Transport, Environment and Leisure Services · TranSporT, EnvironmEnT and LEiSurE SErvicES...

Transport, Environment and Leisure Services

Service Delivery Plan 2009 to 2012

SERVICE DELIVERY PLAN 2009/12

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TranSporT, EnvironmEnT and LEiSurE SErvicE


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TranSporT, EnvironmEnT and LEiSurE SErvicES


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contents Foreword by the Executive Director .............................................. 5

Vision, aims and priorities ............................................................. 6

What we do ................................................................................ 16

Strategic relationships ................................................................ 24

Continuous improvement ............................................................ 32

Current and future challenges and issues ................................... 42

Workforce development .............................................................. 52

Achievements during 2008/09 .................................................... 56

Finance ...................................................................................... 62

Work plans 2009/10 to 2011/12 .................................................. 72

Annex A Lead officers ................................................................. 96

Appendix B Forward plan of procurement ................................... 98

Appendix C Risk register ............................................................106

Appendix D Performance indicators ...........................................110

Appendix E Audit plan 2009/2010 .............................................114

Appendix F Revenue budget tables ...........................................116

Appendix G Capital summary ....................................................122

Appendix H Value for money ......................................................126

Appendix I Business continuity ..................................................132

Appendix J Abbreviations and acronyms ...................................136

Appendix K Relevant strategies .................................................140


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Foreword In TELS we make a big difference to the quality of life of the people who live, work or play a part in the borough.

This shines through in our priorities. We are passionate about improving our open spaces, our streets, our parks and leisure facilities. We want people to enjoy what the borough has to offer and we want them to feel some personal ownership as well. We want people to take part; to be creative, to get fit and healthy, and to enjoy being a part of their community.

We set out our ideas about how we can achieve these goals in this year’s service delivery plan. We look well beyond the next year, reflecting the significant and ambitious nature of the challenge. This is true, for example, of the events and cultural activity associated with the 2012 Olympic Games, the streetscape improvement projects such as Exhibition Road, our continued parks improvement plan, and our rapidly developing work on mitigating the impacts of climate change.

We will not be doing this alone. We must work with others and be prepared for change if we are to succeed. By now you’ll know about the Council’s Smartest Council initiative that started in 2008. We will embrace this with enthusiasm – staying focussed on the needs and aspirations of our residents, extracting the most value we can from our resources, by being green – and by being fair to our staff.

I know that you’ll find this genuinely exciting. Our service delivery plan puts the detail around how we’ll bring all this together in a tight, businesslike way. As ever, please take time out to read and discuss it. I’ll be genuinely delighted to receive your feedback.

Thank you, and have a good year.

Tot BrillExecutive DirectorTransport, Environment and Leisure Services (TELS)


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TranSporT, EnvironmEnT and LEiSurE SErvicES TranSporT, EnvironmEnT and LEiSurE SErvicES

our vision To provide excellence and value for money in everything the business group does. This means delivering efficient and effective services which improve the environment, to ensure that everyone has the opportunity to enjoy the streetscape, parks, and cultural and leisure facilities in the borough.

This will be underpinned by everyone in TELS adopting the Council’s values: being collaborative, positive, innovative and appreciative, and keeping public service ethos at the heart of everything we do.



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Our aims: 2009 to 2012The Council has three aims that are outlined in its Cabinet Business Plan. The following aims underpin the overarching vision for ‘A Better City Life’:

• Responding to residents - Listening to - and leading - our diverse population, and using public money wisely.

• Really good services - Setting high standards for ourselves and others.

• Renewing the legacy - Investing in the public buildings and places that make the Royal Borough special.

The Transport, Environment and Leisure Services (TELS) Business Group has taken these three aims (the three ‘R’s) as the framework for its own aims.

Key business group aims

Responding to residents • Toprovideeffectiveandappropriateenforcementwhich encourages individuals and businesses to respect the environment and the rights of others in their safe enjoyment of it.

Really good services• Toprovideleisureandartsfacilitiesandservicesthatpromote good physical and mental health and a sense of well-being.

• Toensurethatpeoplecanmoveabouttheboroughsafelyand efficiently,withminimalimpactontheenvironment.

• Toprovideservicesthathelpourresidentscopewiththeimpact of a changing climate, and endeavour to reduce the adverse effects our work may have on climate change.


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Renewing the legacy• Toimproveandmaintainouropenspacesandstreetscapefor thebenefitofcurrentandfuturegenerations.

• Totacklethecausesofclimatechangethatarisefromthe activities of those living and working in the borough, and take action to adapt to the unavoidable effects of a changing climate.

Our aims are strongly linked to the priorities and ambitions of the other business groups in the Council and those of our partners. For example, the aim to promoting good physical and mental health closely accords with the aims of the Housing, Health and Adult Social Care (HHASC) and those of the Primary Care Trust (PCT).

Key business group priorities for 2009 to 2012To achieve the above aims, priority tasks have been developed that will contribute to the achievement of ‘A Better City Life’. Our work, which includes these priorities, is detailed in the section on work plans (see page 38).



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Responding to residentsTELS aim: To provide effective and appropriate enforcement to encourage individuals and businesses to respect the environment and the rights of others in their safe enjoyment of it.

Priorities:

• Improving street cleanliness: Further improve street cleanliness by targeting sites where substantial improvements in this area can be made.

• Reducing waste: Reduce the amount of residual waste produced in the Royal Borough through a combination of less overall waste and more reuse, recycling and composting.

• Efficiency: Regularly review priorities, working methods and useofresourcestobecomemoreefficient.

Priorities:

• Addressing the challenges posed by climate change: Implementing the Climate Strategy, make changes to the operation of the Council’s estate, deliver services in a more energyefficientwayandstimulatechangeamongstresidents, businesses and other organisations.

Really good servicesTELS aim: To provide leisure and arts facilities and services that promote good physical and mental health and a sense of well-being.


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Priorities:

• Developingartisticpractice:Developexcellenceinartistic practice, including professional development for artists and cultural organisations, which will contribute to the reputation of the Royal Borough and attract new businesses and new residents.Thiswillenrichthe‘socialmix’andfuelthelocal economy.

• Encouragingparticipationinthearts:Encouragepeopletotake part in more cultural activity and enhance their artistic skills to create a stronger sense of community.

• LeavinganOlympiclegacy:Capitaliseonthe2012Olympics and Paralympics to promote recognition of the Royal Borough as a place for creativity and innovation, and increase participation in sport and community activity.

TELS aim: To ensure that people can move about the borough safely and efficiently, with minimal impact on the environment.

Priorities:

• Fair parking: Doing all we can to make it easy for motorists to comply with parking rules and regulations, and to take a sensible approach to enforcement.

• First class roads and pavements: Continuing to lead the way in delivering high-quality and well-maintained streets for all to enjoy.

• Promoting better transport choices: Making it easier for residents to choose not to use a private car.

TELS aim: To provide services that help our residents cope with the impact of a changing climate, and endeavour to reduce the adverse effects our work may have on climate change.

• Addressing the challenges posed by climate change: Implementing the Climate Strategy, making changes to the operation of the Council’s estate, delivering services in a more energyefficientwayandstimulatingchangeamongst residents, businesses and other organisations.



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Renewing the legacyTELS aim: To improve and maintain our open spaces and streetscape for the benefit of current and future generations.

Priorities:

• Improving parks: Ensure the Council’s parks remain a valuable resource for all residents by improving them as outlined in the Council’s ten year Parks Strategy, and winning ‘Green Flag’ status for all of the Royal Borough’s parks over the nextdecade.

• Transforming Exhibition Road: Deliver ambitious enhancementstoExhibitionRoadthatwillcreateamore welcoming environment in which to live, work and visit.

TELS aim: To tackle the causes of climate change that arise from the activities of those living and working in the borough, and take action to adapt to the unavoidable effects of a changing climate.

Priorities:

• Protectingandenhancingtheenvironment:Deliverlasting improvements to the environment and reduce the adverse impact of the Council’s and its partners’ operations on the environment by implementing the action plans that will deliver the Council’s Environment Strategy.


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Community Strategy linksThe Community Strategy describes what it feels like to live in, work in, or visit the Royal Borough. Our contribution to the strategy is significant, particularly in achieving the following goals:

• Aboroughwithanenvironmentandamenitieswhichenhance the quality of life of the whole community, and which is aware of, prepared for and able to meet the challenges presented by climate change.

• Aboroughwhereeveryonehastheopportunitytoenjoyits public parks, open spaces and a wide variety of high quality cultural, artistic and leisure activities.

And in taking the lead in the goal to:

• Minimisetheimpactonclimatechangebythoselivingand working in the borough.

TELS also has a part to play in cross-cutting issues that affect the borough, such as safer communities and improving health and well-being. We recognise that the borough has a diverse population and consideration for issues of inclusivity and equality are paramount in the work we carry out.

Smartest CouncilThe Smartest Council initiative wants to build on our reputation as one of the best councils in England. It recognises changing circumstances and the need for us remain excellent.

This is particularly true in the current economic climate and will be considered in all future business planning and decision making processes within TELS.

We have a key role to play in the main Smartest Council programmes, such as ‘Here to Help’, ‘Space’ and ‘Mobile Working’. Work will also take place on embracing the Council’s ‘Values’ in the workplace.



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How are we led and scrutinised politically?The business group’s responsibilities are diverse and far-reaching, and our work broadly falls within the remit of the Cabinet portfolio for Transportation, Environment and Leisure. It covers leisure, arts and cultural services (including museums and sport centres), parks and open spaces, licensing, waste management and environmental policy. It also includes transportation and parking policy, traffic management issues, highways and transport planning.

In relation to community safety work undertaken by our Waste Management and Street Enforcement Service, officers also report to the holder of the Cabinet portfolio for Community Safety.

Overseeing the key decisions made by Cabinet Members are a number of Overview and Scrutiny Committees (OSCs). The Public Realm OSC has a primary scrutiny role over TELS. There are also a number of committees and strategic working groups that ensure the business group is delivering what it is meant to be. These include the Community Safety Board and the Regulation Enforcement and Review Committee.


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How are staff involved in the development of the SDP?Senior managers have a responsibility to ensure the TELS SDP reflects the key priorities emanating from the Cabinet and Management Board; they should provide the ‘big picture’ context.

Service managers are tasked with providing the annual work plan for each of their services in consultation with their staff. This can be through team meetings and one-to-ones. Not only are managers asked to discuss service delivery planning with their teams, TELS staff are also invited to raise relevant issues directly with the SDP author. Each staff member should be able to recognise an element of the SDP that reflects their work and targets.

The Strategy and Service Development division is responsible for publishing the SDP each year and, while the bulk of the work is done in the quarter before the new financial year, information gathering takes place throughout the year.

Drafting is an iterative process involving consultation, consolidation and checking. Once finalised, the SDP is made available on the TELS intranet site and in hardcopy (on request), and all TELS staff, unions and working partners are invited to provide feedback and suggestions for improvement throughout the year.



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What we doWaste Management and



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Leisure DepartmentThe Waste Management and Street Enforcement Service manages several operations related to street-based activity. It is responsible for the borough’s waste collection and recycling service, and keeping the streets clean and in good order. The Contracts Team manages the contract with SITA, the waste collection and street cleansing service provider, and works in partnership to deliver high standards of service. The Service has a Commercial Waste Team that seeks out new business and manages existing commercial waste collection accounts. Recycling is a very high priority and the amount of waste diverted from landfill steadily increases every year.

Quick fact: In the first six months of 2008 to 2009, we collected around 1,200 tonnes less waste for landfill than in the same period of 2007 to 2008.

The Markets Team issues street trading licences and manages the Council’s two markets at Portobello Road and Golborne Road. The Enforcement Teams take action to prevent and enforce against street clutter and fly tipping. The Safer Neighbourhoods Team works closely with the police to solve complex social and environmental problems, including vandalism and street drinking. The service also manages several other community safety functions including the Parks Police, the contract for dog wardens, and CCTV.

The Waste Management and Street Enforcement Service have resources dedicated to improving public health and safety at special events - in particular, the Notting Hill Carnival. Officers work closely with the Metropolitan Police, Westminster City Council and London Notting Hill Carnival Ltd (LNHC) to ensure a safe event and minimise the adverse impacts of the annual event on residents.

The Arts and Leisure Service brings together a number of leisure


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and cultural services. It is responsible for developing the Royal Borough’s Arts and Cultural Strategy which outlines how arts and culture are being progressed in the borough. This forms an important part of the Royal Borough’s overall Community Strategy. The Museums team runs the Council’s two museums (Leighton House and Linley Sambourne House), and its art galleries (the Ice House and The Orangery). These prestigious visitors’ attractions are also hired out as venues for special occasions, such as weddings and private exhibitions.

Quick fact: The In Transit festival attendance and participation figures increased from around 10,000 people in 2007, to 30,068 in 2008.

Unlike other civic services provided by the Council, Opera Holland Park (OHP) is unique to the Royal Borough. The performance season takes place over nine weeks between June and August and consists of an average of 47 performances. The team is responsible for the artistic requirements, marketing, gaining sponsorship and recruitment.

A significant part of Art and Leisure’s work is in procuring and managing the contract of the Council’s two sports centres (Kensington Sports Centre and Chelsea Sports Centre). The current contract is with Nuffield Health and the Sports Development (Adult) Team works closely with the Youth Sports Development Team (based in Family and Children’s Services) to develop opportunities for all sectors of the community to participate in sporting and physical activity. The team is also focused on delivering the new Sports and Physical Activity Strategy for the Royal Borough.

Quick fact: There were over 500 resident responses to the leisure satisfaction surveys in autumn 2008.

The service also manages the contract for grounds maintenance (including cemeteries and sports facilities in the parks) that is held by Quadron Services Ltd. The Parks Team continues to implement the Royal Borough’s ten year Parks Strategy Action Plan, for improving all the parks in the borough.



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The Ecology Centre, based in Holland Park, provides an environmental education service for schools and is responsible for developing the Royal Borough’s Local Biodiversity Action Plan. This plan sets out the Council’s and partner organisations’ commitments towards protecting and enhancing the local natural environment.

Transportation and Highways DepartmentHighways and Construction manage the physical improvements, maintenance and repair of the borough’s roads, streets and bridges - including Albert Bridge and Chelsea Bridge over the River Thames. Such maintenance and repair work includes street lighting, resurfacing, paving, road signs and other street furniture such as bollards and seats.

It plays an integral part in reducing street clutter and introducing Yorkstone and other high quality materials into the streetscape. It also oversees the issuing and enforcement of highways permits for a variety of street-related activity, such as erecting scaffolding, or carrying out work on the street.

Working closely with other services in TELS and Planning Services, officers play a key role in the implementation of streetscape improvement projects and road safety schemes. The service also has a highways network management role to carry out the Council’s responsibilities under the Traffic Management Act 2004, ensuring that works on roads are better managed and coordinated.

Quick fact: There are over 10,000 utility company excavations in the highway each year.

Parking Services covers all aspects of the Council’s parking management and enforcement responsibilities, including the procurement and management of the Council’s parking enforcement contractor (currently NCP). As well as issuing and dealing with compliance issues of penalty charge notices, resident parking permits and parking suspensions, it also manages the Town Hall car park.


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The department oversees the operations of some 800 pay and display machines located in the borough and has a dedicated contact centre, Parkingline, that motorists can contact.

Quick fact: In the financial year ending in March 2008, Parking Services processed approximately 262,000 Penalty Charge Notices and removed around 8,200 vehicles that were found parked in contravention. They also processed 140,305 telephone calls during this period.

Traffic and Transportation Policy is the strategic development function of the department, leading on all areas of transportation policy as well as the streetscape work for which the Council has received national and international recognition.

This work incorporates, among other things, road safety and traffic management elements. Its innovative partnership with Project Centre Ltd, an engineering consultancy, assists in the implementation. Officers work with schools and businesses on travel plans to reduce the number of car journeys in Kensington and Chelsea, and have also facilitated the expansion of car clubs across the borough.

The group deals with Transport for London (TfL) on a wide range of issues, including congestion charging and public transport. It also works closely with Council’s Planning and Borough Development officers to ensure that new development does not add to traffic growth and parking pressure, and has championed the use of ‘permit-free’ agreements for new housing.

Quick fact: There are now 97 on-street and 30 off-street car club bays in the borough, and nearly 4,000 members of car clubs. See www.rbkc.gov.uk/TransportandStreets/general/carclub.asp for details.



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Licensing and Business ImprovementCustomer Services generally provide the first response to members of the public who call or email the Council for a variety of services and information. The team handles the calls and emails fielded by three Council contact centres - namely Environmental Healthline, Arts and Leisureline, and Streetline - as well as the out of hours call handling service.

Last year, the three centres and the out of hours service dealt with a total of 150,000 calls. The contact centres also deal with a range of administrative duties including pest control bookings, payment processing for a range of services and food hygiene course bookings. The team also manages the ‘Too big for the bin’ service.

Quick fact: Streetline and Environmental Healthline had a combined average of over 95 per cent of calls answered within 15 seconds, in the period January 2008 to September 2008. This is higher than the Council’s target of 90 per cent.

Strategy and Service Development (SSD) provide strategic and policy development support for the entire business group. It is responsible for developing the Council’s Climate Change Strategy and Environment Strategy, and leads on corporate requirements such as service delivery planning, the annual review of charges, and business improvement initiatives.

It is responsible for formulating and implementing the business group’s Information Systems (IS) Strategy, including the procurement and deployment of systems, and integration with the corporate IS Strategy. It also provides expertise in analysis and consultation, including coordinating the TELS performance monitoring reporting and overseeing any consultation work carried out within TELS. Responsibility for coordinating health and safety, equalities, risk management and business continuity planning work also rests with the team.


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Quick fact: A community launch event for Sunbeam Gardens is to be arranged for spring 2009.

The Licensing Team issues and enforces permits for a variety of premises and activities, including licences to sell alcohol and provide public entertainment, particularly enforcing legislation stemming from the Licensing Act 2003.

Officers support Councillors on the Licensing Committee, who review and accept or reject various licensing applications. The team is responsible for processing applications and overseeing licences for casinos, betting shops and other types of gambling premises in accordance with the Gambling Act 2005.

Quick fact: In its successful pilot year, 37 licensed premises were awarded membership of the Best Bar None scheme. All of these premises underwent a rigorous application process and had to demonstrate good, if not excellent, standards of management. The scheme will be extended to the whole borough in 2009, targeting a total of 150 premises.

Group FinanceGroup Finance manages a full range of accountancy and financial management services for the business group. It provides financial input and support to decision making processes at all levels, ensures corporate standards are maintained, and enables sound financial and operational controls and service improvements to be implemented.

Quick fact: The 2008 to 2009 revenue budget for the business group is £21m, which is made up of expenditure of £75m offset by an income of £54m.



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Strategic relationshipsTransport, Environment and Leisure Services (TELS) has an extensive history of working in partnership with other business groups, local authorities, external organisations and agencies. The key strategic relationships are described below, but this list is by no means exhaustive.



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Arts and Leisure The Arts Service works with a number of partners to deliver its regular activity programme. For example, Western Wedge is a partnership between the Arts Council and eight West London boroughs which is working towards delivering Momentum – a project enhancing the capacity for dance in the area.

TheSeer.info Partnership Board, a network of 16 councils, has developed a website that includes a directory of cultural events around London. The Festivals Forum is a network of local festival and carnival organisations working together to promote local festivals and identify shared opportunities for professional development.

As well as working within these cross-borough networks, we also work closely with local organisations delivering events in the borough.

The Arts Service also works with a number of contractors who help with the delivery of services. This includes Quadron (grounds maintenance and sports facilities in the parks) and Nuffield Health (leisure facilities).


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Environment The North Kensington Environment Project (NKEP) brings together people from a wide spectrum of community and voluntary organisations. It includes working with the Urban Eye Project (a community arts charity), the Westway Development Trust and the Muslim Heritage Centre, to improve the physical environment around the Westway using art, horticulture and local participation.

We also work with organisations such as Sixty Plus, Full of Life, Equal People, Scope, the Tenant Management Organisation (TMO) and local Residents Associations to bring environmental improvements to the area.

Work also continues with longstanding partners, such as the Kensington and Chelsea Environment Round Table and the London Environmental Coordinators Forum (LECF). The ‘Green Partners’ group brings together representatives from local businesses, voluntary organisations, academic institutions and other public bodies, to share information and experiences in relation to sustainable development issues.

We hope to develop joint working initiatives with these sectors to address the environmental challenges faced by the whole community.



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TransportTransport for London (TfL) delivers London’s public transport services and manages some of the major roads in the city. We work with TfL on areas such as improvements to local bus services. We also hold regular meetings of the Public Transport Advisory Group so that Members can raise local issues of concern with representatives of London Underground, TfL Buses and local bus operators.

The Council has pioneered an award winning, innovative approach to partnership working with our transport engineering consultancy Project Centre Ltd. Seven consultants are employed on a permanent basis to work within Traffic and Transportation Policy, with a further two working in Highways and Construction. Additional services are being made available as and when required. Other contractors include J Murphy and Sons (footway works), Ringway (carriageway surfacing) and NCP (parking enforcement).

Case studyResidents of Kensington and Chelsea rely largely on TfL to deliver reliable public transport services. In 2008 to 2009, TfL allocated some £2.8m to the Royal Borough to deliver transport-related schemes, including road safety education programmes.

TfL also fund and work closely with the Council to develop public spaces such as Exhibition Road. Major decisions on transport investment are taken at a London-wide level, increasing the importance of attempts by the Partnership to express local priorities and influence regional bodies through lobbying.


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Waste Management The Western Riverside Waste Authority (WRWA) is an autonomous statutory local government body, responsible for the disposal of waste collected by the Council. WRWA has responsibility for waste disposal on behalf of the Royal Borough and the London boroughs of Lambeth, Hammersmith and Fulham, and Wandsworth. It is managed by a committee comprising of two elected councillors from each of the four councils. SITA acts as a key contractor, providing waste management and street cleansing services.

Other key partnerships

Metropolitan Police Service (MPS)The MPS is a major partner in the ‘Safer Surer’ campaign to reduce crime in targeted areas of the borough. As part of the campaign, Safer Neighbourhood Teams (SNTs) provide a policing presence in local neighbourhoods to tackle ‘quality of life’ crimes such as graffiti, abandoned cars, noisy neighbours and vandalism.

TELS officers attend the Partnership Tasking Group, which brings together a wide range of Council, MPS and community representatives all working towards reducing crime and improving community safety in the borough.

In addition, the Licensing Team is starting to work closely with the MPS on specific projects to reduce crime and disorder around licensed premises.



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Other business groupsA vast amount of TELS work links in with the other business groups in the Council, whether on a day-to-day basis or in relation to discrete projects. Examples include working with Corporate Services to promote sustainable procurement, and our long-standing collaboration with Planning and Borough Development on streetscape and transportation planning. We also continue to provide customer service provision for Environmental Health, and out of hours call handling for a variety of services such as the Homeless Persons Unit and the Emergency Duty Team.

Our services work proactively across all business groups. Indicative of this is the Arts Ambassadors network (which encourages the use of arts and culture in service delivery across the council) and the Green Champions present in the business groups.

Kensington and Chelsea Partnership (KCP)The Kensington and Chelsea Partnership, led by the Council, brings together local public organisations including the Metropolitan Police, the Kensington and Chelsea Chamber of Commerce, and the Primary Care Trust, to work alongside the voluntary sector and community groups. It aims to join up services within the borough, plan locally for the long term, and improve quality of life in the borough - especially in more deprived neighbourhoods.

London Borough of Hammersmith and FulhamThere was a major development for the business group and the Council during 2006, with the creation of a joint directorship between the Royal Borough and the London Borough of Hammersmith and Fulham which covers transportation, highways and parking. This has not only brought about efficiency savings, but has also paved the way for developing joint initiatives with our neighbouring borough.


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As a result of the successes during the two years of this unique arrangement, both councils have committed to continuing the joint directorship for a further three years. We have also made a joint submission to the National Transport Awards in the ‘Partnership of the Year’ category this year.

Portobello and Golborne Management Committee (PGMC)This voluntary organisation represents the area’s market traders and shopkeepers, and protects and promotes the markets in the Portobello and Golborne area. The Council consults the Committee on an ongoing basis with regard to the borough’s two markets and the related services run by the Council.

Primary Care Trust (PCT)The joint publication of the Royal Borough’s Public Health and Well-being Strategy Choosing good health – together in 2007 was an important step in underpinning our work with the PCT. TELS has an important part to play in realising the strategy’s vision, particularly in the realm of managing parks, open spaces, leisure centres and in the arts. Working with the PCT, we aim to develop initiatives that have a positive impact on health and well-being.

Westway Development Trust (WDT)The WDT manage 23 acres of land under and around the Westway flyover in North Kensington. It impacts greatly on the quality of the local environment, local employment and sports provision. Given the clear areas of common interest, we wish to look at the scope for greater joint working and dovetailing of services.



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Best Bar None - Working in partnershipThis scheme has a variety of different partners from the Council, MPS, TfL and the British Institute of Innkeeping. The wide range of partners on the steering committee, each with extensive experience in their own fields, has proved to be invaluable in setting up an effective BBN scheme for licensees, neighbours and visitors to the borough.

The scheme aims to help licensees to adopt a completely holistic approach to managing licensed premises, maintaining and continually raising standards.


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continuous improvement Continuous service improvement is a well-established concept within the business group. We deliver some essential services for residents, businesses and visitors to the borough and are committed to providing value for money and delivering our services to the best standards we can with the resources we have. There are three elements of continuous improvement: consultation, performance monitoring, and value for money and efficiency.



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ConsultationConsultation with our residents and stakeholders is one of the most important things we do. It enables us to establish what they think of services, what they want from them, and what they think of our plans for the future. We then use this information to help us make decisions about services and policies.

We do this in a number of ways - from consulting on drafts of documents and meeting with groups of residents to discuss services, to building long-term relationships with groups and individuals and sharing decision making responsibilities with them. All areas of the business group try to create opportunities for people to be involved in decisions about their services.

There has been good progress in involving a wider range of people during 2008 and 2009, and this has included encouraging more joined-up working within TELS and other business groups. In particular, there has been work with Family and Children’s Services to encourage children’s participation in parks’ consultation projects.

Whilst departments lead on their own consultation projects, all work in this area reflects corporate guidelines on consultation and market research, and is reported to senior management and councillors. The Vital Messages system captures information about past, current and future consultation exercises and is a way of tracking what has changed as a result of work carried out.


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Some examples of consultation projects from 2008 to 2009 are:

Leisure centre customer satisfaction surveysThe Leadership Factor is a market research consultancy firm which has developed its own methodology for measuring customer satisfaction, the ‘drivers’ for satisfaction, and the relevance of each driver to satisfaction as a whole.

The methodology has been adapted in-house and was run for the second time this year. It showed that changes made in response to last year’s survey had had a noticeable impact on customers’ overall satisfaction, and highlighted further areas for potential improvement. In particular, cleanliness, though improved, was still an issue for many customers, along with the attitude of leisure centre staff.

The Council’s partners, Nuffield Health, are keen to make use of the results and develop staff training initiatives to achieve further improvement for next year.

Little Wormwood Scrubs consultationExtensive consultation has been undertaken since May 2008, when Little Wormwood Scrubs came under the Royal Borough’s management. The aim was to find out the views of residents and park users on the future of park.

A two-stage process took in the views of park users, including the Friends group, as well as local children and their parents, to find out what they thought of the park and what they felt the Council’s priorities should be for improving it.

These views were presented as a range of ideas, and park users were given a second opportunity to comment on them, via a questionnaire and face-to-face sessions in the park and at local venues.



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Future consultation and engagement work up to 2012With the new Government duty (Duty to Involve) being introduced in April 2009, there is continued emphasis on good communication and consultation with residents and partners as part of service delivery.

Within TELS, this will mean being more systematic in the way we gather and use feedback on services, and more adventurous in the way we involve people in making decisions about services.

Some examples of how we might do this are set out below.

Customer satisfaction - monitoring of parksOver the past few years, there have been comprehensive consultations about some of the major parks in the borough which have led to a good understanding of the issues that matter to park users. In addition, during 2008 to 2009 the Residents’ Panel was asked about parks using the Leadership Factor methodology to ascertain drivers of satisfaction. In the next three years we will look to build a programme of individual customer satisfaction surveys for all the borough’s main parks.

Delivering the Climate Change StrategyThe Council’s role as community leader is identified in the Climate Change Strategy as one of the three main roles it plays in reducing the borough’s carbon footprint.

To achieve this, TELS is committed to working with local groups and organisations in effectively communicating the message. Ideas include working with the Environment Round Table to produce a lay persons summary of the strategy and develop a partnership with a local primary school. This should, in turn, assist with an implementation strategy in schools and boost communication with other children.


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Other consultation work Other consultation expected to take place over the next three years includes:

• Customersatisfactionmonitoringofhighwayscustomers

• LondonSustainabilityWeeks–feedbackfromattendeesof Council events

• ConsultationwithlocalpeopleonnewplayequipmentforLittle Wormwood Scrubs

• ConsultationwithlocalpeopleonthefutureofAvondalePark

• Continuedconsultationwithstaffabouttheirtravelchoices

• Consultationwithresidentsabouttheirparticipationinthe doorstep recycling service.

Performance monitoring

External assessmentAll councils are assessed by the Government on how well they deliver services, how well they are run, and the degree to which they are improving. Up to 2007 to 2008, the framework used to make this assessment was the Comprehensive Performance Assessment (CPA). Within the CPA system, TELS was responsible for managing the Environment block. For 2007 to 2008, the Council was awarded four stars and is “still improving strongly”.

The CPA system has now been replaced by Comprehensive Area Assessment (CAA), which will look at how well local services are working together to improve the quality of life for local people. There are various elements of the CAA process including the National Indicator Set, Local Area Agreements and the Community Strategy. The first CAA score is expected to be announced in November 2009.



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The CAA will form part of the new assessment framework, as well as other relevant performance assessment frameworks. It will be carried out yearly at:

• county,singletieranddistrictcouncils

• fireandrescueauthorities

• policeauthorities

• PrimaryCareTrusts(PCTs)

• aspartoftheexternalauditbyappointedauditors.

This CAA assessment will have both an area and organisation component. It assesses use of resources in a broader way than previously, embracing the use of natural, physical and human resources. It places new emphasis on commissioning services for local people and achieving value for money.

Performance indicatorsPerformance indicators are measures of specific areas of the Royal Borough’s work. These are useful as they enable the Council to look back at how performance compares to previous years, and to look forward in setting targets that encourage improvement.

There are two types of performance indicators: national, which are set by the Government; and local, which measure performance against the Council’s local priorities.

TELS has the responsibility for 23 of the 200 or so national indicators (as outlined in Appendix D). 2008 to 2009 was the first year that the national indicators were reported; therefore, 2008 to 2009 serves as the base year for many indicators. Now that the base year is confirmed, TELS will start to set three year targets for all the national indicators.

While local authorities are obliged to collect national indicators, most also choose to collect local indicators that measure performance on issues that matter locally. TELS have selected 14 local indicators (as outlined in Appendix D) to monitor performance for 2009 to 2010.


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Community Strategy and the Local Area AgreementThe Community Strategy is a plan that provides a long-term vision and coordinates the actions of the public agencies, and private and community organisations to meet the needs and priorities of local communities.

The aim of the Community Strategy is to look forward 10 to 15 years and make plans to enhance the quality of life for local communities. A monitoring plan, which accompanies the Community Strategy, presents a suite of performance indicators to monitor progress against the aims (see Appendix D for a full list of indicators related to TELS). The Council and its partners are committed to delivering the aims of the Community Strategy through the Local Area Agreement.

The Local Area Agreement (LAA) sets performance targets to deliver improvements across a range of outcomes that are a priority for Kensington and Chelsea. In summer 2008 all councils were required to select national indicators for the new LAA, these are known as designated national indicators. At the same time, the Community Strategy was also being refreshed.

The strategy has been published and the LAA will be updated again in March 2009 to take account of the new Community Strategy and the aims within it. There are two designated indicators that are related to TELS; in addition, there is also one indicator that is carried over from the previous year.

The diagram (right) explains the relationship between performance data and the various external assessments and frameworks.

Comprehensive Area Assessment

Full Local Area Agreement (delivering for our community)

National Indicator Set

Designated Local AreaAgreement

Community Strategy(consists of national and local indicators)



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Internal monitoring frameworksIn addition to the above, the Council has its own internal processes to monitor performance. These include:

Vital Signs - a bi-annual report to Cabinet on key indicators of performance. The aim is to use a small number of ‘vital’ indicators to inform Cabinet Members about the achievements of the targets it has set itself, and whether performance is set to improve. See Appendix D for the list of TELS Vital Indicators.

Vital Programmes and Projects - the Royal Borough’s Improvement Programme (previously known as the Vital Improvements programme) was originally drawn up in 2002 to address specific recommendations of the CPA Corporate Assessment. It has since been maintained and expanded in response to broader performance framework developments at both a local and national level. It is hoped that this will ensure that strong performance is sustained.

Data qualityThe Council takes the issue of data quality seriously and has formalised a Data Quality Action Plan since 2008. In line with the corporate Data Quality Action Plan, TELS has developed their own plan that is unique to the business group.

The Data Quality Action Plan is essential to improve our data quality arrangements to ensure a consistent, best practice approach across the business group. The action plan involves working with colleagues from all levels, as well as external contractors.

The action plan addresses weaknesses identified through audits and internal reviews, and meets external assessment requirements. The action plan is reviewed annually and is available from SSD.


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ValueformoneyandefficiencyThe challenge of improving services is prompted and driven by a number of factors. We are committed to responding to residents through consultation, and strive to attain the performance set out in the indicators; however, the Council’s own transformational ‘Smartest Council’ initiative, coupled with the external financial pressures on both income generation and grant settlement, also play a key role.

These pressures have prompted an increased focus within the Council on both value for money and efficiency as a way of improving services. In 2008 to 2009, a value for money appendix was added to the SDP in recognition of the importance of efficiency measures. Identifying specific actions in this way assists the business group in prioritising work, allocating resources and ensuring that the benefits of any changes are realised.

Some progress has been made with the actions identified in the 2008 to 2009 plan - most notably with the sharing of procurement knowledge with the London Borough of Hammersmith and Fulham in Highways and Construction, and by the progression of the out of hours service moving towards a split service of CCTV monitoring and call handling. There remain a number of projects that have been carried forward to the current action plan.

The types of activity included in the action plan mostly fall in the category of smarter procurement and the improved use of technology. This includes measures around the improvement of the waste management contract and how energy for lighting is procured. The improved use of technology includes:

• hand-heldmobiledevicesforbothHighwaysandConstruction and Waste Management

• makingservicesavailableonthewebforsportsbooking

• ‘Toobigforthebin’

• residentsparkingpermits.

The current areas identified for improvement, which include both business benefits and financial impacts, are described in Appendix H.



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Equalities and diversityExcellent progress has been made on the Equalities Action Plan 2008 to2009. Particular success has been achieved in work on improving the accessibility of parks and open spaces for all; new ramps, better seating at Opera Holland Park, and considering of the needs of families with young disabled children in designing and improving play areas have all been achieved.

The full action plan progress report is available at [please create a link to our Mar 09 updated action plan progress report]. All but five of the actions have been completed within the specified timescale. Work will continue on those that have not been completed, with them rolling forward into the 2009 to 2010 action plan.

The Equalities Standard for local government has been replaced by a new Equalities Framework. Until now the Equalities Standard has been used as a performance and improvement structure for the work on equalities within the Council. The new framework is expected to be less prescriptive and resource intensive, with greater emphasis being placed on the framework linking in with other strategic partnerships (such as Local Strategic Partnerships, Local Area Agreements and Comprehensive Area Assessment); however, it is not yet clear how the framework will be used to structure our work on equalities and diversity. The definition of equality set out in the Equalities Review has been used and this emphasises equal life chances for all.

The Council, along with other London councils, has agreed to achieve Level 3 (Excellence), by 2012. It has been assumed that the Council is currently at Level 2 (Achieving), and there is likely to be some significant work to be done to ensure we can meet Level 3.

Work on equalities remains an important aspect of the business group’s work and should permeate all aspects of it. The new framework also places more emphasis on understanding our communities and is more outcomes focused. For TELS, this new focus will require greater impetus to be given to the monitoring of our progress against actions, and greater effort to collect monitoring data on those who use our services. This will be especially important to ensure that the needs of vulnerable and marginalised groups are taken into account. It may also be the case that that we review the mechanisms in place to enable staff to make local service improvements.


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current and future challenges and issues



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Parks StrategyThe Royal Borough has an ambitious ten year Parks Strategy that sets out to improve and invest in its main parks. This includes a rolling programme of consultation followed by improvements to each of the main parks.

Westfield Park and Kensington Memorial Park have been upgraded and detailed plans are in place for St Luke’s Gardens. We aspire to increase the number of public open spaces managed by the Council, including Brompton Cemetery.

The management of Little Wormwood Scrubs was transferred from the London Borough of Hammersmith and Fulham to the Royal Borough in 2008, as a result of realising this aspiration. Once the management of Little Wormwood Scrubs and Brompton Cemetery is transferred to the Royal Borough, we will aim to embark on a major programme of maintenance and improvement.

Arts and Culture StrategyThe Council’s aspiration for excellence in arts is to be delivered through a ten-year Arts and Culture Strategy, which supports a range of projects. We will promote excellence in the arts and increase access and engagement - especially for those groups who face barriers to participation in arts and culture. We will support a stronger and more sustainable creative economy, and build greater links between creative and cultural activity and the reputation and values of the Royal Borough.

We aim to increase visitor footfall, improve the profile and boost the revenue of the museums. A major refurbishment of Leighton House commenced in late 2008 and this will necessitate closure for approximately 12 months. The refurbishment will rejuvenate the museum and ensure that modern access standards are in place.


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The Council is keen for Opera Holland Park (OHP) to operate without Council subsidy. In 2007, OHP benefited from the new canopy that increased the seating capacity by 200 people. The two main priorities are:

• tomaintainahighquality,appealing,culturally mixedprogramme

• toaspiretominimalsubsidysupportfromtheCouncil.

The Royal Borough’s Environment StrategyThe Environment Strategy was launched in 2006 and sets out the Council’s vision for environmental sustainability in both the conduct of its own business and as a community leader. The initiatives set out as part of the strategy are intended to be completed within the five year framework, and progress is reported annually.

Sustainable procurement features in the Environment Strategy and work has progressed in 2008 to 2009 to develop an approach. This includes drafting a strategy and policy for sustainable procurement, and auditing current practices against the Mayor’s Green Procurement Code. Future work will include education of key officers to assist with contract monitoring, and engaging with our suppliers to promote sustainable practices.

We will continue to ensure that the environment and sustainability have a high public profile in the borough - by scheduling a range of events held during London Sustainability Weeks in June, for example.

The detail of replacing Ireton Lodge in Holland Park is still to be finalised. Proposals include using sustainable technology and low carbon building techniques to house a TELS parks employee and, potentially, could demonstrate what sustainable building and design might look like in the Royal Borough for residents and visitors. Any proposal will include the complete rebuilding of Ireton Lodge. This coincides with the need to replace the outdated Ecology Centre that is also situated in Holland Park.



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Climate Change StrategyThe Climate Change Strategy was published in December 2008 and sets out the local direction that the Council intends to take in mitigating the causes and adapting to the impacts of climate change. Over the next three years, we will develop and refine a mitigation strategy showing how the Council will contribute to slowing down global warming in line with our Nottingham Declaration obligations.

Between 2008 and 2009, we completed a study of the Council’s carbon footprint in conjunction with the Carbon Trust and this has identified effective local mitigation and adaptation measures amongst residents and businesses. A new target has been set for the Council to reduce its carbon footprint by 40 per cent by 2015 and this has been added to the Council’s list of vital improvements. New national indicators that focus on climate change were introduced in 2008 to 2009, and this will be a further factor driving our efforts to reduce carbon emissions.

Portobello and Golborne Road marketsResidents, local Members, traders and representative organisations are keen to deliver ambitious regeneration programmes in and around the markets. This will include a varied number of projects to improve both the infrastructure and operational arrangements for supporting the markets and surrounding areas. Securing resources for the projects to provide these changes is likely to be challenging, particularly for longer-term improvements.


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Towards2012– ‘Cultural Olympics’ The Royal Borough is playing an active role in the four years leading up to the London 2012 Olympic and Paralympic Games with events demonstrating the cultural and artistic diversity of London, particularly around the museum quarter of South Kensington.

The ‘Cultural Olympics’ are a valuable opportunity to build a legacy for the arts sector and ensure that the Royal Borough’s cultural offer matches other London Cultural Olympic events held in 2012. The borough aims to:

• gainincreasedrecognitionfortheborough’screativity and innovation

• ensuremoreresidentsparticipatinginlocalciviclife

• ensuremorechildrenandadultsinthenorthoftheborough take part in regular sport and physical activity.

Maintain and improve the streetscapeMajor improvements to the streetscape are underway for the highly visited areas of Exhibition Road and Hans Crescent. These improvements aim to serve the increasing demands made by visitors to these areas, and to create high quality public spaces. Plans are also in place for street scene improvements for Ladbroke Grove and Notting Hill Gate, where preparatory work is taking place.

Improve customer service and our response to customers

The out of hours call handling service is to be split from the CCTV monitoring operation this year. Improvements for both services will be driven through the alteration of work practices and shift patterns.



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The day time call handling service is to be improved through the cross-training of call handlers in Streetline, Arts and Leisureline and Environmental Healthline. These changes will result in a more comprehensive and flexible service being offered to customers.

Municipal Waste ManagementThe building of an ‘energy from waste’ plant has been agreed through partnership with the Western Riverside Waste Authority (WRWA). The plant is due for completion during 2010 to 2011 and will avoid any punitive costs and environmental degradation associated with landfill.

There will continue to be growing resident and national expectations that we will increase recycling and reduce the impact on the environment of domestic and commercial waste.

Parking policyOver the next three years, the increasing pressure on resident parking may result in new policy directions. Conflicting pressures will continue between the London-wide directives to reduce the environmental and social effects of increasing car use, our own ambitions for carbon reduction and reducing particulate emissions, and the needs of our residents, businesses and institutions. This is set against an overall reduction in parking income and the challenges that this poses for future budgeting.

The use of technological advances, such as online application and renewal of residents parking permits, will enable us to make the service more accessible and convenient for our residents. It will also ensure that the service is more cost effective.

Parking Services undertook a major review of its contracted services in 2008 to 2009. A number of improvements have been identified and will be implemented, including work around the Traffic Management Act (TMA) 2004 and developing the partnership with the contractor and the LBHF.


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EnforcementChanges in legislation - for instance, the Clean Neighbourhoods and Environment Act 2005, the Gambling Act 2005, and the Health Act 2006 - have impacted on the work we do to help create better city life in the borough. Managing the tensions between greater public awareness of personal rights and higher expectations of public behaviour will continue to stretch our staff.

Work continues with the Council’s ‘Eyes and Ears’ initiative that was successfully piloted in 2008 in the Queen’s Gate ward. The initiative fosters joint working, particularly with the community support officers and the parking attendants. The aim is to extend this to adjoining wards and beyond from 2009.

The CCTV service will be re-organised in 2009 to focus resources on key times and to foster greater cooperation with the Metropolitan Police Service. These changes will result in a more proactive and responsive service.

North Kensington Environment Project (NKEP)NKEP has historically focused on neglected sites that are subject of a Local Area Agreement dealing with orphan sites and waste dumping in the four northernmost wards of the borough. Although this work will continue, other environmental improvements such as establishing community gardens and improving Golborne Road Bridge will be added to the programme of works.

These new projects will provide challenges, particularly in ensuring that local community and community groups are engaged, but will also provide creative and innovative environmental improvements. This work also links to the Council’s aim of improving North Kensington.



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Sports StrategyThe Sports Strategy identifies methods of addressing the significant health inequalities within the borough and will provide projects in the years ahead. Options for dealing with the lack of sport provision in Chelsea include the refurbishment of Chelsea Sports Centre and exploring the possibility of using alternative sites. Either option will require an innovative approach to ensure success.

Smartest CouncilThe ‘Smartest Council’ initiative encompasses a variety of changes that will impact on the business group. This initiative includes a number of work programmes: ‘Here to Help’ aims to improve customer services; ‘Space’ will change the way that accommodation is used; ‘Mobile Working’ will harness new technologies; and the Climate Change Programme will ensure we do all that we can to reduce our carbon emissions. The other element of the initiative is the work on the organisational values and re-alignment of the management structure.

The shared set of organisational values has been developed through consultation with staff to provide a reference point on how they work together, whether at an individual, team or organisational level. The values are being collaborative, positive, innovative, appreciative and keeping the public service ethos at the heart of everything we do. These values are integral to the change process required under the ‘Smartest Council’ initiative and are closely aligned with the REAL behaviour framework.

The challenge for TELS is to embrace and embody the values in everything that we undertake, so that we all understand what it means for us on a day-to-day basis. GMB is committed to embedding the values, although at the time of writing the actions required have not been finalised.



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The combined effect of these programmes will have a profound, but as yet still uncertain, impact on the business group. Some specific changes these initiatives have begun to generate include:

• relocatingTrafficandTransportationPolicytoPembrokeRoad

• theintroductionofthecustomerrelationshipmanagement system (CRM)

• furtherimprovementstothecallhandlingservices.


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Workforce development



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TELS Workforce Development Plan 2009 to 2012The Workforce Development Plan has been changed to a three year document so that it is consistent with the time period of the SDP. The timescale also reflects the reality that workforce development is an incremental process that tends to occur over more than a single year.

The purpose of the plan is to:

• identifythecurrentandfutureskillsandthenumberof employees needed to deliver new and improved services

• highlightshortages,surplusesandcompetencygapsinthe workforce and outline actions to address these

• lookatthediversityprofileandensureequalopportunitiesare being offered.

Challenges have emerged from the change instigated by the Smartest Council, Council values, and changes in working practice prompted by the Here to Help and Space programmes. The latest plans have developed actions to address these changes and reflect the results of both the statistical analysis of TELS workforce profile and staff survey.

The plan includes an evaluation of the previous year’s actions and has given greater focus to the action planning for the next three years. The findings of the analysis and the priorities identified were:

Workforce characteristicsWhen compared to the Council as a whole, the business group has:

• fewerwomenintheworkforce

• lowerlevelsofstaffwithdisabilities


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• aslightlyolderworkforce

• alessdiverseworkforce,particularlyincertainsections

• generallyalowersicknessandstaffturnoverrate

• aperceptionbystaffthatcommunicationandworkrecognition could be improved.

PrioritiesThe priorities are:

• toimprovestaffcommunicationthroughregularteammeetings (minimum once every two months) and one-to-one meetings (minimum once every three weeks)

• toincreasethediversityofstafftomirrortheCouncilprofile

• toimprovesicknesslevelssothatnomorethanthreepercent of working time is lost to short-term sickness

• ensureallstaffhaveaminimumoftwodaysrelevanttraining per year

• ensureallstaffhaveaPDP

• toimprovestaffperceptionofbothmotivationandsupport,and learning and development in future staff surveys.

TELS Development ProgrammeIn September 2007, TELS launched a pilot Development Programme to strengthen and develop the skills of junior staff. The pilot concluded in December 2008 with seven delegates successfully completing the programme.

There were four elements, namely:

• SpringboardorNavigator–work-baseddevelopmenttraining designed for non-managerial staff.

• TheInstituteofLeadershipandManagement–NVQinFirst Line Management, or the Chartered Institute of Management’s CertificateinTeamLeading.



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• MentoringbyseniormanagersfromTELS.

• Projectwork–aimedatdevelopingtheskillsandexperienceof the delegates outside of their normal work area.

The evaluation of the programme identified improvements not only in skills and expertise, but in confidence, assertiveness and motivation. In a number of cases this has led to the delegate taking on either new responsibilities or a more responsible role.

The feedback from the delegates was extremely positive and where areas of improvement were identified, these will be incorporated into the next programme. The programme will continue to actively encourage applications from both female and black and minority ethnic (BME) employees.

Investors in People (IiP)IiP remains a central element of the Council’s commitment to its staff. In December 2007, the Council’s Investors in People accreditation was reassessed. Although strengths were identified, the assessors felt a number of areas required improvement. These areas were consistency of management, and staff empowerment and engagement.

A further reassessment occurred in March 2008, which renewed the Council’s accreditation. In advance of the next assessment, actions will be required to meet the level set by the IiP standard. TELS will continue to support and implement the required actions as they arise and will use the IiP model as a framework for continuous improvement and review.


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achievements during 2008 to 2009



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Example 1Climate Change Strategy The Council’s Climate Change Strategy 2008 to 2015 was finalised and distributed. During its development there was wide consultation, internally and externally, through local businesses and resident panels, before being agreed by the Council’s Cabinet in September.

The main aims of the strategy are to cut local greenhouse gas emissions and adapt to the impacts of climate change. We intend to do this by putting our own house in order as a council (in regard to the delivery of services), and by leading on this in the community.

Example 2North Kensington Environment ProjectThe landscaping works and new play area at Sunbeam Gardens have been completed. The play area now has over 12 new pieces of play equipment and the landscaping improvements include:

• newpathways

• anew,largergrassareawhichwillallowtheparktobeused for community events and activities

• ayouthseatingareawithtwopiecesofoutdoorgym equipment.

A launch event is to be arranged for late April 2009 and a programme of community events to encourage use of the park is being developing in partnership with the local social landlords.


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Example 3Across the Street, Around the WorldThe Across the Street, Around the World arts winter festival came to a close in December 2008. Over 2400 people attended and participated in events; more than double the 2007 attendance figures.

Example 4Environment Day eventsThe Council held two Environment Days in the Royal Borough as part of the sixth Love London Festival. The first open day was held in Holland Park on 10 June in glorious sunshine. Over a 1000 people attended the event and feedback suggested the day was enjoyable because of the quality of the activities and the mixture of informative displays. In addition to the ‘Flood Tent’, which provided important details on flood prevention measures, the farm animals, hanging baskets, and the Dr Bike stands were particularly popular.

Example 5 Recycling Our recycling rate remains strong because we are collecting significantly less waste overall than last year. We are on target to achieve an annual household recycling rate of around 29 per cent, which is just ahead of the target agreed in our Local Area Agreement.



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Example 6 Little Wormwood ScrubsLittle Wormwood Scrubs has received a £400,000 grant from the Mayor of London’s Priority Parks initiative. The Parks Team, with help from other Council departments, has been campaigning since the programme launched in November 2008.

Example 7London in Bloom and Britain in BloomThe Council attained a Gold and Silver award in this year’s annual competitions. The Mayor of Kensington and Chelsea hosted a reception on 20 January 2009 to celebrate this success and thanked those involved.

Example 8Eyes and EarsFollowing its pilot success, the ‘Eyes and Ears’ project has been extended to take in all wards in Chelsea. The scheme now covers the southern half of the borough and is looking to extend it northwards.


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Example 9The Best Bar None Scheme The Best Bar None pilot scheme in the borough has been a success, having received amongst the highest number of applications in the country. There has also been a significant reduction in reports of crime, antisocial behaviour and nuisance within the vicinity of premises that now have Best Bar None membership.

Example 10School Travel PlansIn 2008 we made great strides towards having approved school travel plans at every school in the borough. By the end of 2008 over 40 schools had plans, and we are on target to ensure that all local authority schools in the borough will have a school travel plan by April 2009.

Example 11ExhibitionRoadThe Council secured £13.4m from the Mayor of London towards the cost of the innovative Exhibition Road scheme. This funding meant that the full scheme could go ahead – with work on the 1960s gyratory system outside South Kensington station already underway.



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Example 12TheintroductionoftheTrafficManagement Act in 2008 This has provided a framework for a more open approach with residents regarding our parking enforcement practice. A new ‘resident friendly’ policy document is currently being developed and will be available on the internet later in 2009.

Example 13Park Mark Award For the third year running, the British Parking Association’s Park Mark Award has been awarded to the Royal Borough for its Town Hall car park in Hornton Street. This prestigious award is an initiative of the Association of Chief Police Officers. It is aimed at reducing crime and the fear of crime in car parks. The award demonstrates that the Town Hall car park has measures in place that can help deter criminal activity and antisocial behaviour.

Example 14Carbon Management ProgrammeThe Council launched its Carbon Management Programme in June 2008 and has a target of 40 per cent carbon dioxide reduction by March 2014. We have started to monitor our emissions from our buildings, vehicles fleets, street lighting and landfill sites. The baseline figures are already established and the programme board has been working on identifying potential projects that reduce the Council’s carbon footprint.


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Finance The implications of the revenue budget, financial plan and capital budget for the business group are summarised below and have been agreed by the Council. Detailed tables covering resource changes and the Capital Programme are available in the main Capital Programme 2009 and 2010, to 2011 and 2012.

The funding position for 2011 to 2012 and beyond is extremely uncertain due to the changing macroeconomic climate and its impact on public finances. Government grant allocations for the next two years were provisionally announced last year, including many specific grants. The Council is at the funding floor and the known increases in grant for the next two years are well below the rate of inflation.

Within the budget, pay and general price increases are budgeted at 2.5 per cent with allowance made for a number of items (e.g. energy) where cost increases are expected to be much higher. Savings have been identified to balance the budget and to fund growth.



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Revenue budget 2009 to 2010The 2009 to 2010 revenue budget is £25m, which is made up of expenditure of £78m, offset by an income of £53m. This is a net increase of £4m on the 2008 to 2009 original budget. There has been an inflationary increase of £2.1m, with a Capital Charges decrease of £0.5m, and £0.052m transferred to other services.

Opportunities for saving within the business group amounted to £2.352m, comprising £0.509m to the General Fund and £1.843m to on-street parking. These savings are broken down as follows:

Fund savings £

Additionalincomeoverandaboveinflationaryrises 227,000

Reduction in running costs 282,000

Subtotal 509,000

Reduction in pay and display budgets 182,000

Additionalincomeoverandaboveinflationaryrises 1,330,000

Reduction in running costs 331,000

Subtotal 1,843,000

Total 2,352,000


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Growth of £4.83m has been built into the budget; comprising £1.73m additional expenditure to the General Fund and £3.1m in on-street parking. The principal growth items are shown below:

General Fund growth £

Environmental events 30,000

Increased running costs of public conveniences 25,000

Portobello Road and Golborne Road DevelopmentOfficer

72,000

Reduced income from Young Street car park 28,000

2012 Olympics and related cultural events (funded from reserves)

150,000

Running costs at Brompton Cemetery 250,000

Western Riverside Waste Authority 1,175,000

Subtotal 1,730,000

On-street parking growth £

Reduced income from resident permits 100,000

Parking income shortfall 3,000,000

Subtotal 3,100,000

Total growth 4,830,000

On-street parking growth £

National non-domestic rates 32,000

Street trading -75,000

Total increase in expenditure -43,000



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The headline changes to the budget, when compared to 2008 to 2009, are increasing inflation (£2.1m), reduced parking income (£1.798m) and increased waste disposal costs (£1.175m).

The main service contracts, including the cleansing contract, are inflated annually on agreed published indices including labour, Retail Price Index and oil. There is an element of catch-up for underestimating inflation in 2008 to 2009 and predicting inflation for 2009 to 2010 which, until recently, was running at five per cent per annum against a general allowance for inflation of two-and-a-half per cent.

The 2009 to 2010 budget allows for higher than average increases for these and energy costs, particularly for street lighting. Inflation is now reducing, so it is possible that the full extra indexation allowed for, will not be needed. The majority of £39m of parking income is not increased annually for inflation, as charges are set over longer time periods, whilst costs do increase with inflation.

Customers have changed their practice and the Council are now issuing fewer Penalty Charge Notices compared to previous years. Neighbouring boroughs are experiencing similar changes but, as a result, the Council’s income has fallen by £3m. This is partially offset by increased parking suspension income and a proposed ten per cent increase in residents parking permits in April 2009.

Waste disposal charges will increase by £1.175m above inflation. The two main reasons are the £8 per tonne increase in Landfill Tax to £40, and the need for Western Riverside Waste Authority to purchase Landfill Allowance Trading Scheme (LATS), as the tonnage allocation will be insufficient to meet landfill requirements.

The budget includes service savings and locally funded growth items, which recycle business group savings and corporately funded growth. It incorporates savings totalling £2.352m, partially offset by local growth of £0.255m. The corporately funded growth amounts to £4.575m, which includes increased waste disposal and reduced parking income. The residual corporate growth is £400,000. These are all detailed within the budget tables.


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Appendix F contains tables showing a summary by service of the 2009 to 2010 revenue budget, a subjective summary and third party payments.

The capital budgetThe capital budget in this SDP sets out commitments and proposals for substantial expenditure on a wide range of transportation, environmental and leisure improvement projects and essential maintenance.

Appendix G shows the capital budgets according to the Cabinet portfolios. Many schemes require a funding release before they can commit expenditure, normally through a key decision. The detailed projects list identifies those schemes in 2009 to 2010 that are already assumed to have authority to spend. Schemes assumed to have spending approval may still require the governance process to be observed, to comply with the Financial and Contract Procedure Rules.



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Main proposed capital projects: 2009 to 2012The total cost of the schemes included in this draft programme is £52.575m, of which it is proposed to spend £18.408m in 2009 to 2010 as summarised below.

Total cost and funding of projects

Description 2009/11 2010/11 2011/12 Later years Total cost

£'000 £'000 £'000 £'000 £'000

Expenditure

Arts and museums 1,274 0 0 0 1,274

Community safety 200 200 0 0 400

Highways and street scene 12,617 14,670 7,045 910 35,242

Parks 2,027 1,137 911 71 4,146

Sports centres 1,205 173 145 0 1,523

Waste, cemeteries and markets 1,085 1,955 1,600 5,350 9,990

Total Expenditure 18,408 18,135 9,701 6,331 52,575

Funding

Capital grants and contributions 5,523 7,100 3,010 330 15,963

Capital receipts 0 0 0 0 0

Car parking reserve 6,596 7,820 4,510 580 19,506

Capital reserves/revenue funding 1,656 400 0 0 2,056

Corporate funding * 4,633 2,815 2,181 5,421 15,050

Total funding 18,408 18,135 9,701 6,331 52,575

*Use of borrowing, general capital reserves/receipts


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Proposed Capital Programme: 2009 to 2012Changes to schemes in existing programme period (2008 and 2009, to 2010 and 2011)

The main reason for the change to the existing schemes is the updated expected cost to complete Exhibition Road. Stage 1 has been approved and work has commenced; Stage 2 of the Kensington paving works, subject to a cabinet decision, will commence in mid 2009.

There are several other major schemes in the programme, notably Leighton House Phase 2, St Luke’s Gardens, the Parks Strategy and Development Plan, and the Hans Crescent and Hans Road development; however, there are no significant changes from the last capital budget, apart from the phasing of expenditure for slippage.

New schemes added to existing programme period (2008 and 2009, to 2010 and 2011)

A number of schemes have been added to the current programme period. The significant ones are:

• AlbertBridgemajorstructuralrepairs.Structuralproblems wereidentifiedandreportedtoCabinet.TfLhavefundedthe fees to identify the works required and will fund the structural repairsrequired.Thiscurrentlystandsatapproximately£6m, with the Royal Borough meeting the cost (£1.42m) of the repainting and relighting.

• BromptonCemeteryinfrastructure.TheRoyalBoroughis negotiating to take over the management of this site from the RoyalParks.Asumof£8.8mhasbeenidentifiedasthesum required to bring the area to a high standard. It will be phased over a ten year period.



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• TheCouncilhastakenoverthemanagementofLittle Wormwood Scrubs from the London Borough of Hammersmith and Fulham. Phase 1 is included as a new scheme (to enable some impact to be made at £600,000), with Phase 2 included as a pipeline bid of £1.4m while proposals are prepared.

• LadbrokeGroveenvironmentalimprovements.Thisisarepaving and streetscape scheme. It has been in the pipeline for some timeandisexpectedtocommencein2010to2011.

• TheCabinethasagreedaCouncilcontributionof£650,000 towards the new station on the West London Line at Imperial Wharf.

Other new schemes are:

• Turningtheone-offinitiativeNorthKensingtonEnvironmental Project into an annual rolling programme of £200,000.

• ResurfacetheKensingtonMemorialParkandHollandPark tennis courts.

• WorkstoBevingtonRoadandTalbotRoadpublic conveniences, and provide new toilet facilities in Hanwell Cemetery.

• ProvideanelectricitysupplytoPortobelloRoadmarkettraders.

• ReplacetheCCTVcameras.


70


Schemes in the pipelineThere are a number of projects which are likely to appear in capital programmes in future years, but are not sufficiently advanced to be included in the 2009 and 2010, to 2011 and 2012 programme. These ‘pipeline’ schemes are shown in the table below with best estimates of the likely cost:

Pipeline schemes - Appraisal/concept (Stage 1)

Title Start YearTotal £'000

Council funding £'000


Chelsea Sports Centre and Town Hall Site 2009/10 30,000 30,000

Golborne Road Area Improvement 2009/10 1,749 1,599

Holland Park - New Ecology Centre 2010/11 990 990

Hornton Street Public Conveniences 2010/11 180 180

Leighton House Museum Phase 3 2010/11 3,100 2,050

RoyalCrescentTrafficCalming 2010/11 700 700

36,719 35,519

Strategic brief/outline cost (Stage 2)

Title Start YearTotal £'000

Council funding £'000


Ireton Lodge 2010/11 800 800

Little Wormwood Scrubs Development - Phase 2 2010/11 1,400 1,400

Notting Hill Gate Initiative 2010/11 4,800 4,800

7,000 7,000



71


• TheChelseaSportsCentreisoneoftheprojectsthatmight involve refurbishment, relocation or a new facility.

• GolborneRoadisamajorstreetscapeproject;asyetnofirm proposals have been agreed.

• AnewEcologyCentrecouldbebuiltbytheplayground, providinganewfacilityandcreatingextraaccommodation.

• HorntonStreetPublicConveniencescouldberefurbishedand incorporate a special needs changing facility.

• LeightonHousePhase3wouldincludetherefurbishmentofthe Perrin Wing.

• Measurescanbeexploredtoseeifatrafficmanagement scheme can make improvements, as there have been two fatalities.

• IretonLodgecanberebuiltandincludefeaturesdemonstrating sustainability.

• TheNottingHillGateinitiativeisamajorstreetscapeproject.

More detail is available on the budgets in the Council’s Revenue Budget and Capital Programme booklets

2009 and 2010, to 2011 and 2012: Work plans for Transport, Environment and Leisure Services


72


What’s new in this Sdp?This SDP is the first to achieve our aspiration of increasing the duration from a single year to three years. The objective is to improve the long-term planning process and to increase the focus on strategic issues.

These plans outline some of the work that will be undertaken by the business group in addition to the ongoing and routine service work of the departments. It gives a flavour of what we are doing to improve our service delivery and help meet not only TELS priorities, but the overall objectives of the Council.

Progress is monitored twice a year through exception reporting of any projects that are causing concerns or are slipping the original timescales. This enables senior managers to focus their attention on any problems and allocate resources or remove obstacles where necessary.



73


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74


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ase

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irect

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rd



75


Year

one

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imes

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parksandraisetheprofileoftheservice.

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76


Year

tw

o 2

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77


Str

ateg

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d S

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78


Year

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pplic

ants

in

plac

e by

Dec

embe

r 20

09.

Q3



79


Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

tw

o

Mo

nito

ring

m

echa

nism

s(s)

S1

4Im

plem

ent t

he C

limat

e C

hang

e P

rogr

amm

e.C

ompl

ete

seco

nd tr

anch

e of

pro

ject

s.Q4

GM

B, C

limat

e C

hang

e P

rogr

amm

e

S2

1

Cus

tom

er S

ervi

ces

- H

ere

to H

elp

Pro

gram

me.

Improvetheefficiencyoftheouto

fhourscallhandling

serv

ice

thro

ugh

anal

ysis

and

impr

ovem

ent o

f the

pr

oces

ses

and

proc

edur

es.

Rev

iew

and

impl

emen

t nec

essa

ry c

hang

es

to a

ll ou

t of h

ours

pro

cedu

res.

Q4

TELS

Cus

tom

er

Ser

vice

s B

oard

S3

4Environm

entS

trategy–evaluatethecurrentstrategy

andincorporatefindingsintoanew

strategyfor

20

11 to

201

6.

1. P

rodu

ce a

n ev

alua

tion

repo

rt o

f th

e cu

rren

t str

ateg

y.

2. P

ublis

h th

e E

nviro

nmen

t Str

ateg

y fo

llow

ing

com

preh

ensi

ve c

onsu

ltatio

n.

1.Q3

2.Q4

GM

B

S4

4C

ontin

ue to

pro

mot

e an

d en

cour

age

su

stai

nabl

e pr

ocur

emen

t.

1. M

onito

r ke

y C

ounc

il co

ntra

cts

on

impa

ct o

f pol

icy.

2. D

evis

e ac

tion

plan

for

im

plem

enta

tion

and

mea

sure

men

t.

Q4

Q4

S5

1,2,

Con

duct

Hea

lth a

nd S

afet

y A

udits

for

th

e TE

LS w

orkp

lace

s.C

ompl

ete

an a

udit

of h

alf o

f the

team

s w

ithin

th

e bu

sine

ss g

roup

. Q4

GM

B, A

nnua

l R

epor

t

S6

3

NorthKensingtonEnvironm

entP

roject(N

KEP)–

impl

emen

t env

ironm

enta

l ini

tiativ

es in

Nor

th

Ken

sing

ton

thro

ugh

com

mun

ity e

ngag

emen

t.

1. G

olbo

rne

Roa

d B

ridge

Impr

ovem

ents

.

2. C

omm

unity

Kitc

hen

Gar

dens

Rol

lout

.

3. G

reen

er S

tree

ts.

1. Im

plem

ent i

mpr

ovem

ents

to b

ridge

incl

udin

g ne

w li

ghtin

g, s

ide

pane

ls a

nd re

pain

ting.

2. W

ork

with

par

tner

s to

dev

elop

thre

e ne

w

com

mun

ity k

itche

n ga

rden

site

s.

3. Im

plem

ent t

hree

env

ironm

enta

l pro

ject

s w

hich

eng

age

resi

dent

s in

thei

r lo

cal

envi

ronm

ent.

1.Q4

2.Q4

3.Q4

NK

EP

Ste

erin

g G

roup

, OS

C,

Ann

ual R

epor

t


80


Year

tw

o 2

010/

11

S7

1

Con

tinue

the

boro

ugh-

wid

e B

est B

ar

Non

e (B

BN

) sch

eme.

Eva

luat

e th

e B

BN

sch

eme.

Year

on

year

incr

ease

in s

chem

e m

embe

rshi

p an

d re

duct

ion

in c

rime,

dis

orde

r an

d nu

isan

ce

com

plai

nts.

Rep

ort o

n op

tions

and

impl

emen

t re

com

men

datio

ns.

Q4

Q4

Lice

nsin

g C

omm

ittee

Cab

inet

Mem

ber

for R

egen

erat

ion,

E

nviro

nmen

tal

Man

agem

ent

and

Leis

ure

Year

thr

ee 2

010/

11

Ref ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

thr

ee

Mo

nito

ring

m

echa

nism

s(s)

S1

4Im

plem

ent t

he C

limat

e C

hang

e P

rogr

amm

e.C

ompl

ete

third

tran

che

of p

roje

cts.

Q4

GM

B, C

limat

e C

hang

e P

rogr

amm

e

S2

4E

nviro

nmen

t Str

ateg

y 20

11 to

201

6.

Laun

ch a

nd im

plem

ent t

he n

ew s

trat

egy.

1. H

old

a la

unch

eve

nt s

emin

ar o

r w

orks

hop.

2. Im

plem

ent s

trat

egy.

Q1

Q4

GM

B

S3

4S

usta

inab

le p

rocu

rem

ent.

1. Im

plem

ent a

ctio

n pl

an.

2. A

ttai

n G

old

Leve

l for

the

May

or’s

Gre

en

Pro

cure

men

t Cod

e.

1.Q4

2.Q4

GM

B

S4

1 an

d 2

Con

duct

Hea

lth a

nd S

afet

y A

udits

fo

r th

e TE

LS w

orkp

lace

s.C

ompl

ete

an a

udit

of h

alf o

f the

team

s w

ithin

th

e bu

sine

ss g

roup

Q4

GM

B, A

nnua

l R

epor

t

S5

3

Nor

th K

ensi

ngto

n E

nviro

nmen

t Pro

ject

1. H

urst

way

Wal

k En

viron

men

tal I

mpr

ovem

ents

(P

hase

1).

2. G

reen

er S

tree

ts.

3. C

omm

unity

Kitc

hen

Gar

dens

mon

itorin

g an

d ev

alua

tion.

1. W

ork

with

par

tner

s to

impl

emen

t en

viro

nmen

tal i

mpr

ovem

ents

to H

urst

way

Wal

k.

2. Im

plem

ent t

hree

env

ironm

enta

l pro

ject

s w

hich

eng

age

resi

dent

s in

thei

r lo

cal

envi

ronm

ent.

3. R

evie

w, m

onito

r an

d ev

alua

te C

omm

unity

K

itche

n G

arde

n pr

ogra

mm

e.

Q4

Q4

3.Q

2

NK

EP

Ste

erin

g G

roup

, OS

C,

Ann

ual R

epor

t



81


Traf

fic

and

Tra

nsp

ort

atio

n P

olic

yYe

ar o

ne 2

009/

10

Ref ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T12

Opt

imis

ing

tran

spor

t im

pact

s

of th

e O

lym

pics

Wor

k w

ith O

DA

and

TfL

to

min

imis

e im

pact

of O

RN

en

forc

emen

t on

our

resi

dent

s.

Seekbenefitsfortransport

stat

ions

ser

ving

Oly

mpi

c ve

nues

, (E

arl’s

Cou

rt a

nd W

est B

rom

pton

).

Ong

oing

Pol

icy

Boa

rd

T24

Sec

ure

loca

tions

for

Cyc

le

Hire

Sch

eme

dock

ing

stat

ions

Wor

k w

ith T

fL to

sec

ure

all

nece

ssar

y pe

rmis

sion

s

to e

stab

lish

up to

50

cycl

e hi

re

dock

ing

stat

ions

in

the

boro

ugh.

Pro

gram

me

is

depe

nden

t on

whe

ther

pl

anni

ng

perm

issi

on

will

be

soug

ht.

Assum

eQ4.

Pol

icy

Boa

rd

OS

C P

ublic

R

ealm

T34

Impr

ove

the

Rai

l Offe

r in

N

orth

Ken

sing

ton

An

appl

icat

ion

subm

itted

for

a TW

A O

rder

for

a C

ross

rail

stat

ion

at C

anal

Way

. Agr

eem

ent f

rom

TfL

to

sup

port

a n

ew r

ail s

tatio

n at

N

orth

Pol

e R

oad

an

d es

tabl

ish

cost

s.

Tim

ing

for

Cro

ssra

il is

uncertain–

assumeQ4;

N P

ole

Road–Q3.

Pol

icy

Boa

rdC

abin

et

T41

Del

iver

y of

use

r-fri

endl

y

park

ing

polic

ies

App

rove

d ne

w p

olic

ies

and

prog

ram

mes

to

be im

plem

ente

d.Q4

Pol

icy

Boa

rdC

ounc

il


82


Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T51

Com

plet

ion

of a

Roa

d S

afet

y P

lan

to a

ddre

ss c

ollis

ion

targ

ets

beyo

nd 2

010.

An

appr

oved

pol

icy

docu

men

t for

ro

ad s

afet

y.Q3

Pol

icy

Boa

rd

and

OS

C P

ublic

R

ealm

T61

Sub

mis

sion

of t

rave

l pla

ns b

y al

l sc

hool

s in

the

boro

ugh.

An

indi

vidu

alis

ed s

trat

egy

to

impr

ove

all s

choo

l tra

vel i

n th

e bo

roug

h.Q4

Tran

spor

t for

Lo

ndon

, OS

C

Pub

lic R

ealm

T74

Carclub–developanewmod

elforcarclubinthebo

rough,expand

the

num

ber

of b

ays

on-s

tree

t, im

prov

e m

onito

ring.

Dou

ble

num

ber

of c

ar c

lub

bays

.Q3

Pol

icy

boar

d

T83

Takeforwardprop

osalsformajorstreetscapeandtraffic

man

agem

ent i

mpr

ovem

ents

at:

Lad

brok

e G

rove

rout

e st

udy

Not

ting

Hill

Gat

e In

itiat

ive

St M

arks

Roa

d ro

unda

bout

.

Con

sulta

tion

Sum

mer

200

9,

Des

ign

Win

ter

2009

, Con

stru

ctio

n 20

10.

Pla

nnin

g Fr

amew

ork

Spr

ing

2009

, Fe

asib

ility

Sum

mer

200

9, C

onsu

lt W

inte

r 20

09, C

onst

ruct

ion

2010

.P

rogr

amm

e de

pend

ant u

pon

publ

ic m

eetin

g Ja

nuar

y 20

09.

Ong

oing

Pol

icy

Boa

rd

and

OS

C P

ublic

R

ealm

T93

Pro

gres

s th

e C

ounc

il’s s

tree

tsca

pe in

itiat

ives

.

1.Taketheop

portunityto

makesignificantstreetscape

impr

ovem

ents

as

part

of p

rogr

amm

ed w

ork.

Sch

emes

incl

ude:

F

ulha

m R

oad

Kin

g’s

Roa

d

Che

lsea

and

Wes

tmin

ster

Hos

pita

l.

2. P

rogr

ess

the

stre

etsc

ape

revi

ew in

Col

ville

and

Pem

brid

ge w

ards

.

1. C

ontin

ue to

impl

emen

t the

C

ounc

il’s s

tree

tsca

pe p

olic

ies

whe

n un

dert

akin

g en

viro

nmen

tal

impr

ovem

ents

.

2. U

nder

take

a s

yste

mat

ic

prog

ram

me

of S

tree

tsca

pe

Rev

iew

s in

sel

ecte

d w

ards

acr

oss

the

boro

ugh.

Ong

oing

Pol

icy

Boa

rd,

Str

eets

cape

A

dvis

ory

Gro

up

and

OS

C P

ublic

R

ealm

T10

3

Pro

mot

e th

e C

ounc

il’s s

tree

tsca

pe e

thos

by:

1. C

reat

ing

a pe

dest

rian

spac

e in

Han

s C

resc

ent.

2. D

evel

opin

g a

sing

le s

urfa

ce d

esig

n fo

r co

nstr

uctio

n

in 2

010.

Han

s R

oad/

Bas

il S

tree

t.

Impl

emen

t env

ironm

enta

l wor

k at

H

ans

Cre

scen

t.D

esig

n si

ngle

sur

face

layo

ut fo

r H

ans

Roa

d.

1.Q4

2.Q3

Pol

icy

Boa

rdO

SC

Pub

lic

Rea

lm



83


Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T11

3C

yclin

g is

sues

suc

h as

Pro

ject

619

, Cyc

le

Par

king

on

the

Hig

hway

, and

LC

N+

.

Monitorexperim

entalprojectsandreview

.Implem

ent

bike

hire

sch

eme.

Mon

itor,

revi

ew a

nd re

com

men

d im

prov

emen

ts o

n LC

N+

.

Q3

Ong

oing

Ong

oing

Pol

icy

Boa

rd

Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T13

Pro

duce

dra

ft Lo

cal

Impl

emen

tatio

n P

lan

(LIP

) 2.

The

Cou

ncil’s

sec

ond

Loca

l Im

plem

enta

tion

Pla

n w

ill be

put

out

to p

ublic

con

sulta

tion.

Q3

Cou

ncil

T24

Impr

ove

the

rail

offe

r in

N

orth

Ken

sing

ton.

Suc

cess

ful o

utco

me

of T

WA

Ord

er fo

r a C

ross

rail s

tatio

n.

Fund

ing

stra

tegy

for

a N

orth

Pol

e st

atio

n ag

reed

.

Q4

Q4

Pol

icy

Boa

rd

Cab

inet

T33

Impl

emen

t pro

posa

ls fo

r m

ajor

str

eets

cape

and

trafficmanagem

entimprovem

entsat:

Ladb

roke

Gro

ve ro

ute

stud

yN

ottin

g H

ill G

ate

Initi

ativ

eS

t Mar

ks R

oad

roun

dabo

utR

oyal

Cre

scen

t.

Con

stru

ctio

n 20

10.

Con

stru

ctio

n 20

10.

Pro

gram

me

subj

ect t

o pu

blic

con

sulta

tion

Jan

2009

.D

esig

n an

d co

mm

ence

con

stru

ctio

n.

Thro

ugho

ut

2010

/11.

Thro

ugho

ut

2010

/11.

TBA

.Th

roug

hout

20

10/1

1.

Pol

icy

Boa

rd

and

OS

C P

ublic

R

ealm


84


Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T43

Pro

gres

s th

e C

ounc

il’s

stre

etsc

ape

initi

ativ

es:

1.Taketheop

portunityto

makesignificant

stre

etsc

ape

impr

ovem

ents

as

part

of

prog

ram

med

wor

k. S

chem

es in

clud

e: G

louc

este

r R

d T

avis

tock

Squ

are

Tal

bot R

oad.

2. F

inal

ise

the

stre

etsc

ape

revi

ew in

C

olvi

lle a

nd P

embr

idge

war

ds.

3.Consultonnextstreetscapereview

area.

1. C

ontin

ue to

impl

emen

t the

Cou

ncil’s

str

eets

cape

po

licie

s w

hen

unde

rtak

ing

envi

ronm

enta

l im

prov

emen

ts.

2. U

nder

take

a s

yste

mat

ic p

rogr

amm

e of

Str

eets

cape

R

evie

ws

in s

elec

ted

war

ds a

cros

s th

e bo

roug

h.

3.Selectnextreviewarea.

1. O

ngoi

ng

2010

/11

2.Q3

3.Q4

Pol

icy

Boa

rd,

Str

eets

cape

A

dvis

ory

Gro

up

Year

thr

ee 2

011/

2012

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

T14

Impr

ove

Rai

l Offe

r in

Nor

th K

ensi

ngto

n.

Cro

ssra

il’s a

gree

men

t to

deliv

er a

new

sta

tion

by 2

017.

Fund

ing

esta

blis

hed

for

a N

orth

Pol

e S

tatio

n.Q1

T23

Impl

emen

t pro

posa

ls fo

r m

ajor

str

eets

cape

and

trafficmanagem

entimprovem

entsat:

Ladb

roke

Gro

ve ro

ute

stud

yN

ottin

g H

ill G

ate

Initi

ativ

e

Fina

lise

cons

truc

tion

of 2

010/

11 p

rogr

amm

e.Q3

Pol

icy

Boa

rd

and

OS

C P

ublic

R

ealm



85


Hig

hway

s an

d C

ons

truc

tio

n Ye

ar o

ne 2

009/

10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

H1

3Im

plem

ent A

lber

t Brid

ge M

ajor

Str

uctu

ral

Rep

air

and

Ref

urbi

shm

ent.

Tend

er a

nd a

war

d th

e co

ntra

ct.

Sta

rt w

ork

on th

e re

furb

ishm

ent.

Q1

Q3

Pol

icy

Boa

rd, G

MB

, M

anag

emen

t Te

am

H2

2 and 4

Dev

elop

upd

ated

ligh

ting

inve

ntor

y.M

ove

stre

et li

ghtin

g en

ergy

pro

cure

men

t fro

m u

n-m

eter

ed

supp

ly to

hal

f-ho

urly

(HH

) met

erin

g th

roug

h in

stal

latio

n of

m

onito

ring

equi

pmen

t. P

ursu

e in

trod

uctio

n of

low

er

ener

gy lu

min

aire

s.

Impr

oved

sys

tem

s to

man

age

ener

gy

usag

e an

d re

duce

cos

ts.

Q2

Man

agem

ent

Team

, Car

bon

Man

agem

ent

Pro

gram

me,

P

olic

y B

oard

H3

3Implem

enthighprofilestreetscapeim

provem

entschem

es.

Impl

emen

t Han

s C

resc

ent.

Q3

Pol

icy

Boa

rd, G

MB

, M

anag

emen

t Te

am

H4

2D

evel

op n

ew te

rm c

ontr

acts

for:

Str

eet l

ight

ing

M

inor

hig

hway

wor

ks A

spha

lt su

rfaci

ng

Brid

ges

term

con

sulta

ncy

Suc

cess

ful a

war

d of

con

trac

t, fo

llow

ing

OJE

U p

rocu

rem

ent p

roce

ss.

Q4

Pol

icy

Boa

rd,

Man

agem

ent

Team

, KD

’s

H5

2

Intr

oduc

e ha

ndhe

ld m

obile

tech

nolo

gy in

to th

is s

ervi

ce, i

nitia

lly

in th

e S

tree

twor

ks T

eam

, to

redu

ce p

aper

wor

k an

d im

prov

e re

spon

sive

ness

. (S

ubje

ct to

ISD

arr

ange

men

ts a

nd fu

ndin

g.)

Sof

twar

e up

date

d an

d ha

ndhe

ld

equi

pmen

t in

use,

follo

win

g tr

aini

ng.

Q3

Man

agem

ent

Team

, Mob

ile

Wor

king

P

rogr

amm

e

H6

3P

repa

re a

dra

ft th

ree

year

pro

gram

me

of h

ighw

ay w

orks

ba

sed

on v

isua

l ins

pect

ions

and

mec

hani

sed

surv

eys.

A lo

ng-t

erm

pro

gram

me

to e

nabl

e gr

eate

r ad

vanc

e pr

ogra

mm

ing

and

coor

dina

tion

with

util

ities

.

Q4

(to

con

tinue

th

roug

h fu

ture

yea

rs)

Man

agem

ent

Team

, Pol

icy

Boa

rd, K

D’s

H7

Coo

rdin

ate

and

insp

ect o

ngoi

ng N

atio

nal G

rid g

as m

ains

re

new

al a

nd T

ham

es W

ater

Vic

toria

n m

ains

repl

acem

ent

acro

ss th

e R

oyal

Bor

ough

.

Wor

ks c

ompl

eted

with

goo

d qu

ality

re

inst

atem

ents

and

min

imum

dis

rupt

ion

to re

side

nts.

Q4

(to

con

tinue

th

roug

h fu

ture

yea

rs)

Man

agem

ent

Team

, Pol

icy

Boa

rd, O

SC


86


Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

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eliv

ery

for

year

one

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nito

ring

m

echa

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s(s)

H1

2, 4

To in

vest

igat

e op

tions

to re

duce

ene

rgy

cons

umpt

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of H

ighw

ay L

ight

ing

e.g.

thro

ugh

nigh

t tim

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mm

ing

and

rem

ote

mon

itorin

g.

Rep

ort o

n op

tions

and

impl

emen

t re

com

men

datio

ns.

Q2

Pol

icy

Boa

rd,

Man

agem

ent

Team

, Car

bon

Man

agem

ent

Pro

gram

me

H2

1In

trod

uce

hand

held

mob

ile te

chno

logy

to s

tree

t lig

htin

g an

d hi

ghw

ays

oper

atio

ns to

impr

ove

asse

t managem

entandefficiencyofservice.

To in

stal

l the

sof

twar

e, p

urch

ase

hand

held

eq

uipm

ent a

nd s

et u

p th

e sy

stem

.Q2

Man

agem

ent

Team

, Mob

ile

Wor

king

P

rogr

amm

e

H3

3C

ompl

ete

a su

rvey

of a

ll hi

stor

ic s

tree

t nam

epla

tes,

bo

llard

s, e

tc, a

nd im

plem

ent a

refu

rbis

hmen

t pr

ogra

mm

e.To

mai

ntai

n hi

stor

ic a

sset

s as

a le

gacy

.Q2

Pol

icy

Boa

rd,

Man

agem

ent

Team

Year

Thr

ee 2

011/

12

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

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nito

ring

m

echa

nism

s(s)

H1

2 an

d

3

LiaisonwithODA.TfLto

ensuretheefficient

man

agem

ent o

f the

net

wor

k

in th

e bu

ild u

p to

the

Oly

mpi

cs.

Ens

ure

nece

ssar

y w

orks

car

ried

out o

n ke

y corridors,andtrafficordersinplace.

Q1

Pol

icy

Boa

rd,

GM

B

H2

1 an

d

4

Con

tinui

ng li

aiso

n w

ith T

ham

es W

ater

to p

rogr

ess

sewerfloodalleviationschemefortheCounter’sCreek

sew

er.

Schem

e,to

preventbasem

entfloodingduring

heav

y st

orm

s, a

ppro

ved

by O

FWAT

to s

tart

in

2012

. Q4

Pol

icy

Boa

rd,

OS

C



87


Was

te M

anag

emen

t an

d S

tree

t E

nfo

rcem

ent

Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

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tim

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eliv

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for

year

one

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nito

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m

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s(s)

W1

3M

eet t

he ta

rget

in L

ocal

Are

a A

gree

men

t (d

efer

red

outc

ome

11) t

o re

duce

was

te

dum

ping

and

impr

ove

orph

an s

ites.

1.Te

n pe

r ce

nt re

duct

ion

in d

umpi

ng a

gain

st 2

006/

07

base

line

in th

e w

ards

nor

th o

f Not

ting

Hill

Gat

e.

2. T

wo

per

cent

redu

ctio

n ag

ains

t 200

6/07

bas

elin

e in

the

war

ds s

outh

of N

ottin

g H

ill G

ate.

3. E

ight

‘orp

han’

site

s im

prov

ed.

Q4

KC

P

W2

4

Mee

t the

yea

r 2

Loca

l Are

a A

gree

men

t ta

rget

for

hous

ehol

d w

aste

recy

clin

g,

whi

le p

rovi

ding

wel

l-evi

denc

ed

reas

sura

nce

to re

side

nts

that

recy

clin

g is

stil

l wor

thw

hile

, des

pite

the

fall

in

com

mod

ity v

alue

s.

30.7

per

cen

t tar

get f

or h

ouse

hold

was

te re

cycl

ing.

Q4

KC

P, O

SC

W3

3

Sus

tain

an

envi

ronm

enta

lly e

ffect

ive

andfinanciallyviablecommercialwaste

serv

ice

thro

ugh

the

rece

ssio

n, e

nsur

ing

deliveryoftheCouncil’sfinancialtargets

for

the

serv

ice.

Incr

ease

inco

me

by £

20,0

00 a

nd re

duce

dis

posa

l cos

ts b

y £1

00,0

00 -

by

com

paris

on w

ith th

e 20

08/0

9 bu

dget

. Q4

Pol

icy

Boa

rd

W4

3In

vest

in th

e in

frast

ruct

ure

of th

e

mar

ket s

tree

ts a

nd im

prov

e

cond

ition

s fo

r tr

adin

g.

1. R

efur

bish

men

t and

re-o

peni

ng o

f Tal

bot R

oad

pu

blic

con

veni

ence

.

2. P

rovi

sion

of a

n el

ectr

icity

sup

ply

to th

e no

rthe

rn

stre

tch

of P

orto

bello

Roa

d.

Q4

Pol

icy

Boa

rd,

Mar

ket S

tree

ts

Act

ion

Gro

up


88


Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

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nito

ring

m

echa

nism

s(s)

W5

1

Wor

k w

ith L

ondo

n N

ottin

g H

ill C

arni

val

Ltd,

the

polic

e an

d ot

her

publ

ic b

odie

s

toensurethatCarnival2009finishes

earli

er a

nd is

less

noi

sy.

1. C

arni

val t

o be

clo

sed

by d

usk.

2.Peaknoiselevelsnotto

exceed135decibelsmeasured

thre

e m

etre

s fro

m a

ny s

peak

er.

W6

1R

epla

ce h

alf t

he C

ounc

il’s C

CTV

cam

eras

to

ens

ure

the

cont

inue

d vi

abilit

y of

th

e ne

twor

k.30

cam

eras

repl

aced

. Q4

Saf

er S

urer

P

olic

y B

oard

Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

W1

4

Mee

t the

yea

r 3

Loca

l Are

a A

gree

men

t ta

rget

for

hous

ehol

d w

aste

recy

clin

g,

whi

le p

rovi

ding

wel

l-evi

denc

ed

reas

sura

nce

to re

side

nts

that

recy

clin

g is

stil

l wor

thw

hile

, des

pite

the

fall

in

com

mod

ity v

alue

s.

33.2

per

cen

t ta

rget

for

hous

ehol

d w

aste

recy

clin

g.Q4

KC

P, O

SC

W2

1C

ompl

ete

the

repl

acem

ent o

f the

C

ounc

il’s C

CTV

cam

eras

to e

nsur

e th

e co

ntin

ued

viab

ility

of th

e ne

twor

k.30

cam

eras

repl

aced

. Q4

Saf

er S

urer

P

olic

y B

oard

W3

3In

vest

in th

e in

frast

ruct

ure

of th

e m

arke

t st

reet

s an

d im

prov

e co

nditi

ons

for

trad

ing.

Ref

urbi

shm

ent o

f Bev

ingt

on R

oad

publ

ic c

onve

nien

ce.

Q4

Pol

icy

Boa

rd,

Mar

ket S

tree

ts

Act

ion

Gro

up

W4

3D

eter

min

e w

heth

er th

e C

ounc

il sh

ould

exercisethebreakclauseinitscontract

with

SIT

A in

201

4.

Mem

bers

and

SIT

A a

gree

term

s fo

r th

e co

ntin

uing

pa

rtne

rshi

p, o

r M

embe

rs a

gree

to la

unch

a p

rocu

rem

ent

exerciseforanewwastemanagem

entcontract.

Q3

Pol

icy

Boa

rd,

Cab

inet



89


Year

thr

ee 2

011/

12

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

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nito

ring

m

echa

nism

s(s)

Tobeconfirm

edQ42009/10

Gro

up F

inan

ceYe

ar o

ne 2

009/

10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

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Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

F12

Pre

pare

the

annu

al c

apita

l and

reve

nue

budg

ets

in a

ccor

danc

e w

ith

corp

orat

e gu

idel

ines

.

Impe

rativ

es a

nd o

ppor

tuni

ties

proc

ess,

cap

ital b

udge

t pr

oces

s an

d th

e A

nnua

l Bud

get r

epor

ts.

Q4

Man

agem

ent

Team

F22

Closethefinalaccountsandprod

uce

outt

urn

repo

rt in

acc

orda

nce

with

the

Cou

ncil’s

tim

etab

le.

TELS

accountsfinalisedaspertheagreedtimetable.

Q2

Man

agem

ent

Team

F32

Suppo

rttransferofexternalauditservice

from

Pric

e W

ater

hous

e to

the

Dis

tric

t A

udit

Ser

vice

.

Providebackgrounddetailswhendealingwithexternal

audi

tors

to e

nhan

ce th

eir

unde

rsta

ndin

g.O

ngoi

ngM

anag

emen

t Te

am

F42

Pre

pare

and

impl

emen

t acr

oss

the

busi

ness

gro

up n

ew d

ebt w

rite

off

proc

edur

es.

Irrec

over

able

deb

ts a

re w

ritte

n of

f pro

perly

from

the

Acc

ount

s R

ecei

vabl

e S

yste

m.

Q3

Man

agem

ent

Team


90


Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

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eliv

ery

for

year

one

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nito

ring

m

echa

nism

s(s)

F52

Rev

iew

the

stat

us a

nd re

quire

men

t for

Cos

t Con

trol

re

port

s, p

endi

ng th

e su

cces

sful

rollo

ut o

f the

ExecutiveConsole.

Red

uce

the

need

to p

rodu

ce re

port

s th

at c

an

readilybeob

tainedthroughExecutive

C

onso

le re

port

s.Q3

Man

agem

ent

Team

F62

Identifyrevenuebudg

etprofilingsuchthatmonthly

budg

ets

mirr

or, a

s fa

r as

pos

sibl

e, th

e cu

rren

t sp

endi

ng p

atte

rns.

Cou

ncil’s

tim

etab

le.

Impr

oved

bud

get m

onito

ring.

agr

eed

timet

able

.Q3

Man

agem

ent

Team

Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

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eliv

ery

for

year

one

Mo

nito

ring

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echa

nism

s(s)

F12

Preparetheannualcapitalandrevenuebudg

etsandfinancialplanin

acco

rdan

ce w

ith c

orpo

rate

gui

delin

es.

Impe

rativ

es a

nd

Opp

ortu

nitie

s R

epor

t an

d th

e A

nnua

l Bud

get

Rep

orts

.

Q2

Man

agem

ent

Team

F22


uceoutturnrepo

rtinaccordancewiththe

Cou

ncil’s

tim

etab

le.

TELS

accountsfinalisedas

per

the

agre

ed ti

met

able

.Q3

Man

agem

ent

Team



91


Year

one

200

9/10

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

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eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

F52

Rev

iew

the

stat

us a

nd re

quire

men

t for

Cos

t Con

trol

re

port

s, p

endi

ng th

e su

cces

sful

rollo

ut o

f the

ExecutiveConsole.

Red

uce

the

need

to p

rodu

ce re

port

s th

at c

an

readilybeob

tainedthroughExecutive

C

onso

le re

port

s.Q3

Man

agem

ent

Team

F62

Identifyrevenuebudg

etprofilingsuchthatmonthly

budg

ets

mirr

or, a

s fa

r as

pos

sibl

e, th

e cu

rren

t sp

endi

ng p

atte

rns.

Cou

ncil’s

tim

etab

le.

Impr

oved

bud

get m

onito

ring.

agr

eed

timet

able

.Q3

Man

agem

ent

Team

Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

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ed

tim

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ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

F12



acco

rdan

ce w

ith c

orpo

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gui

delin

es.

Impe

rativ

es a

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Opp

ortu

nitie

s R

epor

t an

d th

e A

nnua

l Bud

get

Rep

orts

.

Q2

Man

agem

ent

Team

F22


uceoutturnrepo

rtinaccordancewiththe

Cou

ncil’s

tim

etab

le.

TELS

accountsfinalisedas

per

the

agre

ed ti

met

able

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Man

agem

ent

Team

Year

tw

o 2

010/

11

Ref

. ID

Aim

Det

ails

of

wo

rk (p

roje

cts)

Targ

et(s

)

Est

imat

ed

tim

e o

f d

eliv

ery

for

year

one

Mo

nito

ring

m

echa

nism

s(s)

F32

Sup

port

re-o

rgan

isat

ion

of T

ELS

.

The

busi

ness

gro

up is

like

ly to

reor

gani

se o

n or

by

2011

. Thi

s m

ay m

ean

chan

ging

the

char

t of a

ccou

nts

and

may

impa

ct o

n in

divi

dual

dut

ies

and

how

Gro

up F

inan

ce is

str

uctu

red

The

re-o

rgan

isat

ion

may

cut

acr

oss

Cab

inet

Mem

ber

Por

tfolio

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MT

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T



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it sy

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or C

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P4

1

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s’ M

appi

ng a

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togr

aphi

c D

ata

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ine

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ncil’s

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an b

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ed to

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itial

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ovem

ents

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arki

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tions

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ate

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rmat

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raph

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rmat

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anag

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gh p

arki

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whi

ch w

ill be

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y to

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ders

tand

and

ava

ilabl

e on

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Cou

ncil’s

web

site

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doc

umen

t will

explaintheCouncil’sapp

roachtoparkingenforcementtoresidents,

busi

ness

es a

nd v

isito

rs.

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icy

docu

men

t pub

lishe

d.

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ncil

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nfor

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ent o

n-st

reet

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orce

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t reg

ime

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ng in

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unt r

esid

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ness

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itor

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ver

the

last

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r. R

evie

w to

incl

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area

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ch a

s pa

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d di

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se o

f car

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ly o

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cedu

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iona

l. Q2

NC

P R

evie

w

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tings

, the

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ip

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rd, D

MT


94


Year

one

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1 an

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nmen

tal R

epo

rtin

g

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rtingbytheCouncil’s

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nfor

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o id

entif

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ay in

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akin

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s(s)

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Pub

lic In

form

atio

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ationtoensurethatallliteratureandtextisup

to d

ate,

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ilabl

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the

mos

t app

ropr

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form

at a

nd e

asy

to u

nder

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d.

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IS,m

odesofaccessinginform

ation

(e.g

. web

, pho

ne, i

n pe

rson

), an

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age.

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inet

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rt

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from

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revi

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mm

enda

tions

for

go

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forw

ard.

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and

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Year

thr

ee 2

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Ref

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s(s)

P1

Procurementprocessfortherenewalofcontractforbackofficeadministration.

Pro

cess

com

plet

ed b

efor

e contractexpiresinJune

2012

.Q12012/13

PD

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and

DM

T


96


appendix a - Lead officers



97


Transport, Environment and Leisure Services Group Management BoardExecutive Director Tot BrillDirector of Waste Management and Leisure Peter RamageDirector of Transportation and Highways Graeme SwinburneHead of Licensing and Business Improvement Neil HerbertGroup Finance Manager Mick Semeta

Heads of Service

Service Officer Email Phone

Licensing and Business Improvement

Neil Herbert [email protected] 020 7341 5157

Arts and Leisure Hamish Pringle [email protected] 020 7471 9823

Waste Management and Street Enforcement

Peter Ramage [email protected] 020 7341 5666

TrafficandTransportationPolicy

Mahmood Siddiqi [email protected] 020 7361 3589

Highways and Construction

Tony Putt [email protected] 020 7341 5235

Parking Services Kevin Hayes [email protected] 020 7361 4201


98


appendix B - Forward plan of procurement



99


2009/2010

Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3

Expected length of contract

4

Expected start date

5

Estimated value

6

Contact name and

email 7

TELSArts and

Leisure

Chelsea Sports

Centre major maintenance

and refurbishment works phase

2

Framework (Consultants) and Tender

(Contractors)

Three months

July 2009

c£760,000

Jeff Mays

TELSArts and

Leisure

Kensington Leisure

Centre major maintenance works phase

2


(Contractors)

Three months

Jan2010

c£350,000

Jeff Mays

TELSArts and

Leisure

DDA works at leisure sitesparks and cemeteries

phase 1

Framework Agreements

Three months

September2009

c £74,000

Jeff Mays

TELSArts and

Leisure

Lighting and sound contract for Holland Park

Strategy

TenderFive

yearsApril 2009

c £120,000

Mike Harth

TELSArts and

Leisure

Northside Garage

Framework (Surveyors) and Tender

(Contractors)

Three months

September 2009

c£275,000 Jeff Mays

TELSArts and

Leisure

Holland Park North Wall

Tender Three

months

April 2009

c£300,000 Jeff Mays

TELSHighways and Construction

Paving worksEU

RestrictedFive

yearsApril 2009

c£4m p.a (£20m

over life of contract)

Tony Putt/Arif Mahmud


100


2009/2010

Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3


4

Expected start date

5

Estimated value

6

Contact name and

email 7


Drainage and gully works

EU Restricted

Five years

April 2009

c£350k p.a (£1.75m




General works and repair

contract for bridges and

highway structures

EU Restricted

Five years

April 2009

c£80,000

p.a (£400k




Supply and application of road markings

Full Tender

Five years

April 2009

c£170k p.a

(£850k over life of contract)



Highway safety

inspections

EU Restricted

Five years

April 2009(subject to

review)

c£50,000

p.a (£250k



TELSParking Services

Town Hall Car Park

Management

EU Restricted (possible extensionofexistingcontract)

Two years +

Two years

1 April 2010

c£240,000

p.a(£960k over all

remaining contract extensionperiods)

Kevin Hayes


Bailiff Services TenderThree years

Jan 2010 NilKevin Hayes

TELS

Trafficand

Transportation Policy

Framework Contract for Trafficand

Transportation Professional

Services

EU Open

Four years

1 August 2009

£10m Ian Davies



101


2009/2010

Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3


4

Expected start date

5

Estimated value

6

Contact name and

email 7

TELSWaste

Management

Provision of waste and

recycling bags

EU Open

Five years

September 2009

c£2.5m

Jay Amies

TELSWaste

Management

Purchase of electronic FPN machines for enforcement

officers

TenderFive

years2009 £100,000

John Goode

TELSWaste

Management

Purchase of replacement

CCTV cameras,

demountables and mobile equipment

QuotationFive

years2009/10 £70,000

John Goode

TELSWaste

Management

Digitalisation of control

roomQuotation

Three months

2009/10 £10,000John

Goode

TELS

Waste Management

and Street Enforcement

Provision of temporary toilets for

Notting Hill Carnival

EU Restricted

Three years

August 2008

c£225,000

Kenneth Thompson

TELS

Waste Management

and Street Enforcement

Animal Warden Service

Full tender

Three years

April 2010

c£100,000

Kenneth Thompson


102


Forward Plan of Procurement2010/2011

Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3


4

Expected start date

5

Estimated value

6

Contact name and

email 7

TELSArts and Leisure

Chelsea Sports

Centre major maintenance

and refurbishment works phase

3


(Contractors)

Three months

June 2010c

£200,000Jeff Mays


Kensington Leisure

Centre major maintenance works phase

3


(Contractors)

Three months

January 2011

c£200,000

Jeff Mays


Asphalt and bituminous

workEU Restricted

Five years

April 2010

c£2m p.a (£10m





phase 2


Three months

September 2010

c£117,000

Jeff Mays


Public lighting maintenance

and new works

EU RestrictedFive

yearsApril 2010

c£1.3mk

p.a (£6.5m




Minor Highway Works

(Including improvement

schemes)

EU RestrictedFive

yearsApril 2010

c£750 p.a (£3.75m





103



Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3


4

Expected start date

5

Estimated value

6

Contact name and

email 7


The inspecting

and reporting in respect of Albert

and Chelsea Thames Bridges

and other highway

structures

EU RestrictedFive

yearsApril 2010

c£35k p.a (£1.75m




Enforcement of on-street

parking regulations

and management

of vehicle compound

EU Restricted.(Possible extensionofexistingcontract)

Three years

July 2010

c£5.8m

per annum

Kevin Hayes


Maintenance of Pay and

Display Equipment

EU Restricted(Possible extensionofexistingcontract)

One + one + one +

one years

January 2011

c£400,000

Kevin Hayes


104



Business group

Div/Dir 1Contract

description 2

Expected method of

procurement 3


4

Expected start date

5

Estimated value

6

Contact name and

email 7



phase 3


Three months

September 2010

c£86,000

Jeff Mays


The supply of Yorkstone paving slabs for use on the public highway

EU Restricted

Five years

April2012

c£1.2m p.a (£6m over

life of contract)



‘BackOffice’admin.

Tender(Possible extensionofexistingcontract)

Three years and two years

June2012

c£150,000

Kevin Hayes

KEY1 - Name of division or directorate contract falls under. 2 – The name of the contract as it will be advertised.

3 – Quotations/tender - Open, Restricted, EU Negotiated Procedure or Competitive Dialogue. 4 – Number of years, including extensions e.g. four plus one.

5 – Date when contract comes into force. 6 – Estimated value over the full contract term.

7 – Project Manager (for internal use only).



105



106


appendix c - risk register



107


Top level risks highlighted for monitoring. Many other risks are managed on a day to day basis through systems of control and security.

Details Risk Ref.Current status/

likelihood/impactSummary Assigned to

Parking income shortfall

ES0063

Will Occur (6)Significant(3)

= 18

Action:Housekeep

November 2008Two reports have been sent to

Leader's Group and Policy Board outlining key information around the reduction of PCN income.

Normal contract monitoring information immediately

highlighted the falling off of PCN numbers. The contract monitoring also showed that

some of the fall in PCN numbers was due to performance

problems on the part of the parking enforcement contractor,

in particular around staff shortages and management

failures which are being addressed through contractual

obligations.

It is currently anticipated that there will be an income shortfall

of £3m, which is being dealt with through the budget monitoring

and setting process.

Swinburne, Graeme

Inability to recruit and retain sufficientqualified

staff to meet service

demand.

ES0003

Probable (4)Significant(3)

= 12

Action:Housekeep

Thisisanexistingriskwhichhadbeen controlled to a satisfactory

level but, due to changing circumstances in December

2008, the TELS GMB asked for the risk to be reviewed and

re-rated.

A new risk assessment is being carriedouttoreflectthenew

environment, and a new action plan is being prepared.

Brill, Tot


108


Details Risk Ref.Current status/

likelihood/impactSummary Assigned to

Climate change

impact on service delivery

and service demand

ES0062


= 12

Action:Housekeep

November 2008The draft Climate Change Strategy was approved by Cabinet following a public consultation and it will be

published shortly.

TheexistingEnvironmentStrategy is already putting

mitigation measures in place in terms of the Council’s Carbon

Foot print.

The Council has signed the Nottingham Declaration to indicate the political will to

address climate change and will incorporate it as part of work on

being a Smarter Council.

December 2008GMB requested a review of this risk to clarify nature of the risk and where the impacts fall, to

ensure TELS are only managing therisksspecifictotheirown

business group.

Mcgarvey, Ms Joan

Loss of sponsorship supporting Arts Service

activities

ES0067


= 12

Action:Housekeep

ThisriskwasidentifiedatDecember 2008 TELS GMB and

a full risk assessment is being prepared as a basis for an

action plan.

Ramage, Mr Peter



109



110


appendix d - performance indicators



111


Indicators NISLocal

Indicator

Designated LAA

Indicator

Community Strategy Indicator

Vital Signs Indicator

Adult participation in sport and active recreation

NI8 X

Visits to museums or galleries NI10 X

Engagement in the Arts NI11 X

People killed or seriously injured inroadtrafficaccidents

NI47 X X

Children killed or seriously injured in roadtrafficaccidents

NI48

Congestion–averagejourneytimeper mile during the morning peak

NI167

Principal roads where maintenance should be considered

NI168

Non-principalclassifiedroadswheremaintenance should be considered

NI169

Access to services and facilities by public transport, walking and cycling

NI175

Working age people with access to employment by public transport (andotherspecifiedmodes)

NI176

Local bus and light rail passenger journeys originating in the

authority areaNI177

Bus services running on time NI178

CO2 reduction from local authority operations

NI185 X X X

Per capita reduction in CO2 emissions in the local authority area

NI186 X

Planning to adapt to climate change NI188 X

Achievement in meeting standards for the control system for

animal healthNI190

Residual household waste per household

NI191

Percentage of municipal waste landfilled

NI193 X


112


Indicators NISLocal

Indicator

Designated LAA

Indicator

Community Strategy Indicator

Vital Signs Indicator

Improved street and environmental cleanliness (levels of litter, detritus,

graffitiandflyposting)NI195 X X

Improved street and environmental cleanliness–flytipping

NI196 X

Improvedlocalbiodiversity–proportion of local sites where

positive conservation management has been or is being implemented

NI197 X

Childrentravellingtoschool– mode of transport usually used

NI198

The average number of days taken to repair a street lighting fault that is under the control of

the local authority

X

Percentage of street lights in residential areas with ’white light’

X

Number of independent schools with a School Travel Plan

X X

Number of state schools with a School Travel Plan

X X

Car Club membership in the borough

X X

Customer satisfaction with Kensington Leisure Centre

X X

Customer satisfaction with Chelsea Sports Centre

X X

Numberjustifiablecomplaints of missed bin collections

X X

Percentage of residents’ vehicles for which CO2 ratings are given,

that are below 121g/CO2X X

Place Survey - Satisfaction with parks and open spaces

X X

Place Survey - Satisfaction with refuse collection

X X

Number of parks with a Management Plan

X X



113



114


appendix E - audit plan 2009 to 2010



115


Parking Services

Audit Scope Quarter Client Manager

Parking Enforcement

High Level ReviewFollow up of previous audit in 2007 to 2008, test key controls and full

review of any changes.

To include review of the current enforcement contract with NCP,

monitoring of performance including ticket issuance rate, and

income projections.

To review recovery of outstanding PCN and escalation to court proceedings.

3/4

Graeme Swinburne(Director of

Transportation and Highways)

Kevin Hayes(Head of Parking

Services)

ParkingResidents Permits

High Level ReviewThis review will be undertaken jointly reporting to TELS and

Corporate Services.

Follow up of previous audit in 2007 to 2008, test key controls and full review of any changes. To include review of

stock control over permits, reconciliation against end of day income reports,

eligibility of applicants who have been issued with resident parking permits,

and any planned system developments such as online renewal of permits.

3

Steven Evans(Head Of Customer

Services and Revenues)

Ray Brown(Customer Services

Manager)

Parking Suspensions

Full ReviewFull review of systems including monitoring income levels, review

chargingpolicy,efficiencyindealingwithsuspension requests and interface with

OneWorld.

2




Services)

Pay and

Display

High Level ReviewFollow up of previous audit 2008 to

2009, test key controls and full review of any changes.

4




Services)

Off-Street Parking

Full ReviewFull review of key controls, system for

collection and reconciliation of income.2




Services)


116


appendix F - revenue budget tables



117


A summary by service of the 2009/10 revenue budget is shown in the table below.

Service2007/08 Actual 2008/09 Budget 2009/10 Budget

Exp Income Net Exp Income Net Exp Income Net

£'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Cabinet Member for Regeneration, Environmental Management and Leisure

Waste Management

Operations - Cleansing 12,507 159 12,348 13,125 145 12,980 13,626 140 13,486

Commercial Waste and Revenue Services

2,379 4,360 -1,981 2,552 4,743 -2,191 2,672 4,905 -2,233

Waste Disposal 7,534 230 7,304 8,110 105 8,005 9,387 67 9,320

Recycling 2,286 282 2,004 2,452 0 2,452 2,466 8 2,458

Regulation of Street Trading

870 870 0 900 900 0 803 803 0

Traders Stores and Market Development

65 182 -117 87 174 -87 168 179 -11

Carnival and Other Events

608 150 458 589 120 469 934 146 788

Leisure & Parks

Sports Centres 895 150 745 1,162 148 1,014 1,311 261 1,050

Parks and Open Spaces

4,002 172 3,830 4,577 241 4,336 4,571 226 4,345

Cemeteries 632 694 -62 684 714 -30 951 735 216

Arts and Mauseums

Arts Development and Support

519 88 431 452 0 452 514 0 514

Holland Park Theatre 2,294 1,736 558 2,424 1,998 426 2,763 2,286 477

Museums and Galleries 751 384 367 687 272 415 729 280 449


118




Executive

Environmental Strategy 293 82 211 251 0 251 309 0 309

Licensing 987 634 353 1,039 622 417 1,052 631 421

Total Cabinet Member for Regeneration, Environmental Management and Leisure

36,622 10,173 26,449 39,091 10,182 28,909 42,256 10,667 31,589

Deputy Leader and Cabinet Member for Planning Policy, Housing Policy and Transportation

Transportation and Highways

Highway Maintenance 10,541 994 9,547 11,139 838 10,301 11,273 892 10,381

Public Lighting 2,208 37 2,171 2,338 25 2,313 2,549 40 2,509

Rechargeable and Other Street Works

741 647 94 449 402 47 608 593 15

TrafficSection 2,480 114 2,366 2,713 57 2,656 2,369 58 2,311

Transportation and Road Safety

728 107 621 819 66 753 957 89 868

Parking

Car Parking Off-Street 1,061 1,912 -851 1,072 1,943 -871 944 1,915 -971

Car Parking On-Street 15,740 39,478 -23,738 16,833 40,191 -23,358 16,675 38,567 -21,892

Total Deputy Leader and Cabinet Member for Planning Policy, Housing Policy and Transportation

33,499 43,289 -9,790 35,363 43,522 -8,159 35,375 42,154 -6,779

Corporate and Democratic Core

292 0 292 262 0 262 273 0 273

Adjustment for Recharged Services Income and Internal Recharges

326 326 0 322 322 0 397 397 0



119




TOTAL TRANSPORT, ENVIRONMENT AND LEISURE SERVICES

70,739 53,788 16,951 75,038 54,026 21,012 78,301 53,218 25,083

FULLY RECHARGED SERVICES

ExecutiveGroup 1,470 3 1,467 1,575 3 1,572 1,599 3 1,596

Contact Centres and Business Support

2,923 466 2,457 3,109 496 2,613 3,217 505 2,712

Contracts and Enforcement Support

1,746 112 1,634 2,035 31 2,004 1,946 64 1,882

Transportation and Highways Administration

1,332 60 1,272 1,152 3 1,149 1,236 0 1,236

FULLY RECHARGED 7,471 641 6,830 7,871 533 7,338 7,998 572 7,426

A subjective summary of the 2009/10 revenue budget is shown in the table below.


120


Item2007/08 2008/09 2009/10

Actual Budget Budget

£'000 £'000 £'000

EXPENDITURE

EmployeeRelatedExpenses 12,684 13,530 13,945

PremisesRelatedExpenses 4,268 4,845 5,515

TransportRelatedExpenses 123 135 135

Supplies & Services 4,742 5,238 5,524

Third Party Payments 40,564 41,983 44,202

Transfer Payments 0 0 0

Central Support

Central Departments 6,240 6,526 6,646

Other Departments 96 88 238

Capital Charges 2,022 2,693 2,096

TOTAL EXPENDITURE 70,739 75,038 78,301

INCOME

Government Grants 373 0 111

Other Grants, Reimbursements 731 370 407

& Contributions

Customer & Client Receipts

Fees & Charges 51,244 52,152 51,205

Rents 936 967 947

Interest 1 1 1

Recharges to Other Revenue A/Cs

Other Departments 503 536 547

TOTAL INCOME 53,788 54,026 53,218

NET EXPENDITURE 16,951 21,012 25,083

Third party payments are shown in more detail below.



121


Item2009/10Budget

£'000

Cleansing Contract 14,225

WRWA Levy and Commercial Waste Payments 9,385

Parking Contracts including Meter Bays and Posts 7,388

London Councils and Court Registration 458

Footway and Carriageway works, Bridge Maintenance, TrafficSchemesandStreetFurniture

8,632

Surface Water Drainage 369

Public Lighting 1,130

TrafficandTransportationConsultants 602

UrbanTrafficControl 241

Lee Valley Regional Park Levy 308

Notting Hill Carnival 205

Sports Centre Contract 372

Holland Park Theatre 401

Transport 130

Other 356

Total Third Party Payments 44,202


122


appendix G - capital summary



123


Project Ref. No.

Scheme Exp in

previous years

2008/09 2009/10 2010/11 2011/12 Later years

Total

Deputy Leader and Cabinet Member for Planning

Policy, Housing Policy and Transportation

£000 £000 £000 £000 £000 £000 £000

TBCAlbert Bridge Major Structural

Repairs 1,910 4,675 825 7,410

X5044Albert Bridge Strengthening

Design Fees97 205 302

X5054 Bus Priority - TfL 50 50

X5099 Bus Stop Accessibility - TfL

25

20

20

20 85

X5011 Cycling Initiatives - TfL 100 100 100 100 400

X5124 ExhibitionRoad-Design,PR

and Research1,993 220 180 120 30 2,543

X5094 ExhibitionRoad-Stage1 1,358 2,440 2,790 685 7,273

X5094 ExhibitionRoad-Stage2

Kensington 500 3,570 5,940 3,360 560 13,930

TBC Final Accounts 242 242

X5079 Hans Crescent 215 500 585 1,300

X5082Hans Road / Basil Street

Junction 100 650 300 1,050

TBC Imperial Wharf Station 650 650

TBCLadbroke Grove Environmental

Improvements700 850 350 1,900

X5098 Local Area Accessibility - TfL 100 80 80 80 340

X5007 Local Safety Schemes - TfL 100 200 100 100 500

X5048 Old Brompton Road 55 270 325

X5012 School Travel Plans and

Travel Awareness 80 100 80 80 340

X5073 Stanley Bridge 9 10 77 96

X5071 Street Scene Improvements

ten year programme 300 750 800 800 2,650


124


Project Ref. No.

Scheme Exp in

previous years

2008/09 2009/10 2010/11 2011/12 Later years

Total

X5050 Structural Maintenance of

Roads - TfL 92 200 100 100 492

X5006 Transport Action Plans 350 400 400 400 1,550

X5085 Walking - TfL - CLP 50 100 100 100 350

3,672 5,464 12,417 14,470 6,845 910 43,778

Project Ref. No.

Scheme Exp in

previous years

2008/09 2009/10 2010/11 2011/12 Later years

Total

Deputy Leader and Cabinet Member for Planning

Policy, Housing Policy and Transportation

£000 £000 £000 £000 £000 £000 £000

X6398Art Acquisition of Leighton’s

Clytie Painting420 420

TBCBevington Road Public

Conveniences120 120

TBCBrompton Cemetery

Infrastructure1,820 1,600 5,350 8,770

TBCCCTVFixedCamera

Replacement 200 200 400

X6393 Disability Discrimination Act

Works - Leisure Sites 289 74 117 86 71 637

TBCHanwell Cemetery - New

Toilets135 15 150

X6342 Holland House Essential

Repairs 35 178 213

X6337 Holland Park North Wall 14 60 256 330

TBC Holland Park Tennis Courts 220 220

TBCKensington Memorial Park

Tennis Courts185 185

X6395Leighton House Museum

Phase 2 350 1,274 1,624



125


Project Ref. No.

Scheme Exp in

previous years

2008/09 2009/10 2010/11 2011/12 Later years

Total

TBC Little Wormwood Scrubs 600 600

X6340North Kensington

Environmental Project 245 200 200 200

845

X6334 Parks Strategy and Development Plan

625 650 675 1,950

X6206 Pembroke Road North Side

Garage 75 200

275

TBCPortobello Road Market

Electricity Supply400 400

X6207 Rebuilding Denyer Street

Depot 122 149 271

X6352 Sports Centre Planned

Maintenance Programme 575 1,205 173 145 2,.098

X6347 St Luke’s Gardens 184 2,020 137

2,341

TBCTalbot Road Public

Convenience Refurbishment350 350

X6332 WM&L Asset Management

Plans 160 150 150 150 610

355 4,521 5,991 3,665 2,856 5,421 22,809

Total Transport

Environment and Leisure 4,027 9,985 18,408 18,135 9,701 6,331 66,587

* Cabinet responsibilities subject to change

highlights indicate “Authority to spend”


126


appendix H - value for money



127


PurposeThe purpose of this table is to:

• understand the actions that will be undertaken and the outcomes achieved to improve value for money

• 0utline other actions and activities that are part of the Service Delivery Plan and will lead to value for money improvements.

ID/Division

ActionVfM

category

Expected outcomes/

improvements/ benefits

Expected financial impact (if

applicable)

OwnerIs this a new

activity?

Link to

work plan

1.Arts and Leisure

Sports bookings (i.e.

for tennis courts)

available on-line

Use of technology.

Improved efficiencydueto reduction in call volumes

associated with this service. There is also potential for improved customer

satisfaction, as the service can

be offered out of officehours.

Undefinedatthis stage and expectedfordelivery after ‘Too big for

bin’ (see 10).

Head of Arts and Leisure

Yes N/A

2.Highways

and Construction

Reduction in street

lighting energy consumption by transferring

to metered supply,

lower energy luminaires, night time dimming

and remote monitoring.

Smarter procurement/

use of technology.

Reduced energy consumption and carbon emissions

through lower energy lighting.

Financial saving as

charged for actual energy consumption, as opposed to estimated

value in addition to lower

consumption.

Head of Highways

and Construction

YesH2/H8

3.Highways

and Construction

Introduce handheld

mobile technology

to the Street Works, Street Lighting and Highways Operations

teams.

Use of Technology/

business process

improvement.

Reduce paperwork,

improve responsiveness

and increase officerefficiency

as data is entered on-site.

Undefinedat this stage.

Head of Highways

and Construction

YesH5/H9


128


ID/Division

ActionVfM

category

Expected outcomes/



applicable)

OwnerIs this a new

activity?

Link to

work plan

4.Parking

Cashless pay and display payments.

Use of technology.

Increased efficiency(whenthe cash option

is removed), with no cash collections required.

The risk associated with

this project is high, as

failure could significantlyimpact the

reputation of the Council

and the income generated.

Success, however,

would result insignificantgains, as the

costly handling of cash would be removed completely from the process.

In the short term, it would

be more expensiveto provide both cash

and cashless services.

When cash options are withdrawn,

cost savings would be achieved

with machine monitoring,

maintenance/repairs, and the removal of the need

for cash collection on-

street.

There may be additional

general ongoing costs per

transaction, as a result

of third party involvement

in processing payments.

Head of Parking Services

Yes P2



129


ID/Division

ActionVfM

category

Expected outcomes/



applicable)

OwnerIs this a new

activity?

Link to

work plan

5.Parking

Parking permit

renewal and suspensions

available on-line.

Use of technology.

Increased efficiency

through self-service and potential for improved customer

satisfaction, as the service can be offered out ofofficehours.

In the short term, costs would be greater as information

indicates that take-up would be slow and a comprehensive on-line solution

would need to be both

developed and supported.

However, as take-up increased

there would be reductions in

staff costs per parking permit

renewal.


Yes P3

6.Parking

‘Intelligent’ parking

permits and handhelds for

checking.

Use of technology.

Increased efficiencyof parking attendants

through automated checking of

permits.

Undefinedatthis stage. However,

there will be additional costs to

develop the preferred solution.


Yes P4

7.Strategy

and Service Development

Out of hours call handling.

Business process

improvement.

Improved efficiencyofout of hours services with

separation and specialisation

of call handling and CCTV monitoring.

Additional cost will be

incurred with the split of the service.

Potential efficiencysavings could be

achieved with improved

processes.

Head of Licensing

and Business Improvement

No S2


130


ID/Division

ActionVfM

category

Expected outcomes/



applicable)

OwnerIs this a new

activity?

Link to

work plan

8.SSD

Implementation of Climate Change Strategy.

Utilisation of property

assets.

Reduction in energy use and consumption of

resources.

Undefinedatthis stage

Head of Licensing


No S1

9.SSD

Sustainable Procurement

Policy.

Smarter procurement.

Requires an assessment of whether purchase is required and the impact

using ‘whole life costing’.

Implementation could increase contract costs,

but achieve Council’s goals for

sustainability.

Head of Licensing


No S4

10.Waste

Management

‘Too big for the bin’ collection bookings available on-line,

followed by pest control

bookings and health promotion.

Use of technology.

Improved efficiencydueto a reduction in call volumes associated with

this service.

Potential for improved customer

satisfaction, as the service can be offered out ofofficehours.

Undefinedatthis stage.

Head of Waste

Management and

Enforcement

Yes S2

11.Waste

Management

Revise the waste

management contract

specificationwith SITA.

Smarter procurement.

To identify possible areas forefficiency

and cost savings.

Undefinedatthis stage.

Head of Waste

Management and

Enforcement

No W6

12.Waste

Management

Transferring the issuing of fixedpenaltynotices from

a paper-based

system to electronic devices.

Use of technology.

Streamlining of the procedure.

This could lead to a

reduction in the handling of administration and offers the

potential for on-line payment.

Undefinedatthis stage. Pending an appropriate

solution.

Head of Waste

Management and

Enforcement

Yes N/A



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ID/Division

ActionVfM

category

Expected outcomes/



applicable)

OwnerIs this a new

activity?

Link to

work plan

13.Waste

Management

Introduction of a new

commercial waste

information system.

Use of technology.

Replacement ofexistingsystem.

Longer-term reduction in system

maintenance costs and

greater streamlining

of procedures with the potential

to increase capacity/efficiency.

Head of Waste

Management and

Enforcement

Yes N/A

14.Waste

Management

Eyes and ears reporting by on-street enforcement.

Utilisation of human resources.

Increased level and speed of fault reporting.

Could facilitate reduction instaffingresources

Head of Waste

Management and

Enforcement

Yes N/A

Measurement of VFM

Actions to improve the measurement of Value for Money. (E.g. comparison between costs and quality / performance;

comparative information with others and over time)

Business process improvement

Business process improvement activities that aim to modernise service and improve productivity.

Use of technology Use of technology to modernise service and improve productivity.

Smarter procurement

Better /smarter procurement /enhanced competition (this is not the forward plan of procurement activity which outlines the schedule to procurement, but what actions are

underway to improve the procurement process undertaken in the business group).

Utilisation of property assets

Actions that will lead to better utilisation of property assets (e.g. changes to accommodation).

Use of human resources

Better use of human resources (if not outlined previously).


132


appendix i - Business continuity



133


Business Continuity Planning (BCP)Business Continuity Planning (BCP) is the creation of a practiced logistical plan for how an organisation will recover and restore partially or completely interrupted critical functions. In plain language, this means working out how to stay in business in the event of disaster. Incidents include those which are local - such as building fires, regional incidents like earthquakes - and national incidents like pandemic illnesses.

ID Priority Description Business areaResponsible

personLocation of plans

Date of update

1 1

Business must be recovered within zero to 24 hours.

Cemeteries Barrie Maclaurin

TELS intranet page › Plans and

Performance › Plans and Strategies ›

Business Continuity Plans

April2009

2. 1(Parking) Customer

ServicesMarya Lee

As aboveApril2009

3. 1StreetOperations–

ComplianceAndrew Vennard As above

April2009

4. 1 IT Dominic Hurley As aboveApril2009

5. 1(Exec)Customer

ServicesJennie Tucker




April2009

6. 1Customer Liaison

ServiceJennie Tucker As above

April2009

7. 1 Parks Police Chris Ellinson As aboveApril2009

8. 2Business must be recovered within 24 to 72 hours.

Commercial Waste Scott Wilson As aboveApril2009


134




Date of update

9. 3

Priority 3 Services must be

recovered within three to seven

days.

Contracts Ken Thompson As aboveApril 2009

10. 3Markets and Enforcement

Nicholas Kasic As aboveApril 2009

11. 3 Special Events Adrian Hodgson As aboveApril 2009

12. 3 Museums Daniel Robbins As aboveApril 2009

13. 3 Opera Holland Park Michael Volpe As aboveApril 2009

14. 3 Leisure Services Hamish Pringle As aboveApril 2009

15. 3 Sports Development Jeffery Mays As aboveApril 2009

16 3 TrafficManagement Mark Chetwynd As aboveApril 2009

17 3 Transportation Mark Chetwynd As aboveApril 2009

18 3(Traffic/Transport)Special Projects

Mark Chetwynd As above

19 3Highways

Maintenance Gary Noble As above

April 2009

20 3 Highways Network Gary Noble As aboveApril 2009

21 3Construction/Street

Lighting Gary Noble As above

April 2009

22 3Projects and

Contracts Gary Noble As above

April 2009

23 3 Construction Gary Noble




April2009

24 3Parking Services

–suchassuspensions

Sue Taylor As aboveApril 2009



135




Date of update

25 4

Priority 4 Services must be

recovered within seven to 14 days.

Enforcement John Goode As aboveApril 2009

26 4 Arts Service As aboveApril 2009

27 4Marketing and

Publicity Cecilia Mahor As above

April 2009

28 5

Priority 5 Services Must be

recovered within 14 days to one

month.

(Finance) Special Projects

Prakash Patel As aboveApril 2009


136


appendix J - abbreviations and acronyms



137


Abbreviations and acronyms

A&L–ArtsandLeisure LAA–LocalAreaAgreement

AES–AnnualEfficiencyStatementLACMP - Local Authority Carbon Management

Programme

BCP–BusinessContinuityPlan LBAP–LocalBiodiversityActionPlan

BG–Businessgroup LBHF–LondonBoroughofHammersmithandFulham

BME–BlackandMinorityEthnic LDA–LondonDevelopmentAgency

BVPI–BestValueperformanceindicator LDF–LocalDevelopmentFramework

CBP–CabinetBusinessPlan LEC–LatimerEducationCentre

CCTV–Closedcircuittelevision LECF–LondonEnvironmentalCoordinatorsForum

CCZ–Congestionchargezone LIP–LocalImplementationPlan

C-H–ChelseatoHackney[crossrailline] LNHC–LondonNottingHillCarnival

CLG–CommunitiesandLocalGovernment LoBEG–LondonBridgesEngineeringGroup

CLP–CentralLondonPartnership LoTAG–LondonTechnicalAdvisorsGroup

CLS–CustomerLiaisonService LPAM–Leisure,Parks,ArtsandMuseums

CPA–ComprehensivePerformanceAssessment LSE–LondonSustainabilityExchange

CSR–ComprehensiveSpendingReview LSPA–LocalServicePerformanceAgreement

cttee–Committee MB–ManagementBoard

DEFRA–DepartmentforEnvironment,Food and Rural Affairs

MPS–MetropolitanPoliceService

DfT–DepartmentforTransport mtg–Meeting

DMT–DepartmentalManagementTeam MTS–Mayor’sTransportStrategy

ERBIPG–ExecutiveRoyalBoroughImprovementProgramme Group

NHC–NottingHillCarnivalLtd

FPN–FixedPenaltyNotice NIS–NationalIndicatorsSet

GLA–GreaterLondonAuthority NKEP–NorthKensingtonEnvironmentProject

GLA–GreaterLondonAuthority NRF–NeighbourhoodRenewalFund

GMB–GroupManagementBoard OHP–OperaHollandPark

GOL–GovernmentOfficeforLondon OOH–Outofhours

H2H–HeretoHelp OSC–OverviewandScrutinyCommittee


138


Abbreviations and acronyms

HHASC–Housing,HealthandAdultSocialCare[BusinessGroup]

PCN–penaltychargenotice

ICE–ImprovingtheCustomerExperience PCSO–PoliceCommunitySupportOfficer

IDeA–ImprovementandDevelopmentAgency PCT–PrimaryCareTrust

IiP–InvestorsinPeople PiP–PartnershipinParking

IS–InformationSystems PMC–PortobelloManagementCommittee

ISD–InformationSystemsDivisionPPHPT–PlanningPolicy,HousingPolicyand

Transportation

ISPG–InformationSystemsPolicyGroup PR–PublicRealm

KCP–KensingtonandChelseaPartnership PRU–Pupils’ReferralUnit

KD–KeyDecision RBPI–RoyalBoroughperformanceindicator

REAL–Reasoning,Engagement,Achievement,Leadership[PerformanceDevelopmentFramework]

TfL–TransportforLondon

RERC–RegulationandEnforcement Review Committee

TfLN–TransportforLondonNetwork

RSL–RegisteredSocialLandlord TMA–TrafficManagementAct

SDP–ServiceDeliveryPlan TMO–TenantManagementOrganisation

SME–SmalltoMediumEnterprise VfM–ValueforMoney

SNT–SaferNeighbourhoodTeam WDT–WestwayDevelopmentTrust

SSD–StrategyandServiceDevelopment WMSE–WasteManagementandStreetEnforcement

T&H–TransportationandHighways WoW–WalkonceaWeek/WalkonWednesdays

TELS–Transport,EnvironmentandLeisureServices[BusinessGroup]

WRWA–WesternRiversideWasteAuthority



139



140


appendix K - relevant strategiesThis list is by no means comprehensive, but indicates the key current strategies that are produced by TELS or have an impact upon work within TELS.



141


Title Date published Time period covered

Cabinet Business Plan April 2009 2009/10 to 2011/12

Community Strategy November 2005 2005 to 2015

Climate Change Strategy December 2008 2008 to 2015

Corporate Equalities Policy July 2004

Environment Strategy August 2006 2006 to 2011

Here to Help Strategy July 2006

Local Biodiversity Action Plan January 2007 2007 to 2011

Local Implementation Plan August 2007

Municipal Waste Management Strategyand Action Plan

July 2004 2004 to 2009

Parks Strategy November 2005 2006 to 2015

Public Health and Well-Being Strategy September 2007 2007 to 2012

Streetscape and Transport Policies February 2008 ‘living’ document - ongoing

TELS Information Systems (IS) Plan March 2008 2008 to 2011

Waste Policy Framework April 2008 2008 to 2015

Workforce Development Strategy March 2008 2007 to 2008

Planned documents

Arts and Cultural Strategy: 2008 to 2018

Cemeteries Management Policy Guidance document

Local Development Framework

Sports and Physical Activity Strategy

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