change in all the services we deliver Working effectively with voluntary organisations and parish councils to improve services through partnership Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically




47




Lead Officer

Resources Used

SE218 Average weeks taken to complete works of value <£1000 16 16 16 MN

SE219 Average weeks taken to complete works of value >£1000 45 45 45 MN

To support the vulnerable to live independently in their own homes by supporting them in accessing grant funding to adapt their homes, making them suitable, safe and energy efficient.

SE 220 Average weeks taken between first contact and first visit

Links to NI131; NI138; NI139; NI141; NI142 Act as agents

through application, development and building work processes

Disabled facility grants;

Home Repairs assistance grants

Smoke alarms provision

Energy efficiency light bulbs, loft wall insulation

Benefit signposting

3 3 3 MN

48

PI Target or deadline for actionOver-arching Supporting Performance Indicators relevant to the above service operational plans 2008/09 2009/10 2010/11 Lead Officer

Workforce and LearningSE209 % time lost to sickness 2.5% 2.2% 2.0% DSR

SE 211 % staff with completed Employee Development Scheme interviews (Appraisals) 100% 100% 100% DSR

SE 227 % working time lost to vacancies 8 % 7.5% 7% DSR

SE 228 Training spend as % of total EH salary budget (TO3) (Excludes Env. Operations staff) 1.5% 1.5% 1.5% JGK

SE 232 % Env Operations staff working time lost to sickness (days lost in brackets) 4.6% 4.5% 4% SH/C

Finance, Efficiency & VFMSE 213 % EH undisputed invoices processed within 10 working days of receipt. 97% 97% 97% PMQ

SE 214 Net spending per head on core Environmental Health functions Below national

average in 07/08

Below national average in

08/09

Below national average in

09/10DSR

SE 229 Overall EH Portfolio bottom line actual budget variance compared to original estimate < 5% < 5% <5% DSR

SE 204 Unit costs of recycling – VFM analysis – Rank in SPARSE benchmark family Top 10 Top 10 Top 10 DSR

Customer ServiceNI 182 Satisfaction of businesses with local authority regulation servicesNI 183 Impact of local regulatory services on the fair trading environmentSE 203 The % of environmental health complaints responded to within 3 working days 88% 90% 92% JGK

SE222 % of customers who felt they had received a full explanation as to actions taken 85% 87% 88% IG survey

SE 226 The % of customers who are satisfied overall with the way their request for a service, complaint or request for information was handled 86% 88% 90% IG survey

49

SE 235 % telephone calls answered within 20 secs 97% 97% 97% PMQ

SE 236 % telephone calls abandoned 7% 7% 6.5% PMQ

SE 237 Letters responded to in 10 working days 95% 95% 95% PMQ

SE238 % complaints about service escalated to level 2 or above 10% 8% 7% PMQ

50

IMPROVEMENT PLAN: Health & Environmental Services Relevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and work

Relevant Service Priorities: Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful

new communities and protect existing communities and villages Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Improving access to services through our Contact Centre Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims


51

Improvement Objective Actions Supporting Information Completion by Month

Responsible Officer

Increase efficiency and improve customer accessibility to service

Completion of workflow software migration from proactive to M3 including enhanced web/mobile working access facilities

Resources: Project team, licences, corporate ICT corporate and existing budget estimates Outputs: Upgraded software capabilities for job allocation, monitoring/recording of workflow and customer relationship management.Outcomes: Improved customer access via web enabled services, increased remote working capabilities and improved customer service at point of first contactRisks: Testing highlights substantial failings in system; delayed go-live date, actual migration system down time greater than anticipated 4 days.

March2009 JW / SW

To promote exemplary customer service and enhance the Council’s reputation for good customer service

Assess the Licensing and Refuse &Recycling services against the new criteria and assessment/improvement tool to be attached to the new Governmental Customer Service Standard when launched.

Resources: Staff time; Improvement Team: Myles Bebbington; Paul Quigley; Stuart Harwood Clark; Iain Green; Dale Robinson; Corporate Budget to be identified.Outputs: Gap analysis and improvement planOutcomes: focus on improvements required in customer serviceRisks: Revised Service Standards not published; too many demands on staff involved; Very large gap demoralising staff in services being assessed.

March2009 DSR

To improve customer experience of services provided by H&ES’s

Implementation of customer satisfaction action plan resulting from work of customer quality circle including website use and navigation review

Resources: Customer quality circle staffOutputs: Improved and focused customer satisfaction survey related to teams, reviewed & updated web pagesOutcomes: Customer focused teams, improved customer satisfaction results NI182, SE222, SE226, improved customer access ti services and information, improved customer experience.Risks: Corporate ability to support website review and subsequent improvements

March2009 IG

52

IMPROVEMENT PLAN: Health & Environmental Services

To increase management capacity to support service and corporate improvement/ change agenda

Employment of business manager

Resources: 1FTE 2008/09 £19.8K; 2009/10 £38.5KOutputs: Staff member employed, performance analysis reports, business planning, customer support, consultation, data reporting and returnsOutcomes: Improved business planning and customer information; management capacity released to support corporate objectives.Risks: Unable to recruit suitable candidate.

October 2008 DSR

To address the specific staff recruitment and retention issues within key service roles

Produce Workforce plan for Health & Environmental Services to include Weaknesses identified in

recruitment and retention and in IIP Assessment report;

Succession planning; Management development Market supplements; re-

evaluation costs Apprenticeship, student

training Future training matters Staff Incentives

Resources: £20K 07/08; £40K 08/09 budget; DSR & HR time Others to be identified as result of action planOutputs: Workforce planOutcomes: Reduction in sickness and vacancy rates (SE209, 227, 232); better-trained workforce leading to improvements in performance services.Risks: Inability to meet expectations in plan; Plan not resourced.

March 2009 DSR

53

IMPROVEMENT PLAN: Refuse & Recycling ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Developing effective working arrangements with major partners to deliver the growth agenda Effective project planning and management; maximising S106 gains; and developing and implementing LDF policies to achieve successful

new communities and protect existing communities and villages Extending and encouraging the use of recycling opportunities Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting sustainability for the benefit of the local and global environment Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future


Responsible Officer

To increase recycling in the district

1. To develop, implement and evaluate a schools education and awareness project

2. Development and implementation of project plan for a greenest village initiate

Resources: Staff (KK, PMQ, JA,), (existing budget- monitoring £17K, communication & implementation) Outputs: Agreed project and implementation plan, project evaluation report; Agreed project and implementation plan, initiate in place; LAA bidOutcomes: Improved efficiency and effectiveness of refuse and recycling service, Greater public awareness of services; Improved NI1191; 192; 193 performance; Reputation as leader in recycling and waste management maintained.Risks: project plans require funding outside of existing budget provision. Key staff leave

1) March 2009

2) March 2009

1. KK/PMQ

2. JA

54

IMPROVEMENT PLAN: Refuse & Recycling Service


To implement agreed plastics recycling collection arrangements and price review agreement for dry recycling contract.

Resources: £100K price review; £200k (£400K full year) revenue; £400 capital 2008/09Outputs: Report to members; Application for LAA reward money; plastics recycling service Outcomes: Increased customer satisfaction re recycling services; recycling bank facilities; cleanliness after collections/bank facilities; improved performance NI 191; NI192; NI193Risks: Cost per head increases BV86 and VFM reduced SE234; implementation costs not adequately assessed others as per report dependant on option taken. Unsuccessful LAA bid; procurement delays

October 2008 PMQ

To ensure that the waste and recycling collection service provides best value into the future

Undertake SCDC strategic procurement options appraisal for the provision of future of waste & recycling collection services

Resources: Staff time DSR; PMQ; SH/C; HR and accountancy staff, Consultancy costs £30K 07/08; implementation 08/09 £50KOutputs: Options report to members; Agreed procurement strategy for future delivery of serviceOutcomes: Best value is obtained and service future proofed against known risksRisks: No clear strategy available; consultants unavailable to carry out task. Management time unavailable to direct project. Uncertainty for staff.

December 2008 DSR

To ensure that the collection of waste and recycling within Northstowe can be accomplished within the Corporate Objectives

To undertake study into the waste collection requirements for Northstowe

Resources: £25K; consultants time; staff time DSR,PMQ, SH/C Outputs: Study reportOutcomes: Costs and service design requirements are clear; increased ability to inform planning & S106.Risks: Consultants unavailable;. Planning application delayed or moves in advance of study; information not provided by developer.

March 2009 PMQ


To provide a domestic batteries recycling service

Resources: £50K, Staff time DSR, PMQ, KKOutputs: Options report; battery recycling serviceOutcomes: Increased customer satisfaction re recycling services; recycling bank facilities; Risks: Budget inadequate; legislative restrictions; practical obstacles; lack of clarity as to what service looked for, staff capacity to deliver.

March 2009 KK

55

IMPROVEMENT PLAN: Street Cleansing & Enviro-crime ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Listening to and engaging with the local community Taking an active role in the crime and Disorder partnership and working with the police and other partners to reduce crime and fear of

crime and tackle anti-social behaviour. Protecting and enhancing the environment and maintaining the cleanliness of our villages Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically


Responsible Officer

To improve the quality of street/footway cleansing within the district

Procure new vehicle and employ labour to tackle detritus and reactive response requirements for hot spot litter and fly-tipping removal especially on major highways

Resources: labour crew of two, van and equipment; £50.3K 08/09Outputs: Van, equipment and staff employed; increased input into litter and detritus clearanceOutcomes: Improved performance against NI 195 and link to NI17; NI21; NI24; NI25; NI27; improved customer satisfaction; SCDC reputation improvedRisks: Unable to recruit; satisfaction already at peak

October 2008 SH/C

56

IMPROVEMENT PLAN: Street Cleansing & Enviro-crime Service

To improve customer access to service and provide service efficiencies.

To implement interactive public website pages for reporting tracking enviro-crime matters such as fly tips and abandoned vehicles

Resources: existing budgets; staff time IG, PMQ, CB, Consultancy costs, corporate IT supportOutputs: Interactive websiteOutcomes: Improved customer satisfaction; flytips and abandoned vehicles, graffiti identified earlier and removed quicker, tidier and cleaner district Improved performance against NI195; NI196; Old BV 218Risks: Practical and software implications; lack of corporate support; security and data protection issues; lack of public support.

December 2008 IG

To improve the cleanliness and appearance of the district

Increase enforcement capacity in enviro-crime and alcohol licensing

Resources: Employment of 1FTE; cost £16.1K 08/09; £31.1K 09/10; DSR/PMQ staff timeOutputs: Increased enforcement activity.Outcome: Enhanced reputation; improved customer satisfaction; improved performance NI195; NI196; compliance with national enforcement priorities for alcohol and better regulation agenda.Risks: Unable to recruit suitable candidate; management time unavailable to support process

October 2008 PMQ

57

IMPROVEMENT PLAN: Licensing ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Promoting low carbon living and delivering low carbon growth Taking account of climate change in all the services we deliver Listening to and engaging with the local community Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically


Responsible Officer

To prevent public nuisance and disturbance through inappropriate street trading

Investigate and report to members on the feasibility of designating the whole of the District a consent street area

Resources: Licensing Staff timeOutputs: Report to Portfolio HolderOutcomes: Dependant on results of studyRisks: Dependant on results of study

March 2009 MB

To encourage sustainable transport through the Taxi licensing regime

To investigate the option available to encourage operators of taxi’s and private hire vehicles to provide a more environmentally sustainable fleet.

Resources: Licensing Staff timeOutputs: Report to Portfolio HolderOutcomes: Dependant on results of study but improve air quality and reductions in emissions from the fleetRisks: Dependant on results of study

March 2009 MB

58

IMPROVEMENT PLAN: Health Protection ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:


new communities and protect existing communities and villages Promoting low carbon living and delivering low carbon growth Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Taking account of climate change in all the services we deliver Listening to and engaging with the local community Taking an active role in the Crime and Disorder Reduction Partnership and working with the police to reduce crime and fear of crime and

tackle anti-social behaviour. Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health


Responsible Officer

Setting out the Council’s policy on improvements to air quality

Implementation of air quality strategy

Resources: Within existing resourcesOutputs: Production of guidance for developers on undertaking an air quality assessment to measure the degree of impact of proposed development on the AQMA. Outcomes: More efficient evaluation of proposed developments and informed s.106 agreements to ensure mitigation addresses air quality impacts; NI 194; NI185; NI186 and NI188Risks: Growth impacts adversely on air quality and authority criticised for not mitigating emissions through development control.

September 2008 SW

59

IMPROVEMENT PLAN: Health Protection Service

Ensuring accuracy of data monitoring

Replace the existing air quality monitor

Resources: £80k capitalOutputs: Completion of procurement process. Purchase and installation of new equipment.Outcomes: Accurate, real-time data available to measure progress of air quality action plan within the A14 corridor air quality management area. NI 194; NI185; NI186 and NI188Risks: If not done potential data failure, expensive repair bills on old equipment, inability to measure air quality improvements. Loss of reputation or dissatisfaction from members of community affected by poor air quality.

December 2008 SW

Improve informed choices for consumers on health related behaviour and improved customer information and access to services

Develop the scores on the doors website to provide both healthy eating and alcohol related award schemes and have scores on the doors accepted as national scheme.

Resources: Existing budgets; Food safety team; IG; DSR; JGK £5K for website development, publicity materials and introduction award schemeOutputs: published and promoted enhanced scheme; Production of a healthy eating award based on the Shropshire scheme, with the awards being integrated into the SOTD schemeOutcomes: enhanced reputation; improved compliance; meets best practice and better regulation agenda; Greater consumer choice in where to eat, healthier population leading to reduced levels of obesity and CHD. “Best Bar None” or equivalent will lead to fewer incidents of antisocial behaviour and binge drinking; links to NI 182; NI183; NI184; Ni17,20-25 Ni 27 NI39, NI41; NI55, NI56, NI137Risks: time constraints on supporting user group; FSA go with alternative initiative; if not implemented schemes could lead to a fragmented approach to consumer choice, with the council falling behind national initiatives on healthy eating and alcohol issues.

Healthy Eating

award June 2008

Alcohol award by

December 2008

IG

60

IMPROVEMENT PLAN: Home Improvement Agency ServiceRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Working with partners to deliver affordable homes for local people Promoting low carbon living and delivering low carbon growth Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Taking account of climate change in all the services we deliver Taking an active role in the Crime and Disorder Reduction Partnership and working with the police to reduce crime and fear of crime and

tackle anti-social behaviour. Promoting sustainability for the benefit of the local and global environment Working with local people to promote community cohesion and addressing the needs of the most vulnerable in the community Promoting economic development consistent with our sustainability and environmental aims



Responsible Officer

Promotion of low carbon living and affordable homes

Implement phase 2 of the Private Sector Housing Strategy by providing grants /loans for heating systems; energy measures and conversion of larger properties into affordable homes

Resources: £100,000 capitalOutputs: Grant and loan policy for use of £100,000Outcomes; increase in affordable homes; less vulnerable people living in cold and unfit properties, reduced CO2 emissions performance improvements against NI185, NI186, NI188, improvement in health inequalitiesRisks: Demand outstrips available budget, additional demand on staff resources

Policy October

2008MN/IG

61

IMPROVEMENT PLAN: Home Improvement Agency Service

To improve performance in HIA PI’s

Re-instatement of assistant surveyor to cope with mandatory DFG referrals which have remained high

Resources: salary £19.1k (£27.3 2009/100 , equipment £2k cost savings -£4.88K(-£6.5K 2009/100Outputs: increased number of applications dealt with appropriately.Outcomes: Performance increases SE218; SE219; SE220; improved customer satisfaction, reduced sickness; expectations of external funders met.Risks: Unable to recruit suitable candidate; demand continues to outstrip staff resources

October 2008 MN / JGK

To assist vulnerable people to stay safe in their homes

Look to re-instate handyman service through LAA funding bid

Resources: Staff time MN; JGK, £8K to be bid forOutputs: LAA bid application leading to reinstatement of serviceOutcomes: Vulnerable safer in their home; ripid response, fear of crime reduced links to NI124 and older protection of people agendaRisks: Demand outstrips supply; funding time limited leading to withdrawal of service in future years

As per LAA bid

timetableMN / JGK

62

IMPROVEMENT PLAN: Awarded Watercourses ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our communityRelevant Service Priorities:

Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Safeguard and improve public health


Responsible Officer

To ensure that a Best Value service is provided.

To tender the awarded watercourse service including in house bid.

Resources: £50K tendering costs, Staff time PM, DSR, SH/C; external bid consultantOutputs: Report on process risks and procedure; Tender documents, specification and report to Members re award of contractOutcomes; Award of a best value contract Risks: No tenders received; in appropriate contractors; specification and documents in complete; costs not all identified

March2009 PM

To improved efficiency and productivity of the service

To sell and replace the existing mini-digger

Resources: £37.5K, sale of old digger-£2.5K funded from infrastructure fundOutputs: New mini-diggerOutcomes: reduced maintenance and breakdowns leading to improved effectiveness and efficiency gains through greater productivity.Risks: New plant not up to specification; delays in delivery; workforce unhappy with cab and controls.

July2008 PM

63

CHANGE PLAN: Health & Environmental ServicesRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement & good quality services, demonstrated by performance against national, local &Direction of Travel indicators. Working towards level 2 of the equalities standard Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Promoting sustainability for the benefit of the local and global environment Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC


Responsible Officer

To ensure that the Environmental Health Service meets best regulatory practice and complies with the requirements of the Statutory Code

To review the Environmental Health Enforcement Policy and other relevant policies against the proposed Statutory Regulator’s Compliance Code requirements and principles of good regulation

Resources: Considerable Staff and Management time in all areas but in particular DSR, EHMT and team leaders. Costs dependant upon final requirements and gap analysis; staff/ member trainingOutputs: Redrafted policies and procedures; risk assessment processes for regulatory activityOutcomes: Effective targeted regulation; compliance with legislative requirements placed on SCDC; High performance against NI182; NI183; NI184; NI152; NI 153; NI171; NI172, economic prosperity. Risks: Change required greater than anticipated; unable to achieve required improvements within timescale; risk assessment results unpopular with general complainants and Members

Dependant upon

legislative timetable

DSR

64

CHANGE PLAN: Health & Environmental Services

To ensure that the Environmental Health Service meets best regulatory practice and complies with the requirements of the Act and is in a position to use the new sanctions regime

To review the requirements placed on the service as result of the Regulatory Enforcement & Sanctions Bill including Primary Authority Principle and guidance issued by Local Better Regulation Office

Resources: Considerable Staff and Management time in all areas but in particular DSR, EHMT and team leaders. Costs dependant upon final requirements and gap analysis; staff and member trainingOutputs: Redrafted policies and procedures; risk assessment processes for regulatory and sanction activityOutcomes: Effective targeted regulation; compliance with legislative requirements placed on SCDC; High performance against NI182; NI183; NI184; NI152; NI 153; NI171; NI172, economic prosperity. Risks: Change required greater than anticipated; unable to achieve required improvements within timescale; risk assessment results and sanctions unpopular with general complainants and Members

Dependant upon


DSR

65

CHANGE PLAN: Food & Health & Safety ServiceRelevant Corporate Objective/s:Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:

Ensuring the best value for money options for service delivery Strong management and prioritisation of resources, resulting in improved audit assessments Achieving improved customer satisfaction with our services Commitment to improvement & good quality services, demonstrated by performance against national, local &Direction of Travel indicators. Listening to and engaging with the local community Supporting schemes to improve rural transport and access to services Protecting and enhancing the environment and maintaining the cleanliness of our villages Promoting economic development consistent with our sustainability and environmental aims

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Protect and enhance the environment now and in the future Improve on the sense of well-being within our existing and future villages, communities and businesses Enhance the quality of life of citizens generally and for those disadvantaged specifically Safeguard and improve public health Instil a sense of pride in being associated with Environmental Health at SCDC


Responsible Officer

To ensure the service meets with best regulatory practice and does not place unnecessary regulatory burden on local business

As a Member of a regulatory partnership of authorities in Cambridgeshire including Trading Standards, Fire Authority, Health & Safety Executive and Peterborough City Council take part in Phase II of the Retail Enforcement Pilot being undertaken by the Cabinet Office as part of the better regulation agenda.

Resources: Hand-held ICT equipment (to be provided and funded by the Cabinet Office), Staff time within the Food team & Licensing teams supported by staff within BRE and Cabinet Office.Outputs: Single joint risk assessment; Greater information sharing; Nationally evaluated project Compliance Code and statutory LBRO.Outcomes: Holistic approach; greater emphasis on compliance; SCDC regulatory service better position to deal with requirements from better regulation drive. Non-cashable efficiency gains. Improved targeting of inspection regimes reducing cost on business Risks: Partnership breaks, Cabinet Office does not accept partnership into pilot, Cabinet Office funding.

March2009 CA

66

CHANGE PLAN: Food & Health & Safety Service

Implementation of new regulatory requirements regarding Private Water supplies to ensure safety and water quality standards are achieved

To review the changes in the new Private Water Supply regulations and amend standard operating procedures and policies to reflect the new regulatory regime consistent with better regulation principles

Resources: Food safety tem; JGK; DSROutputs: Revised procedures and policies; retraining of staff; report to Portfolio holderOutcomes: Improved safety of water supply; targeted regulatory activityRisks: Failure to implement due to large improvement and change agenda; service not provided as per Private water supply users expectations; charging regime in-effective

Dependant upon


JGK / CA

To ensure an efficient and effective service is provided that meets best practice and is consistent with the Better Regulation Agenda

Develop and agree partnership arrangements with HSE for a virtual Health & safety approach to health & safety compliance and enforcement

Resources: Food and Health & Safety Team, DSR, JGK, HSE officersOutputs: Flexible warranting; signed Statement of Intent; improved working arrangements including on intelligence and information sharing, joint accident investigation and training.Outcomes: meets Better Regulation and Hampton principles; improved compliance, targeted enforcement activities.Risks: HSE disengages; Professional boundary’s, legal scope, matching expectations.

March2009 JGK / DSR

67

CHANGE PLAN: Health Protection ServicesRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Objective 3: Enhance quality of life and build a sustainable South Cambridgeshire where everyone is proud to live and workRelevant Service Priorities:


new communities and protect existing communities and villages Taking account of climate change in all the services we deliver Listening to and engaging with the local community Promoting sustainability for the benefit of the local and global environment Supporting schemes to improve rural transport and access to services Promoting economic development consistent with our sustainability and environmental aims



Responsible Officer

Deliver plan to improve air quality in pursuit of NAQS targets.

Develop and implement the Air Quality Action Plan for the A14 corridor air quality management area.

Resources: £15k. (£8k 2009/10)Outputs: Production of report detailing action plan to improve air quality along the A14 corridor.Outcomes: Identification and implementation of measures to improve air quality and public health. NI 194; NI185; NI186 and NI188Risks: Failure to comply with statutory requirements. Conflict with Central Government and EU. Adverse publicity and loss of reputation.

December 2008

Ongoing - March 2008

SW

68

CHANGE PLAN: Home Improvement Agency ServicesRelevant Corporate Objective/s:Objective 1: Work in partnership to manage growth to benefit everyone in South Cambridgeshire now and in the future Objective 2: Deliver high quality services that represent best value and are accessible to all our community Relevant Service Priorities:

Working with partners to deliver affordable housing for local people Ensuring the best value for money options for service delivery Achieving improved customer satisfaction with our services A commitment to improvement and good quality services, demonstrated by performance against national, local and Direction of Travel

indicators. Working towards level 2 of the equalities standard Working effectively with voluntary organisations and parish councils to improve services through partnership

Service Objective: to work in partnership with local organisations, businesses and the wider community to: Improve on the sense of well being within our existing and future villages, communities and businesses Safeguard and improve public health Enhance the quality of life of citizens generally and for those disadvantaged specifically


Responsible Officer

To seek Best value in the provision of Home Improvement Agency Services across Cambridgeshire

To take part in the Cambridgeshire Home Improvement Agency Review

Resources: Existing staff time JGK, MN, DSR others dependant upon outcome of reviewOutputs: Review report with recommendation on way forwardOutcomes: More robust service able to deal with peak demands, improved targeting of funding and efficiencies; improve customer service to applicants leading to better protection of vulnerable clientsRisks: Resources move away from SCDC clients, SCDC influence on policies and service reduced

October 2008 JGK / MN

69

Appendix 1: Performance & Trend analysis as measured against Best Value & Local Performance Indicators

PerformanceRef Performance indicator 04/05 05/06 06/07 07/08

Est TrendQuartile position

06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/07

Customer Service

BV 91a

% served by one recyclable kerbside collection 100% 100% 100% 100% Top 100% 97.73% 100% 97.12%

BV 91b

% served by two recyclable kerbside collection 100% 100% 100% 100% Top 100% 96.01% 100% 95.35%

BV 89 Satisfaction with Cleanliness 68% 63% 74% 74% Top 74% 64% 71% 69.47%

BV 90a

Satisfaction with Household Waste Collection N/a 87% 84% 84% Second 86% 73% 81% 79.09%

BV 90b

Satisfaction with local recycling facilities overall N/a 68% 69% 69% Third 77% 68% 72% 72.21%

SE 203

The % of environmental health complaints responded to within 3 working days 90% 88% 86% 94% N/a N/a N/a N/a N/a

SE 226

The % of customers who are satisfied overall with the way their request for a service, complaint or request for information was handled

82% 86% 85.5%2005/06

No survey

this year N/a N/a N/a N/a N/a

SE 220

Home Improvement Agency; average weeks taken between first contact and first

4.7 2.6 1.8 3 N/a N/a N/a N/a N/a

70

Ref Performance indicatorPerformance

TrendQuartile position

06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/0704/05 05/06 06/07 07/08

Est

visit. (ODPM set)

SE 222

% of customers who felt they had received a full explanation as to actions taken

77% 85% 85%2005/06

No survey

this year N/a N/a N/a N/a N/a

SE 223

The % of pest control customers who were overall satisfied with the service

85% 95% 97%No

survey this year

N/a N/a N/a N/a N/a

SE 224

The % of missed collections put right by the end of the next working day following the reporting period being two days after the scheduled collection

85% 100% 100% 100% N/a N/a N/a N/a N/a

SE 235

% telephone calls answered within 20 secs N/a N/a 97% ?? N/a N/a N/a N/a N/a N/a

SE 236

% telephone calls abandoned N/a N/a 7.5% ?? N/a N/a N/a N/a N/a N/a

SE 237

Letters responded to in 10 working days N/a N/a N/a ?? N/a N/a N/a N/a N/a N/a

SE 238

% complaints about service escalated to level 2 or above N/a N/a N/a 0 N/a N/a N/a N/a N/a N/a

Workforce & Learning

SE 209

% work time lost to sickness (excl: Env. Operations staff)Days lost in brackets.

1.23% 2.56%2.9%est 2% N/a N/a N/a N/a N/a

SE 227

% work time lost to staff vacancies (excl: Env. Operations staff) N/a 13% 9.9% ?? N/a N/a N/a N/a N/a

71



06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/0704/05 05/06 06/07 07/08

Est

SE 211

% staff with completed Employee Development Scheme interviews (Appraisal)

100% 100% 100% 100% N/a N/a N/a N/a N/a

SE 228

Training spend as % of total EH salary budget. (T03) (Excludes Env Operations Staff)

N/a 1.69% 1.45% 1.34% N/a N/a N/a N/a N/a

SE 232

% Env Operations staff working time lost to sickness.Days lost in brackets. N/a 5.17%

(13dpe)

5% est(12.6 dpe)

6% N/a N/a N/a N/a N/a

Finance, Efficiency & Value for Money

BV 86

Cost of waste collection per household £42.72 £46.74 £50.50 £47.32 Third £42.05 £55.06 £48.88 £49.41

SE 213

% EH undisputed invoices processed within 10 working days of receipt.

98% 95% 98% 97% N/a N/a N/a N/a N/a

SE 214

Net spending per head on Environmental Health £9.19 £8.31

£9.50Below 05/06

national average £11.62

£8.98 N/a N/a N/a N/a N/a

SE 229

Overall EH portfolio bottom line actual budget variance compared to original estimate N/a N/a 6.64% <12.4% N/a N/a N/a N/a N/a

SE 234

Unit costs of recycling – VFM analysis – Rank in SPARSE benchmark family

N/a N/a 2nd < 2nd N/a N/a N/a N/a N/a

72



06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/0704/05 05/06 06/07 07/08

Est

Service Quality / Provision

BV 64

Private sector vacant dwellings returned to occupation or demolished as a direct result of LA action

0 0 5 6 Bottom 55 4 18 35

BV 82ai

% tonnage of household waste recycled 17.8% 18.1% 18.2% 20% Third 24.48% 16.9% 20.18% 20.58%

BV 82 aii

Tonnage household waste sent for recycling N/a 10,615 10,930 11,200 Top 10018 5851 7758.18 8163.45

BV 82 bi

% household waste composted or anaerobicly digested

29% 31.3% 32.7% 35% Top 18.18% 4.97% 11.26% 18.47%

BV 82 bii

Tonnage household waste composted or anaerobicly digested

N/a 18,330 19,610 21,000 Top 7563.40 1791.01 3902.66 4916.55

BV 84a

Kgs household waste collected per head 422 434.2 448 460 Bottom 380.4 440.6 409.6 410.4

BV 84b

% change in Kgs household waste collected per head N/a 2.87% 3.34% 4.7% Bottom -1.91% 2.06% 0.37% -0.36%

BV 166a

EH checklist score of enforcement best practice 82% 87% 97% 100% Second 100% 89.3% 96.6% 92.2%

BV 199a

% land/highways with combined deposits of litter and detritus

35% 30% 24% 23% Bottom 5.6% 15% 10% 10.8%

BV 199b

% relevant land/highways with unacceptable graffiti visible

N/a 6% 6% 5% Bottom 0% 4% 1% 2.38%

BV 199c

% relevant land/highways with unacceptable visible fly posting

N/a 3% 5% 5% Bottom 0% 1% 0% 0.58%

73



06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/0704/05 05/06 06/07 07/08

Est

BV 199d

Reduction in fly-tipping incidents and increase in enforcement

N/a 1 3 2 Bottom 1 3 3 2

BV 216a

Land contamination ‘sites of potential concern’ N/a 551 531 555 N/a N/a N/a N/a N/a N/a

BV 216b

% sites for which sufficient detailed information is available to decide whether remediation of the land is necessary.

N/a 9% 8.5% 9% Second 10% 2% 4% 12%

BV 217

% pollution control improvements completed on time

N/a 66% 100% 100% Top 100% 94% 100% 92%

BV 218a

% abandoned vehicle new reports investigated within 24 hrs

N/a 76% 91% 95% Third 98.2% 81.89% 91.85% 86.91%

BV 218b

% abandoned vehicles removed within 24 hrs of when the LA legally entitled to remove the vehicle

N/a 85% 82% 90% Third 97.76% 72.74% 88.61% 81.19%

SE 217

Total points score improvement in the Quality and Performance Hampshire matrix

10pts 5pts 5.3pts 5.7pts N/a N/a N/a N/a N/a

SE 225

The % of pest control first treatments carried out within 4 working days

90% 85% 97% 94% N/a N/a N/a N/a N/a

SE 201

The number of collections missed per 100,000 collections of household waste

104 45 39 45 N/a N/a N/a N/a N/a

SE 204

% health & safety inspections carried out for High risk >90% 100% 100% 96% N/a N/a N/a N/a N/a

74



06/07

Top quartile

06/07

BottomQuartil

e06/07

Median06/07

Average

06/0704/05 05/06 06/07 07/08

Est

premises

SE 206

% of food premise inspections carried out for High risk premises 100% 100% 100% 100% N/a N/a N/a N/a N/a

SE 218

Home Improvement Agency; Average weeks taken to complete works of value <£1000 (set by Foundations)

16wks 13.15wks 25.6 wks 16wks N/a N/a N/a N/a N/a

SE 219

Home Improvement Agency; Average weeks taken to complete works of value >£1000 (set by Foundations)

58wks 54.6wks 42.6 wks 50 wks N/a N/a N/a N/a N/a

SE 230a

% Licensing Act 2003 applications determined within 2months for premises and 3 months for personal licence applications,

N/a N/a N/a 100% N/a N/a N/a N/a N/a N/a

SE 233

% of taxi licensing applicants notified of determination within 10 working days of receiving all relevant information

N/a N/a N/a 95% N/a N/a N/a N/a N/a N/a

75

Appendix 2: Health & Environmental Service Risk Register

October 2007

No. Title/Description(the risk event, leading to consequence for service/ objective/priority, resulting in possible outcome(s).)

Impact/Likelihood

CorporateObjectives

AnnualPriorities

Owner

2

Inability to recruit and/or retain appropriately skilled workforce i.e. HGV drivers, street cleansing operatives, Environmental Health Officers Leading to a high vacancy rate, Resulting in an inability to deliver statutory services, customer dissatisfaction, public health put at risk.

C1O1 O2O3

Dale Robinson

10

Increased demand for mandatory disabled facility grants following demographic changes and Bristol reportLeading to inability to met demand with existing budget and staffing resourcesResulting in reputation damage as caring authority, Judicial review- order of mandamus, Ombudsman findings, vulnerable people living in inappropriate conditions.

C2 O2O3

O2b, c, fO3h

Dale Robinson

11

Failure to meet air quality objectives through the air quality action plan for the A14 corridorLeading to poorer air qualityResulting in increased risk to public health, failure to achieve statutory objectives, negative impacts of key lines of enquiry in comprehensive performance reviews, reputation damage, ombudsman findings

B3O1O2O3

O1a, b, dO2 d, gO3 d,e,i

Susan Walford

13

Current depot becomes inappropriate for future requirementsLeading to health & safety implications and inability to fulfil service provisionResulting in Loss of operating licence, death or injury, service failure/disruption, drop in performance, inefficiency costs

B2O1O2O3

O1eO2 a-d

O3d

Stuart Harwood

Clark

15Staff perception that there is a privatisation agendaLeading to uncertainty and unsettled workforceResulting in lower staff morale, higher turn over of staff, drop in performance

C1O1O2O3

O1eO2 a- eO3 a-i

Senior Management

Team, Cabinet

76


Impact/Likelihood

CorporateObjectives

AnnualPriorities

Owner

16

Inability for service managers to meet the demands placed upon themLeading to failure to achieve service and corporate objectives and targetsResulting in service failure, drop in performance, inability to achieve inspire corporate plans.

C2O1O2O3

All

Senior Management

Team, Cabinet

1Vehicle provider ceases to trade, Leading to loss of vehicles Resulting in inability to provide service

C4O1 O2O3

O1e; O2a, c, d;

O3d;

Stuart Harwood

Clark

3

Non compliance with the requirements of the Local Better Regulation Office (LBRO), Compliance Code and Regulatory Enforcement & Sanctions BillLeading to Intervention by LBRO and the Better Regulation ExecutiveResulting in dissatisfied customers, reputation damage, poor corporate governance result, poor morale, loss of public/business confidence

C3 O2O3

O2a-dO3a, i

Dale Robinson

4

Failure to engage in or be recognised by the Local Area Agreement processLeading to inability to influence area partner agendasResulting in loss of revenue, inappropriate direction, and inability to influence corporate objectives.

C3O1O2O3

O1a, d, eO2 a-dO3a-i

Dale Robinson

5

Environment Agency withdraws further from offering planning advice re flood impacts for new developmentsLeading to inability to provide informed commentary on development proposalsResulting in increased expectation on Drainage Manager to fill the gap, increased consultancy costs, development in wrong location, flooded properties, and reputation damage.

C3O1O2O3

O1 a-bO2 gO3a, i

Patrick Matthews

6

Failure to agree the 2008 price review for the dry recycling contractLeading to withdrawal of service by the contractorResulting in additional cost to SCDC, service disruption and failure, inability to meet statutory requirements, reputation damage

B4O1O2O3

O1eO2a-d, g

O3 ePaul Quigley

7

Contact centre fails to deliver customer serviceLeading to dissatisfied customers and inappropriate service providedResulting in service failure, reputation damage, public health and well-being placed at greater risk, performance failures

B4 O2 O2a, c- e Paul Quigley

77


Impact/Likelihood

CorporateObjectives

AnnualPriorities

Owner

8

Failure of PFI contract to deliver on contract requirements or contract not signedLeading to statutory direction by County Council to out of area disposal pointsResulting in increased costs, breakdown of relationships, service disruption

C5 O1O1 e

O2 a-d, gO3e

Dale Robinson

9

Footway lighting stock deteriorates quicker than anticipatedLeading to demand for renewals outstripping budgetResulting in structural failure, injury, increased fear of crime, costs and compensation claims

C4 O2 O2a-dO3 a-c, h Paul Quigley

12

Supplier withdraws support for Proactive workflow software solution or corporate centre requires replacement Leading to loss of ability to manage workflow system and breakdownResulting in drop in service performance, dissatisfied customers, inefficiencies, inappropriate allocation of jobs or service, public and individual health implications

C4 O2 O2a-e Susan Walford

14

Inability to implement members decision on plastic recycling serviceLeading to no plastic recycling service providedResulting in dissatisfied Members and customers, reputation damage, adverse public reaction

C4O1O2O3

O1eO2a-d, gO3 a, e

Paul Quigley

Notes: 1. The dotted line shows the Council’s risk tolerance line. Impact Likelihood

A ExtremeB HighC MediumD Low

1 Almost certain2 Likely3 Possible4 Unlikely5 Seldom6 Rare

78

HEALTH ENVIRONMENTAL SERVICES

Documents

Transcript of HEALTH ENVIRONMENTAL SERVICES