Place Hubs –Business Plan (2018/21)
Place - Business Plan 2018/19 – 2020/21
Place Hubs: Customer and Infrastructure Operation, Planning and Funding Economic Growth, Infrastructure Delivery, Economy & Skills and Joint Waste Committee
Name of Commissioning Hub:
Director: Nigel Riglar
Lead Commissioners/ Head of Service:
Philip Williams, Simon Excell, Scott Tompkins, Pete Carr, Jane Everiss, Tricia Gallagher & Wayne Lewis
2018/19 Budget £80.334m (taken from the MTFS)
2018/19 fte (the number of FTE within the Hub, preferably also with number of heads, & if possible a structure chart as appendix)
Other resources
Key Partners:Gloucestershire FirstAmey Plc
Resources:
Place shaping for the future
Places must work for the people that live in them. The County Council, along with its partners, is not only responsible for providing services now; we design strategies and invest in infrastructure to enable the future. We have a fundamentally important role to play in delivering sustainable economic growth and development for Gloucestershire in a changing national and global context – essential infrastructure to enable innovation and good growth, ensuring customers and communities can connect with, access and use services.
In the Place Hubs, our priorities are shaped by understanding the different timescales, taking action that recognises the need to deliver services over the next three years, to enable already planned growth and change from 2020-2035 and to facilitate discussion and plan new growth for 2035-2050. We shape places, provide access, enable prosperity, and build resilience.1
Place Hubs –Business Plan (2018/21)
We do this by: Helping to plan and provide the infrastructure and access needed to support business growth, jobs and prosperity Supporting people and communities to feel safe and empowered, and creating a sense of place Delivering the new homes that are needed for local people and to enable future economic growth Building the resilience to adapt to climate change, protect homes and businesses in emergencies, and recover quickly when they happen.
In doing so, we face a number of challenges, opportunities and risks: Continuing austerity for the public sector and local government as the reduction in public spending continues for longer than expected – for Gloucestershire this means that the county
council will need to continue to cut its spending by some £25m a year until 2020/21 In addition, an increasing proportion of the council’s diminishing resources needs to be used to support and protect the growing number of vulnerable people Key challenges for the county including demographic change and the need to attract and retain skilled young people to provide the workforce of the future New Government policies and requirements, including the Environment Plan, Housing White Paper, Sub-national Transport Boards, revised National Planning Policy Framework, and
Local Industrial Strategies. The impact of the UK’s exit from the EU, which is still unclear but likely to affect place-based services significantly.
The Council’s overall commissioning strategy for Place Shaping is to: Build positive relationships with partners, contractors and communities to enable us to deliver and transform our core services Integrate our local industrial, economic and environmental strategies, to work with Government and to make the case for Gloucestershire Provide leadership to tackle the big challenges of climate change, demographics, housing and transport, harnessing the power of smart technology and big data where possible.
2
Place Hubs –Business Plan (2018/21)
3
Planning & Economic Growth
Simon Excell
Influence road investment strategies
Rail ConnectivityA417 Missing Link
Fastershire (BT)Atkins (planning)
Atkins (Hydrology)Land use consultants
Economic DevelopmentMinnerals & Waste
Flood AlleviationHeritage
Transport Planning
Infrastructure delivery
Scott Tomkins
Highways Contract tenderingDevelopment and
construction of a dewatering facillity for managing gulleys
arisings waste Depot review project
LED streetlighting
Amey (Highways maintenance)Skanska (Street Lighting)
Tarmac (resurfacing)
Highways Commissioning
Sustainable Travel and Transport
Philip Williams
Highways Development Management (Restructure;
technical checking; embedding Road Safety audit)
Parking & Network (new parking contract; Deregulation Act;
Embedding the new Road Safety & Transport Data Team)Transport Programme
Climate Change & EnergyGypsy & Traveller sites
Smartcards (Trans)APCOA (Parking)
Telent (Traffic signals)Concessionary fares
H2S & Social care indivdual contracts
Arle Court P&RReal Time Passenger info
Highways Development management
Network & Traffic ManagementClimate Change & Energy
Libraries, Registration &
CustomerJane Everiss
Tricia Gallagher
Growth Hubs in Libraries Digital Improvements in
libraries New Library Model
Biblioteca self service (Lib)CUSP stock mgt (Lib)
Overdirve & olinda E-stock (Lib)
LibrariesRegistration
Customer Services
Employment & Skills
Pete Carr
Gloucestershire Employment & Skills Board
EU Funded Employment and Skills Programmes
Digital Skills Partnership
ArtshapeCindeford Artspace
National Star College
Adult education
Joint Waste CommitteeWayne Lewis
Javelin Park MobilisationHRC Service development
Procurement of composting & food waste treatmentReview & renew the Gloucestershire Joint
Municiipal Waste StrategyReview JWC funding
arrangementsDelivery of waste prevention & communications campaign
Ubico HRCsCory Landfill, composting,
bulking & transferRosehill Farm IVC
AndijestionReal Nappy Project
Administering authority and participation in Joint Waste
Authority
Chan
ge p
roje
cts
Cont
ract
sBA
U/O
ther
Place Hubs – Plan on a page 2018/19 – 2020/21
Place Hubs –Business Plan (2018/21)
Planning and Funding Economic GrowthChange activity Project Objective Benefits Sponsor & Manager Key dates /
timescalesInfluence Road Investment Strategies
Smart Motorways for the whole of the M5 in Gloucestershire. Motorway junction upgrades
Better transportation links for the county. Simon Excell 2018/19
Projects to improve rail connectivity
Metrowest extension to Gloucester delivered enabling 30 minute services to the west of England
Better transportation links for the county. Simon Excell 2018/19
Promote A417 ‘Missing Link’
Ensure that the scheme comes forward to the current timeline.
Better transportation links for the county. Simon Excell 2018/19
Existing contractsContract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateFastershire – BT and Gigaclear supported delivery
5 contracts, reflecting 3 phases of work total value £84.15m GCC element £13.7m
Joint project with Herefordshire Council for provision of super fast broadband infrastructure in County. Contract managed by Herefordshire Council
Claire Edwards 3 contracts still in implementation phase, due to complete 2019. Formal contract review process managed by Herefordshire Council through Project Board (NR representation)
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesEconomic Development
Accountable Body for the LEP – complex relationship management activity, project management and financial/ democratic process oversight£100m Growth Deal, strategic contract negotiationsGloucestershire Infrastructure Investment Fund Programme ManagementLEP Investment Panel servicing, facilitation and supportUse of economic corridor modelling to help position Gloucestershire’s economy based on an analysis of which directions it looks and use this to inform Gfirst LEP/locality economic baseline and GCC infrastructure delivery planning/resource identification
Claire Edwards 3 ftes
Section 106 negotiations, monitoring and complianceCommunity Infrastructure Levy – joint working/governance arrangementsJoint Core Strategy input and collaboration and strategic planning consultations countywideStrategic project work (Kings Quarter, Gloucester Transport Hub, Cinderford Northern Quarter, Ashchurch Masterplan, Junc 9/10 expansion plans, Chesterton Lane, Cheltenham Place Strategy development and promotion of the planned Cyber Park)
Claire Edwards 3 ftes
Minerals & WastePlanning Development Management
Waste Core Strategy 2012 – 2027 - Implementation of the Core Policies as set out in the strategy
Minerals Local Plan – progress Plan through to adoption
Kevin Phillips 4 fte
Regulatory function: County planning applications (e.g. minerals, waste, schools, etc.) - Income from planning applications partly funds the staffing budget
Kevin Phillips 5.2 fte
Monitoring / enforcement - Programme of monitoring visits planned Kevin Phillips 2 fte
4
Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesFlood Alleviation Local Flood Risk Management Strategy - Annual implementation plan
Flood (SUDS) advice on all major planning applications - 300+ referrals received each year from district planning authorities.Identification and implementation of major flood alleviation schemes - Maintain a rolling programme of possible flood alleviation schemes and bring them forward for flood alleviation as and when funds allow.Continued support to the Local Nature Partnership -
David Parish 5ftes plus 2 temporary students
Heritage Historic Environment Records (HER) - Ongoing updating of records and continuing to add records for Gloucester CityCountryside Advice - Responding to countryside stewardship and forestry applicationsArchaeology advice on all planning applications - Responding to applications and strategic plans as and when they come inArchaeology projects - Work to complete backlog archaeology post excavation sites
Toby Catchpole 6ftes
Ecology - Advice to county council on planning and wider biodiversity responsibilitiesToby Catchpole 1 fte
Transport Planning Major transport infrastructure – scheme promoter / lobbying – (A417 Missing Link, M5 junction improvements, Elmbridge major scheme)Major regeneration projects – (Cinderford Northern Quarter, Cheltenham, Lydney)Local Transport Plan ReviewAccountable Body Function – delegated transport schemesAssisting partners and district councils with transport modelling and advice for development of strategic plans
Amanda Lawson-Smith & Luisa Senft-Hayward
3 ftes
Strategic Risks own in the hubFailure of our obligations as Accountable Body for the Growth Fund impacting on reputation and economic development.
Emergence of the Community Infrastructure Levy (CIL).
Overspending on major transport and flood alleviation projects.
Future Direction
Continue to help UK government push ahead with the improvement work on the A417 missing link; Deliver major transport schemes including the Gloucester South West Bypass and A419 Stonehouse improvements which have been funded through the Growth Deal (rounds 1-3) and
promote new infrastructure projects in future rounds that will support economic growth Gloucestershire will have 60,000+ more homes than today and the highway network will be at capacity and reliant on technological advancement (i.e. autonomous vehicles) to create new
capacity; The A417 missing link along with smart motorway and junction upgrades to J9, J10, J13 and J14 will all have been delivered reducing congestion and enabling development in the central
Severn Vale. Gloucestershire 2050 project will have identified what the county could / should look like in 2050. The Gloucestershire Developer Guide will have resulted in GCC amending its approach to negotiating with developers to enhance contributions towards GCC services.
5
Place Hubs –Business Plan (2018/21) Infrastructure Delivery
Existing change activityProject Component Workstreams Objective Benefits Sponsor & Manager Key dates /
timescalesHighways Contract Tendering
Procurement of new highways service delivery contracts following review and agreement last year on new operating model.
To procure the new contracts and enable the new delivery model
Right delivery model for highways service for post April 2019 and contracts in place to deliver additional highways investment Nigel Riglar & Scott
Tomkins
Start in Oct 2017 into 18/19; Award TMC contract in Sept 2018
Project Component Workstreams Objective Benefits Sponsor & Manager Key dates / timescales
Development and construction of a dewatering facility for managing gulley arisings waste
Design of facility and seeking planning application approval, start of construction
To build a dewatering facility for managing gulley waste, reducing the long term cost of disposal of gulley arisings.
Reduced costs, more environmentally friendly approach to work Nigel Riglar & Scott Tompkins
Planning application summer 2018, construction start Autumn 2018
Project Component Workstreams Objective Benefits Sponsor & Manager Key dates / timescales
Depot Review Project
Working with property services to review depot facilities and to explore joined up opportunities with waste and other authorities
Seek better provision of service from depots, reduce cost base, allow for property services to realise capital receipts from GCC land
Better provision of the service. Reduced long term cost base. Nigel Riglar, Scott Tompkins and Wayne Lewis
Review completed by Summer 2018
Project Component Workstreams Objective Benefits Sponsor & Manager Key dates / timescales
LED street lighting Residential lightingTraffic routes
To deliver the Carbon Reduction target of 60%
Maintenance and energy savings of £1.6mCO2 emission reduction
Nigel Riglar & Pete Wiggins
Final year of investment complete by March 2019
Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateHighways Term maintenance – Amey
~£32m 5 year contract for the provision of highways maintenance services.
Scott Tompkins April 2019
LED Street Lighting – Skanska
Varies as significant capital investment in first 3 years, approximately £2m revenue spending
12 year contract for the Provision of street lighting maintenance services as well as delivery of the LED investment programme converting all street lighting over to energy efficient LED’s.
Mark Darlow-Joy April 2027
Tarmac ~£20m 2 year contract for the delivery of resurfacing works Mark Darlow-Joy April 2020
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesHighways Highways commissioning/ operations
Delivery of the Highways Business Plan; Highways Commissioning, Amey Gloucestershire, Highways Development Management and Network & Traffic Management Team
Scott Tompkins
Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)
Risks affecting an objective IR Controls RR Score Risk Category Further actions
6
Place Hubs –Business Plan (2018/21)Score Action Due Date FA Owner
1) Health and Safety - There are over 400 staff working in the Highways Authority many of which spend all or a portion of their working day on construction sites or out on the highway network with all of the inherent health and safety concerns associated with traffic and construction activities.
15
Joint monthly H&S meetings including review of risk registers, regular H&S training for staff, H&S audits to ensure compliance, lone working processes in place, robust review and application of CDM and other construction H&S legislation compliance at scheme level.
10
People
Risk Owner Scott Tompkins Risk appetite:
2) Aging Infrastructure: Years of under-investment in highway assets has led to significant backlogs of maintenance requirements and capital grant allocations from government are not sufficient to keep up with annual deterioration with the likelihood that backlogs will continue to grow.
12
Development of business case for invest to save schemes to improve backlogs and actively seeking grant and other funding bid opportunities to maximise additional investment. Continual service efficiency development to make the most of existing budgets as well as developing ways to help communities help themselves.
9ReputationMaintaining
Delivery
Risk Owner Scott Tompkins
3) Climate Change: More frequent and extreme weather events are likely to cause damage to existing assets and increase rates of deterioration.
12
Joint monthly H&S meetings including review of risk registers, regular H&S training for staff, H&S audits to ensure compliance, lone working processes in place, robust review and application of CDM and other construction H&S legislation compliance at scheme level.
9 ClimateEconomic
Risk Owner Scott Tompkins4) Network Resilience: Frequent and severe
weather events impacting on an aging transport infrastructure where loss of parts of the network and lack of easy alternative routes leads to economic impact (e.g. landslips, floods).
16
Identifying key points on the network and seeking long term funding for developing alternative routes or schemes that mitigate the impact of the weather events such as flood prevention projects.
12Maintaining
deliveryEconomic
Risk Owner Scott Tompkins
Future Direction
See Highways business plan
Sustainable Transport and Travel
Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component
ProjectsObjective Benefits Sponsor &
ManagerKey dates / timescales
Highways Development Management
Restructure To meet a growing customer demand and timely delivery of strategic sites allocated in the Local Plans
Deliver economic growth and inward investment.Meet corporate objectives
Neil Troughton Complete by end of 2018/19
Technical checking Bring in house to reduce reliance on consultants Reduced costsImproved turnaround timesMeeting customer expectations
Neil Troughton Complete by end of 2018/19 (end of Amey Contract)
7
Place Hubs –Business Plan (2018/21)Embed Road Safety Auditor into Team and develop new Road Safety Audit protocol
To offer additional service to third parties Increase income Neil Troughton Complete by summer 2018
Programme Component Projects
Objective Benefits Sponsor & Manager
Key dates / timescales
Network and Traffic Management
Procure new Parking contract
New contract in place to deliver on street parking management
Liz Kirkham and Jim Daniels
2020
Commencement of Deregulation Act (relates to Definitive Map Modification Orders)
Reduce backlog of DMMO applications and manage new applications in advance of 2026 changes in legislation
Be prepared for new legislation, reduced risk of being taken to Magistrate’s court for non-compliance
Liz Kirkham & Karen Pearman
Date not yet available, waiting for guidance to be produced by DEFRA
Embedding the new Road Safety & Transport Data team
One team, shared knowledge/skills. Improve available customer resources (internal and external)
Liz Kirkham & Andrew Parker-Mowbray
Partially complete.Web update ongoing
Revised Asset Management Policy and Strategy
Both Documents need to be reviewed to reflect the new Corporate Strategy and the new Code of Practice for Well Managed Highway Infrastructure
Strategic alignment and compliance with new national coding
Liz Kirkham New Code to be adopted by October 2018
Programme Component Projects
Objective Benefits Sponsor & Manager
Key dates / timescales
Transport Programme
Community Transport review
Audit of the organisations in our community transport sector to analyse their resilience and to inform our grant funding process.
Advanced view of any potential problems for organisations, satisfaction that GCC funds are being allocated in a way to ensure vfm.
Alan Bently June 2018
Bus Service Review On-going review of our subsidised public transport network to ensure each service is below the £8 cost per passenger benchmark
Ensures the GCC subsidy network is affordable, sustainable and directed at the correct areas.
Alan Bently/Tom Main
On-going
Total Transport web portal
Creation of a ‘one-stop-shop’ web portal for all transport information in the County, including community transport.
Greater visibility of lesser known transport modes, more use of the network as a whole, one place for all transport information.
Tom Main April 2019
Home to school smart ticketing
Issue mainstream school students with a smart card to board their school bus.
Much improved information on student transport flows, greater accuracy in paying operators for students carried.
Faye Williams/Karen Jackson
September 2018
Contactless enabled ticketing machine roll out
All bus services in the County to have a ticket machine capable of accepting contactless (EMV) payments.
Increase in the number of ways for passengers to pay, better boarding times, less cash on bus, align bus industry with move to EMV payments across all other sectors
Tom Main TBC
Real time information- roll out affordable, solar powered E-ink displays
Solar powered e-ink displays to make up large majority of GCC’s real-time information (RTI) display network.
Removes requirement for mains powered electricity for each display, reduces council revenue cost. Increases viability and therefore availability of RTI displays.
Nick Bauer On-going
Review of staff travel & fleet
Examine options going forward to provide a “pool car” offer and to reduce staff business mileage
Reduce overall cost to the county councilReduce risk to drivers and passengers
Philip Williams, Alan Bently/Vicki Hazard
TBC
Programme Component Projects
Objective Benefits Sponsor & Manager
Key dates / timescales
Climate change and Energy
Battery storage and solar PV (Verto Ref CAB 178)
Seek to develop a significant revenue income stream through energy storage and generation on the council’s estate, utilising renewable energy where viable
Secure significant income to the Council, contributing towards MtC3 savings, mitigating other service cost pressures;
For the Council to move closer to being carbon neutral, offsetting residual CO2 emissions from fossil fuel-derived energy, playing its part in mitigating further climate change;
Help improve the resilience of the Gloucestershire's energy infrastructure, helping to meet peak demand; and
Nigel Riglar & Pete Wiggins
8
Place Hubs –Business Plan (2018/21) Reduce emissions from transport when used to
recharge electric vehiclesCarbon reduction PR000314 – Green Impact
Helping staff use the building in the right wayStaff travelWaste generation
Cost avoidance project. Without the carbon reduction from this project, the council's energy budget would need to increase by £1m (15%) by 2017/18
Nigel Riglar & Pete Wiggins
Local Adaptation Advisory Panel
To improve the council and county’s resilience to a changing climate and coordinate English Las input to the governments National Adaptation Programme.
Improved resilience of people, services, infrastructure, economy and environment.
Nigel Riglar & Pete Wiggins
NAP publish in Summer 2018Defra 25 Year Environment Plan overdue.
Project Component Projects
Objective Benefits Sponsor & Manager
Key dates / timescales
Gypsy & Traveller Sites
Transfer ownership and management of residential traveller sites to a registered social landlord
Sustainable future site management Reduction of risk exposure to council, ultimately some cashable savings.
Nigel Riglar/Alan Bently (management)Jo Walker/Mark Parker (ownership)
Sites transfer 2018/2019
Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateOn Street parking - APCOA £1.2m The Parking Management Services contract provides for the enforcement of relevant parking restrictions,
administration of the appeals process and cash collections in Gloucestershire.Jim Daniels 31/3/2020
Smartcards management £75k - £100k approx
Providing and end to end service for applications for concessionary bus passes which are provided under the Statutory Scheme and similar provision to the council for term and area-based smart cards for travel.
Alan Bently 31/12/2022
Traffic Signals Maintenance - Telent
£400k Traffic signals are maintained, including response to faults and damage – allows safe, managed movement of all road users
Phil Cameron 1/10/2020
Concessionary Fares reimbursement to operators
£50k per annum
Administering the Reimbursement of operators of bus services for carrying concessionary travellers under the English national Concessionary Travel Scheme & in accordance with the locally published scheme through data collection & liaison.
Alan Bently 31/03/2019
600 Passenger transport and home to school transport and social care transport contracts
In excess of £14m
Provision of mainly statutory transport in the form of buses, taxis and minibuses to ensure children are transported to educational establishments both within and outside Gloucestershire, and socially essential bus services to preserve people’s access to education, work, non emergency healthcare and essential shopping facilities
Andrew Burford, Alan Bently, Faye Williams & Karen Jackson
various
Real Time Passenger Information provision
£100k pa on average
Technological solutions to providing real time information in an accessible format for public transport users and associated improvements to reduce the impact on bus services of congestion along key corridors, production of real time Apps.
Nick Bauer 31/07/2019
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact
ManagerResources
Highways Development Management
Fulfil the statutory function of the County Council under the Town and Country Planning Act and the Highways Act. Planning Team Ensure that new development does not have a significant detrimental impact on the transport network and that accesses onto the public are safe and
suitable and minimise the conflict between pedestrians, cyclists and motor vehicles. To also ensure that new development maximises the opportunities for sustainable transport modes (walking, cycling and public transport) and promotes the use of low emission and electric vehicles.
Outputs – Deliver safe development, protect key highway corridors, secure contributions towards highway improvements works and public transport facilities and services.
Agreements Team Ensure that new streets and developer led highway improvements are constructed to appropriate standards and carried out in accordance with
legislation and safety requirements. To apply the Advanced Payment Code to avoid legal challenges and protect the interests of the residents. Outputs – Maintain a level of income sufficient to fund the service, secure the timely adoption of new streets, minimise financial risk to the Council.
Neil Troughton 20 ftes
9
Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact
ManagerResources
Transport Procurement of transport for social care and education related responsibilities along with compliance checking Management of mainstream home to school transport provision, including liaison with parents, schools and operators, and provision of Smart and
ordinary bus passes Management of subsidised passenger bus services Operation of the English concessionary bus pass scheme for Gloucestershire Delivery of appropriate publicity and infrastructure to allow passenger services to be used, including bus shelters, Real Time Information in some
locations, timetables and roadside flags, electronic data provision via SWTraveline, provision of transport Apps Management of two Park and Ride car parks and a number of bus stations along with two railway station car parks at Ashchurch and Cam and
Dursley. Working with developers and HDM to determine requirements for future multi modal transport provision in new developments Management of the entire Gloucestershire County Council fleet including both leased and owned vehicles but excluding GFRS specialist vehicles. Liaison and grant support to Community Transport operations throughout the county to provide dial a ride, library club and voluntary car services
efficiently and effectively in order to tackle rural isolation and maintain people’s independence. Working with key partners such as the NHS in assisting them in procuring transport efficiently
Alan Bently Approx. 23 fte
Network & Traffic Management
Traffic management of the network and management of all activities on the highway, ensuring the Council meets its statutory traffic management duties. In addition this team provides transport and road safety data to support scheme selection. Both the Streetworks and Parking teams generate a surplus of income which is used to support the Highways Maintenance budget.Strategic lead for Highways on Asset Management and compliance with Codes of PracticeOutputs include:Annual Parking ReviewHighways information for Whole of Government AccountsIncentive Questionnaire band 3Collection of traffic and collision data
Liz Kirkham 30 ftes
Climate Change & Energy
Big Community Switch – Bulk buying energysupporting people in their quest to get a better deal for their energy
Pete Wiggins 0.2fte
Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)
Risks affecting an objective IR Score Controls RR
ScoreRisk
CategoryFurther actions
Action Due Date FA Owner1) Traffic signals – ageing asset, lack of investment.
No intelligent client lead
Risk Owner Risk appetite:
2) Concessionary bus passes – the contract has slipped
Risk Owner Risk appetite:
3) Failure of the Council/ Gloucestershire to adapt to a more volatile climate, with rising temperatures, continually high and increasing energy prices and the increasing needs to reduce carbon emissions
25
GCC Strategic Commissioning Plan PriorityGCC Corporate Climate Change Strategy, adopted 2008GCC Climate Change Programme BoardGCC assessment/ issues integrated into Commissioning Policy, Risk Management Framework, Procurement Gateway, programmes and projects development, Cabinet decisionsGCC Climate Change impact assessment toolGCC Key service/ commissioning leads briefed on potential impactsGCC Corporate Strategy commitment to reduce GCC emissionsGCC Carbon Management Programme, 2010/11-2020/21 with annual action planGCC £1m Salix energy efficiency invest to save fundGCC LED Street Lighting procurement underway; contract awarded Aug 2015 with works expected to start Nov 2015.Glos Climate Change Panel, partnership leadGCC, working with lead officers to continue to ensure continued carbon reduction and resilience during this period of change, including building requirements into relevant service level agreements and operational business plans
10
Risk Owner Risk appetite:
Future Direction
10
Place Hubs –Business Plan (2018/21)Continue to work with the Prevention, Well Being and Communities Hub on improving air quality
Connections to be forged through the hub:
- Route reliability- Electric vehicles- charging
o Air quality- Use of energy and where it comes from
o Link with street lighting- Modal shift
o ITU- think travel coordinator- Effective/ efficient travel- DMMO team links with PROW team
Organisation wide links to be made- Staff travel- Use of apps- learning from parking- Energy from waste –Javelin park- work with districts on the use of their car parks- electric charging- air quality- public health- Modal Shift
o Active travel- public healtho Social inclusion elemento 2050 visiono Car sharingo Electric vehicles
- Highways maintenance- Strategic planning, LTP Policy- Asset Management and Property Services- provider engagement- Linking with members- Street lighting- part of highways commissioning- Digital payments
Libraries, Registration and Customer
Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component
ProjectsObjective Benefits Sponsor &
ManagerKey dates / timescales
Libraries Introduction of Tier Three Growth Hubs
Increase in economic growth by local provision of advice, guidance and signposting. Access to innovation lab which will allow entrepreneurs/SMEs/Young people the ability to use equipment in the development of a business function.
Community able to access business information and advice locally, encouraging & supporting economic growth. Innovation labs will be accessible to entrepreneurs/SME’s and young people allowing them to explore and develop business ideas
Jane Everiss, Katie Smith & Kill Barker
1st July 2017 to June 2018
Digital Improvement Plan
Update and increase self service options for customers within libraries, including alternative payment options, wireless printing and further rolling out extended access through Open+.
Supporting the Digital Transformation Strategy by increasing customer access to self serve options. Assisting and supporting customers to use online services.
Jane Everiss & Katie Smith
April 2017 to March 2019Self service delivered in 2017/18
New Library Model Explore a library model which continues to evolve to meet customer and council needs. Identify co-location opportunities and other partnership models. Extend access to other council and partner services through digital means e.g. Universal Credit/Registrars. Create and extend Health and Well Being areas in libraries.
Co-location and alternative partnership models could realise revenue benefits.Enhanced opportunities for early intervention and more community based digital access to wider services will assist with the move to customer interaction / Council becoming digital
Nigel Riglar and Jane Everiss
1st April to 31st March
Registration Service
Merge with Libraries • Merge registration and library services under one Head of Service, exploring further opportunities to co-locate premises and create efficiencies from merger.Working more closely with other and council services to support and deliver services to the public, working with libraries to co-ordinate opening times; the library service will support registration customers to book appointments on line, ordering copy certificates and NDRS.
Create efficiencies from senior management merger and to identify further efficiencies arising from merge of services
Nigel Riglar/Jane Everiss
1st April 18-31 March 19
New Website Digitise the delivery of some registration services. Working Better experience for the customer and more self service options Jenny Jones/Jane 1st April 2018-31st March 1911
Place Hubs –Business Plan (2018/21)with our IT provider and GCC ICT we will develop applications to move as many process into a digital or on line solution. For example the ordering of copy certificates, booking citizenship ceremonies, NDRS, EPRS, Non statutory ceremonies and booking a marriage ceremony and notice appointment.To work with the Payment Review project team for compliance in taking payments alongside the rest of GCC. This initiative is to bring GCC in line with industry standards for taking payments on line. It will impact significantly on how back office processes work.
made available to them. Increased income opportunities by having online payment system integrated into website.
Everiss
Project Component workstreams
Objective Benefits Sponsor & Manager
Key dates / timescales
Social Care Front Door
Barbican & Shire reception
Work on possibilities for automation for public and staffLooking to understand what demand looks like and what the service needs to be
Providing insight to Communities and Infrastructure and Adult Social care Directors re who is using the services and what the services are with a view to moving to a self service platform.
Nigel Riglar/ Tina Reid Review throughout 2018/19
Demand Mgmt – 3 tier conversation
Work to design the contact centre offer.Consider alignment with the CCG
Reducing the churn, contact and helping people to stay independent
Margaret Willcox 3 yr programme 2018 - 2021
Gloucester City Shared Services
Exploring opportunities for shared working
Potential shared reception shared spaces Open to future working opportunities.Benefits to public – one point of contact
Nigel Riglar and Jo Walker
Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateSelf Service – Bibliotheca £38,000 Machines available for customers to undertake their own transactional activity. Kiosks operational for 99% of time
Investigation of alternative payment options being undertaken in 17/18 due to only being able to take coin & notes.Increase in percentage of transactions undertaken via self service expected from new models.
Katie SmithKiosk end of life 18/19Tendering for replacement in 17/18
Stock – CUSP £300,000 Value for money achieved through use of South West Consortium. Contract currently being tendered. Book issues maintained or increased.
Jill Barker30/9/2017
E-stock provider – Overdrive and Bolinda
£75,000 Hosted e-book and e-audio service providing an extensive range of titles for customers. Continued growth in digital downloads expected.
Kate Aston Williams 31/10/2018
Zipporah TBCManaged system that co-ordinates diary bookings, staffing deployment. New system being explored to ensure the following:Links to new interactive websiteOn line bookingsPayments on lineReportsStatistics New website up and running with portal to ZipporahOn line bookings for citizenship, NDRS, EPRS, non-statutory ceremonies and ceremoniesPayments on lineFinance reportsStats reportsLink to SAPCouples can go on line create an account book, develop and pay for their ceremonyAppointments can be booked and paid for on lineRobust finance reports producedLinks to SAP for budget forecasting
Nicola Riddel 31/3/2020
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)12
Place Hubs –Business Plan (2018/21)Name/Title Description & expected outcomes/outputs Contact
ManagerResources
Libraries National Society of Chief Librarians Culture offer – including delivering the David Vaisey prize for libraries and the Art of Libraries project. Deliver the National Summer Reading Challenge to school children aged 4 to 11 to ensure literacy levels are maintained during the Summer holidays. Deliver “Getting ready for School” children’s activities, Book Start distribution and increase number of code clubs in libraries. Review Library charges and introduce debt recovery process Re-locate Library Services for Education, mobile and delivery vehicles, library book stack and distribution centre from Quayside House Undertake new tenders for Collection HQ, CUSP stock procurement and e-stock. Undertake library refurbishments to accommodate the Growth Hub network and to meet changing customer needs.
Jane Everiss 102 fte
Registration Service The legislation governing Registration is::
Marriage Act 1949 Births and Deaths Registration Act 1953 Marriage Act 1949 (Amendment) Act 1954 Marriage (Scotland) Act 1956 Marriage (Enabling) Act 1960 Population (Statistics) Act 1960 Marriage (Registrar General's Licence) Act 1970 Legitimacy Act 1976 The Marriage Act 1983 The Marriage (Prohibited Degrees of Relationship) Act 1986 The Marriage Act 1994 The Registration of Births, Deaths and Marriages Regulations 1968 The Registration of Births, Deaths and Marriages (Amendment) Regulations 1969, 1974, 1976, 1996, 2006 and 2007 The Marriage (Authorised Persons) (Amendments) Regulations 1974 The Registration of Births and Deaths Regulations 1987- The Registration of Births and Deaths (Amendment) Regulation 1988, 1989, 1991, 1992 &
1994 The Registration of Marriages Regulations 1986 The Registration of Marriages (Amendment) Regulations 1996 The Registration of Births, Deaths and Marriages (Miscellaneous Amendments) Regulations 1995 The Marriages and Civil Partnerships (Approved Premises) Regulations 2005
The Registration Service is responsible for the delivery of statutory services; registration of births, deaths, still births, re-registrations, marriages, civil partnerships, notice of marriage and intention to form civil partnership, conversions, licensing approved venues and approved persons, keeping records of approved persons, making quarterly returns of marriage for the clergy and reporting possible sham marriages to the Home Office. The service is also responsible for the delivery and management of citizenship, the custody and care of historic records and the issuing of copy certificates and reporting fraudulent certificate requests to the General Register Office (GRO). Registration supports the council by signing up families to the library service, handing out information about council services, providing information about scams and by delivering the Tell us Once (TUO) service.
Jane Everiss
Customer Services Ongoing provision of access to services and information in response to requests from the public, agencies and partner organisations. These requests are made by phone, fax, e-mail, web generated contact from the GCC website, post and face to face. This is achieved through the Contact Centre and Shire Hall Reception
Tricia Gallagher 32.6 FTEs + 4 Apprentices. 9 vacant posts
Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)
Risks affecting an objective IR Score Controls RR
ScoreRisk
CategoryFurther actions
Action Due Date FA Owner
Risk appetite:
13
Place Hubs –Business Plan (2018/21)Future Direction
Telephony system – migration could cause issues. Functionality could transform contact and may negate the need for a CRMClosely related to the Adult Single Programme
Employment and Skills
Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Project Objective Benefits Sponsor & Manager Key dates / timescalesGloucestershire Employment and Skills Board (GESB)
Establish the priorities for the Gloucestershire Employment and Skills Board.
Develop operational plans that focus on the key priorities of the Board:
1.1 Apprenticeships1.2 Ageing workforce and dealing with
replacement demand1.3 Stronger links between schools, colleges
and businesses1.4 Improved, impartial careers support for
schools and colleges based on accurate and up-to-date Labour Market Information
Greater uptake of work-based learning and apprenticeships in the county, resulting in a better qualified workforce
Local businesses retaining their skilled workforces for longer and improved knowledge transfer to younger workers
Greater progression into local businesses from schools and colleges resulting in more young people entering and being retained within the local workforce. Greater productivity of local businesses.
Nigel Riglar & Peter Carr Key actions/workplan for initial GESB priorities to be finalised by end of March 2018
Budgets for Key actions/workplan for initial GESB priorities to be finalised by end of April 2018
Other key dates within the GESB workplan
EU-funded Employment and Skills Programmes
Successful delivery of the existing European Social Fund (ESF)-funded employment, skills and social inclusion projects in the County.
Extension of the ESF and EFA-funded skills projects to from July 2018 to March 2019
Commissioning/procurement of additional ESF-funded projects with Big Lottery and with DWP for social inclusion and employability
In total the five skills projects are targeted to reach over 1,500 SMEs and approx. 4,400 individuals
The two employability projects are targeted to reach over X SMEs and Y individuals (To be added)
Nigel Riglar & Peter Carr Five skills projects funded by European Social Fund (ESF) and contracted through the Education and Skills Funding Agency (ESFA) in Gloucestershire. Funding for these five projects totals £6.94m running to March 2019.
Two further employability ESF projects, one contracted via DWP directly and managed by learndirect (the Workstart project) and one social inclusion and employability project contracted via Big Lottery and managed by a combination of Gloucestershire County Council and Gloucestershire Gateway Trust (the Going the Extra Mile or GEM project). Contracts for these two projects are £1,215,000 and £3,100,000 respectively running to 2019.
Performance and contract management via ESFA (skills projects), DWP and Big Lottery respectively and the GCC Lead Commissioner - Skills and Employment
14
Place Hubs –Business Plan (2018/21)Project Objective Benefits Sponsor & Manager Key dates / timescales
(all projects).
Digital Skills Partnership Establishment and effective functioning of a Local Digital Skills Partnership
Increased digital skills of Gloucestershire residents and businesses resulting in greater productivity and greater online engagement and uptake of digital services
Nigel Riglar & Peter Carr Establishment of Gloucestershire Digital Skills Partnership in 208-19.
Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateArtshapeCinderford ArtspaceNational Star
£400K providers delivering Adult Education via Education & Skills Funding Agency (ESFA)
Pete Carr July 2018
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesAdult Education provision across Gloucestershire including community learning and skills delivery
Direct delivery of courses focussing on improving skills in English, Maths and Employability - a proportion of the work is commissioned from external providers
Pete Carr Management and delivery of programme resourced through ESFA grant funding (approx. £2.7 million p.a.)
Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)
Risks affecting an objective IR Score Controls RR Score Risk Category Further actions
Action Due Date FA Owner1) Lack of budget/resources for GESB priorities and
actions prevent delivery of KPIs including county apprenticeship targets. Resulting reputational damage for GCC
Risk Owner Risk appetite:Action Due Date FA Owner
1) If GFirst LEP and GCC are unable to commission the two follow-on ESF employability projects then Gloucestershire residents will miss out on a further £3.35m investment of ESF funding. (£1,763,000 of ESF funding direct through the DWP employability contract and a further £1,597,400 via Big Lottery.)
2) Fewer referrals to and from Adult Education Gloucestershire and so fewer individuals being able to get access to community learning and skills development opportunities to build their skills, confidence and employability.
3) Negative impacts on the commissioning of suitable employability and skills support for a range of customers further from the labour market, including residents with learning
15
Place Hubs –Business Plan (2018/21)difficulties and disabilities
Future DirectionUnable to secure budget to deliver GESB work plan
Joint Waste Committee (JWC)
Existing change activity (may be expressed as individual projects, programmes of work or commissioning activity)Programme Component Projects Objective Benefits Sponsor & Manager Key dates /
timescalesResidual Waste Treatment – Construction and mobilisation of Javelin Park Energy from Waste facility.
Construction and commissioning To ensure that the contract is mobilised on time and in line with the contract requirements.
Ensure new facility opens on time so that financial and environmental benefits of residual waste treatment begin to be realised.
Wayne Lewis & Rachel Ferris
Facility to be fully operational by Jul 19
Waste transfer To ensure waste transfer arrangements are in place to deliver waste to Javelin Park.
To ensure cost effective and efficient transfer of waste to Javelin Park to minimise direct delivery (reducing vehicle movements and improving waste collection efficiency).
Wayne Lewis & Judith Harper
Transfer arrangements operational Mar to Jul 19.
Mobilisation/operational interface To ensure waste collection authorities and their service providers deliver waste to Javelin Park in a safe and efficient manner.
Ensure all operational aspects are considered in partnership with the WCAs.
Wayne Lewis & Rachel Ferris
Conclude by Mar 19
Waste composition analysis To complete a four-season waste composition analysis of local authority collected residual waste.
A baseline composition of waste to be treated at the energy from waste facility.
Wayne Lewis & Rachel Ferris
Conclude by Mar 19
Programme Component Projects Objective Benefits Sponsor & Manager Key dates / timescales
HRC service development Review HRCs to explore service efficiency opportunities.
To review opening hours and charging policies at HRCs in order to identify efficiency savings contributing to GCC's MTC3 savings programme.
Potential to reduce misuse of sites by businesses. Reduced budget expenditure.
Wayne Lewis & Roger Smith
Complete review by Oct 18.
Procurement and installation of mobile compaction.
To renew compaction equipment at HRCs in order to provide a more efficient and cost effective waste compaction process.
Reduced breakdowns (and associated maintenance costs). To improve site availability and operational resilience.
Wayne Lewis & Roger Smith
Commence first site installation in Jun 2018 and conclude installation across four sites by Jun 19.
Programme Component Projects Objective Benefits Sponsor & Manager Key dates / timescales
Procurement of composting & food waste treatment.
Garden waste composting procurement.
To ensure continuity of service post-2019.
Ensure continuity of service and best economic value.
Wayne Lewis & Roger Smith
Complete by Jan 20
Food waste treatment procurement. To ensure continuity of service post-2019.
Ensure continuity of service and best economic value.
Wayne Lewis & Roger Smith
Complete contract extension by May 18
Programme Component Projects Objective Benefits Sponsor & Manager Key dates / timescales
Review and renew the Gloucestershire Joint Municipal Waste Management Strategy.
A revised waste strategy and related stakeholder consultation.
To provide longer term strategic direction to the joint waste partnership.
Clear and agreed future direction and service objectives for municipal waste management across Gloucestershire.
Wayne Lewis & Andy Pritchard
Feb 20
Review JWC funding Review of funding of the Joint Waste To ensure that funding arrangements Clear and equitable payment mechanism(s) Wayne Lewis & Andy Oct 18
16
Place Hubs –Business Plan (2018/21)
arrangements.Team and of recycling credit arrangements.
remain sufficient to deliver joint waste committee objectives and are shared equitably by the partner councils.
that support the work and future needs of the joint waste committee.
Pritchard
Delivery of waste prevention and communications campaigns.
Communications and community engagement campaigns on:
Recyclable materials quality Food waste reduction and
recycling Plastics reduction and
recycling Mobilisation of residual waste
treatment contract Reusable nappies Home and community
composting
To reduce waste and increase recycling. Cost savings and environmental benefits from reduced residual waste treatment/disposal and increased recycling.
Wayne Lewis & Andy Pritchard
Mar 19
Existing contracts (Contracted relationships managed by this area)Contract Annual value Description & expected outcomes/outputs Contract Manager Renewal dateUbico HRCs £1.73M Management and operation of Household Recycling Centres Roger Smith August 6th 2021Cory Landfill, composting, bulking & transfer
£15.9M Provision of waste disposal services Roger Smith August 6th 2018
Rosehill Farm IVC £488k Provision of mixed food and garden waste treatment Roger Smith September 2019Andigestion AD £0 Food waste treatment Roger Smith October 2019Resource Futures Real Nappy project £50k Promotion of real nappies, investing savings in avoided landfill costs. Andy Pritchard April 1st 2018
Business as Usual/Operational Services/Statutory duties (Where Lead Commissioners retain direct responsibility for services and statutory functions that require resource)Name/Title Description & expected outcomes/outputs Contact Manager ResourcesParticipation in the JWC Involvement in decision making surrounding activities in the JWC Business Plan Wayne Lewis Joint Waste TeamAdministering authority for the JWC As set out in the Inter Agency Agreement between Gloucestershire County Council, Tewkesbury Borough Council, Forest
of Dean District Council, Cotswold District Council and Cheltenham Borough Council.Wayne Lewis Democratic Services,
Legal Services, Finance and HR Business Partners.
Hub-level Risks (any significant risks held by Lead Commissioners or threatening the Hub activity. May be resource related, cross-cutting work areas, or Hub management risks)
Risks affecting an objective IR Score Controls RR Score Risk Category Further actions
Action Due Date FA Owner1) Failure to deliver expected benefits/ outcomes from
the Residual waste project impacting on future budgets and the environment
25Project Management in place to deliver programme.Business case and clear fallback strategy in place.Performance and Risk Management arrangementsFully resourced team; Clear milestones with member engagement
10
Risk Owner Risk appetite:
Future DirectionA review of Gloucestershire’s Joint Municipal Waste Management Strategy will be conducted over the next year in order to renew and agree a long-term strategy and service objectives for managing municipal waste across Gloucestershire. This will build on a number of recent successes: Gloucestershire’s recycling rate continues to increase, exceeding 50% for the first time in 2016/17 (and already meeting the EU waste framework directive target of 50% by 2020). A continued commitment to waste reduction and increased recycling will be made. The Javelin Park Energy from Waste facility will be operational from summer 2019. Local reliance on landfill for the disposal of household residual waste will have dramatically reduced and instead Gloucestershire’s household waste will be generating electricity. The facility will generate enough electricity to power around 25,000 homes.
17
Place Hubs –Business Plan (2018/21)
18
Top Related