service plan 2016-2019 - final · 2016-07-01 · neighbourhood services’ service plan 2016-19 4...

2016-2019

Service PlanNeighbourhood Services

Neighbourhood Services’ Service Plan 2016-19

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Contents

Page

1. Foreword ………………………………………………………………………………….… 4

2. Corporate Context ………………………………………………………………………… 6

3. Service Context ……………………………………………………………………….…… 7

4. Service Outcomes …………………………………………………………………….…… 15

5. Action Plans …….………………………………………………………………….……… 18

6. Equality and Diversity ....................................................................................................... 48

7. Risk Management ....................................................................................................... 49

8. Contact Details ............................................................................................................ 49


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1. Foreword

Welcome to Neighbourhood Services’ Service Plan for 2016-19. This document sets out our priorities for the next three years and outlines the key programmes we will undertake to ensure quality services continue to be delivered to reflect available resources but also meet the needs and expectations of our service users and local communities.

Budgets continue to be cut across the Council and the Neighbourhood Services’ budget has been reduced by £30.5M since 2010 (including 2015/16).and it is anticipated future budget reductions of £6.3M will follow over the next 2 years with further cuts to follow. Although these reductions will inevitably impact upon the way we deliver services, we have put processes in place to ensure that reductions are well managed and the impact on our frontline services and customers is minimised. Many of the required savings to date have been met through service transformation and innovation, and this plan continues to build on these areas.

Even against this backdrop of austerity, we have achieved much during 2015/16. Our waste programme has both achieved £5 million of savings and resulted in 97% of municipal waste being diverted from landfill, compared to almost 67% three years ago. We have successfully delivered multi-million pound improvement schemes; including essential works to Milburngate Bridge and a new roundabout at A167 Sunderland Bridge. Flood defence works have been carried out at Seaham’s historic North Pier aimed at preventing coastal erosion and protecting residential and commercial properties from flooding; and we have delivered a programme of improvements at Durham Crematorium including a new Book of Remembrance building where people can remember their loved ones in a private and peaceful setting.

We have made excellent progress towards our carbon reduction commitment, with C02 emissions from our fleet operations being reduced by 24.7% compared to the 2008/09 baseline. We have also upgraded more than 32,000 streetlights with LED lights as part of the Street Lighting Energy Reduction Programme, which has reduced energy costs by approximately £740,000 since the start of the programme. We have also implemented pollution control measures through our Contaminated Land Strategy and Air Quality Management Plans.

Our 2015/16 programme of cultural, sporting and community based events was well attended, raised the profile of the county and contributed significantly to our local economy, including ‘Lumiere’ event which attracted a record 200,000 visitors.

We have continued to update our operational routes and introduce mobile working to our frontline teams to increase productivity and reduce costs. We have procured a new CRM system to support delivery of our Customer First Strategy, including increased choice of ways for people to contact us and the delivery of responsive customer focused services. By continuing to think innovatively about how we deliver our services and working with our partners and local communities to deliver value for money, we are successfully tackling those issues that matter to our residents whilst meeting our saving obligations.

Although the next three years will be challenging for us, our track record of achievement shows we can make significant progress under difficult conditions and I would like to take this opportunity to thank everyone in Neighbourhood Services, and across our partner organisations, for their motivation, dedication and hard-work over the last 12 months. The exceptional commitment and contribution made by all staff has been the key to our success and I am confident this positive attitude will drive our services forward and help us continue to explore opportunities to make a difference to those who live, work, spend leisure time and visit County Durham.

Oliver Sherratt, Corporate Director of Neighbourhood Services


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We will continue to deliver key frontline services that are both cost effective and customer focused, not only by improving our own processes and operations but by working with colleagues across the council, other agencies, partners and residents to make better use of collective resources. During the life of this plan we will:

• Continue to deliver our Waste Programme to achieve significant cost and environmental savings

• Reduce environmental crime using multi-agency countywide programmes of improved intelligence, greater education and awareness, and tougher enforcement measures

• Bring together residents and a range of organisations to tackle localised housing and environmental issues

• Continue to deliver our Customer First Strategy

We are committed to delivering services that will create opportunities for everybody, regardless of their circumstances, to easily access and participate in cultural, sporting and community based events. Over the next three years, our key areas of focus will be;

• Driving forward the new integrated 3-5 year vision for Culture & Sport

• Developing a comprehensive Culture & Sport Marketing and Commercial Activity Plan

• Reviewing our buildings and venues and developing a future model

• Enhancing and delivering a high profile cultural, sporting and community based events programme

We will continue to work with colleagues and key partners to improve the long-term economy of County Durham and create a sustainable place where people want to live, work, invest and visit. A number of initiatives are being considered that will increase the retail, business and tourism opportunities across the County. Key areas of activity over the next three years will be:

• Implementing Phase 2 and 3 of the Cinema Partnership Development project to improve commercial spaces and regenerate Millennium Place

• Identifying new visual art space(s) within Durham City centre and the wider county

• Reviewing operations at Durham Town Hall and Bishop Auckland Town Hall to improve the visitor experience and drive participation

• Continuing to raise the profile of the county and attract investment into our local economy by implementing the Events and Festival Programme, including the WW1 signature event

Councillor Brian Stephens, Portfolio Member for Neighbourhoods and Local Partnerships

Councillor Maria Plews, Portfolio Holder for Leisure, Libraries and Lifelong Learning Councillor Neil Foster, Portfolio Member for Economic Regeneration


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2. Corporate Context

The change in government in 2015 has brought with it a new legislative programme and a continued pursuit of policies to reduce public sector spending to bring down the national budget deficit. The Chancellor announced in the Summer Budget that funding reductions would carry on for at least the next four years. Forecasts indicate that this will take Durham County Council’s overall savings since austerity began in 2011/12 to over £260m by 2019/20.

In addition to reductions in public sector spending, the government intends that the reduction in the deficit will also be funded through an additional £12bn of savings delivered through further welfare reforms. This will include a reduction in the benefit cap and the freezing of and limiting access to certain social security benefits and tax credits. Significant numbers of residents in County Durham are in receipt of support which will be affected by these reforms and it is expected that these changes will impact on a number of council services.

Despite the scale of the financial challenge that the council and all local authorities face, we are responding positively and doing everything possible to reduce the impact on local people and communities. We are promoting the ‘Durham Ask’ with local communities, to encourage community groups to take on the running of public services, where appropriate, in order to maintain service provision.

Our focus continues to be on economic growth with the resubmission of the County Durham Plan expected shortly, in order to provide a strategic framework for a growth in employment and to meet future housing and transport needs across the County. At a regional level we will exploit opportunities coming from the Government’s devolutionary and growth initiatives, if they prove beneficial for County Durham business and local residents.

The council took on responsibility for public health three years ago and is driving forward a range of strategies aimed at improving the health and wellbeing of local residents. We are also redesigning and improving delivery of adult social care services to support people to remain independent for as long as possible and we are working closely with NHS colleagues to look at further integrating health and social care services where it is possible to do so. We also continue to prioritise the wellbeing and education of our children and young people and we are pursuing a range of initiatives to improve the effectiveness of children’s social care. We will identify children in need early and provide practical support to the whole family and not just the child.

County Durham continues to be a safe place to live and work with low crime rates compared to most similar areas. Safeguarding vulnerable adults and children remains a key priority, as do programmes of work to tackle domestic abuse and address the higher than average levels of self-harm and suicides in the county. In response to the government’s strategy for preventing people being drawn into terrorism, we will continue to work with partner agencies to meet new statutory duties.

The council continues to focus on minimising the impact of budget cuts on local communities whilst, striving to maintain services where possible. In particular we are working hard to improve our own efficiency, for example through rationalisation of our office accommodation, more modern ways of working and more effective use of information and communication technology.


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3. Service Context

Core purpose and aims of service The long term vision for County Durham is set out in the Sustainable Community Strategy (SCS) and Neighbourhood Services contributes to this vision by leading specifically on the Altogether Greener priority theme for the Council. The service grouping is central to Durham County Council’s drive to create a cleaner, greener and more sustainable environment for those who live, work and visit County Durham. In addition to the Altogether Greener theme, the cross cutting services delivered by Neighbourhood Services means that it also contributes to the Altogether Safer, Altogether Healthier, Altogether Wealthier and the Altogether Better Council priority themes that underpin the SCS vision. Neighbourhood Services provides a wide range of essential services to communities and also internally to the Council, including waste collection, street cleaning, highways and street lighting, indoor and outdoor leisure facilities, licensing and customer services. We want to ensure that we provide a customer focused approach to service delivery and understand the impact of service change and provision on our residents and customers, paying particular attention to the most vulnerable and those with the greatest level of need. To ensure service provision is aligned to the needs of the community, we proactively engage with residents, communities and our partners through a variety of means, including the Citizens’ Panel, Area Action Partnerships (AAPs), Town and Parish Councils, the County Durham Partnership and voluntary organisations. Neighbourhood Services provide a number of high profile services; including provision of a winter maintenance service which aims at keeping our roads as clear as possible during winter weather to allow traffic to move safely throughout the county and to keep delays to a minimum on treated roads. Robust plans and processes are also in place to ensure a prompt and effective response to emergency flooding incidents as a result of severe weather events.

Neighbourhood Services is grouped into the following service areas:

• Culture and Sport

• Direct Services

• Environment, Health and Consumer Protection

• Projects and Business Services

• Technical Services


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Steve Howell Head of Culture & Sport

Localities Place &

Experience

Growing & Learning

Improvement & Development

Wellbeing

Venue Management

& Local Delivery for:

- Libraries

- Museums

- Theatres

- Leisure Centres

- Outdoor Pitches

Marketing

Funding &

Commissioning

Service & System Improvement & Co-ordination

Service & Strategy

Development in:

- Libraries

- Museums &

Collections

- Heritage & Visual Arts

Service & Strategy

Development in:

- Sport

- Fitness

- Physical Activity

- Aquatics

- Parks

- Countryside

Service & Strategy

Development in:

- Theatre

- The Arts

- Festivals & Events

Key Areas of Focus

- Continue to review remaining service structures and ensure management and leadership across the service is robust

- Drive forward the new integrated 3-5 year vision/plan for Culture and Sport. Create, maintain and deliver service Programme Boards work schedule

- Proposal and delivery of Culture & Sport MTFP programme

- Deliver operational targets, including service standards and financial performance


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Alan Patrickson Head of Direct Services

Building & Facilities

Maintenance

Neighbourhood Protection

Clean & Green County Fleet Refuse & Recycling

Property Repairs & Maintenance

Catering

Building Cleaning

Construction Services

Facilities Management

Business Development

Fleet Strategy & Policy

Inspections & Testing

Vehicle Maintenance

Legal Compliance

Driver training & procurement

Street Cleaning

Parks & Grounds

Waste Collections

Waste Transfer Stations

Pest Control

Civic Pride

Dog Control

Neighbourhood Wardens

Anti-Social Behaviour

Bereavement Services

Gypsy, Roma, Traveller Service

Allotments

Key Areas of Focus

- Deliver Direct Services’ MTFP savings programme

- Increase income generation across the service through improved marketing and business development

- Reduce service costs by reviewing Direct Services’ asset provision, including open spaces, cemeteries and public conveniences

- Improve operational practices, including health and safety (with special emphasis on water safety), finance, attendance management, appraisals, promoting more joined up working and omni-competent service provision where appropriate

- Explore opportunities to increase the use of information technology to generate efficiencies and improve service performance eg mobile working, CCTV refuse collection, route planning on refuse, fleet management system


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Joanne Waller Head of Environment, Health & Consumer Protection

Health Protection Consumer Protection Environmental Protection

Food Hygiene and

Standards

Animal Health and Welfare

Infectious Disease Control

Safety & Occupational Health

Pollution Control

Contaminated Land

Air Quality Management

Public Health

Private Sector Housing

Fair Trading

Safety and Metrology

Licensing and Markets

Key Areas of Focus

- Targeted and intelligence led enforcement activities

- Air Quality Management Areas in Durham City & Chester-le-Street

- Identification and management of contaminated land

- Review of street trading

- Community Action Team (CAT) Initiative


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Alan Patrickson

Head of Projects & Business Services

Strategic Waste

Service Improvement

Policy, Performance &

Communications

Business Support

Customer Services

Projects

Waste Contract Management

Waste Management Strategy

Env. Projects & Campaigns

Waste Awareness & Education

Closed Site Monitoring & Management (inc power generation)

Administration Support

Support Services

Insurance Claims

Performance Management

Support for Strategy & Policy Development

Planning

Equality & Diversity

Research & Information

Communications & Marketing

Consultations

Customer Access Points

Contact Centres

Customer First Strategy

Customer Feedback (complaints, compliments, and suggestions)

Process Reviews

Systems & Development

Service Improvement

Projects & Programme Management of high profile service transformation projects

Key Areas of Focus - Support transformation and change within Neighbourhood Services through the delivery of key improvement projects and

review of ICT systems - Deliver effective support to services through robust administrative and back office processes, forward planning,

performance management and communications - Enable channel shift and an integrated approach to customer contact through implementation of the Customer First

Strategy and new CRM system - Deliver the Waste Transfer Stations Capital Improvement Programme - Deliver a range of new waste contracts to enhance core recycling services


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John Reed Head of Technical Services

Strategic Highways

Building Design

Highway Services

Construction Programme &

Project Management Unit

Drainage and Coastal Protection

Network Management

Highway Assets

Street Lighting Assets

Structures Assets

Traffic Asset

Road Safety

Highway Street Lighting & Structures Design

Construction & Maintenance

Winter Maintenance

Learning & Development

Architectural & Building Surveying

Mechanical, Electrical & Asbestos Management

Programme & Project Management

Quantity Surveying and Accounts

Construction, Design and Management

Key Areas of Focus

- Deliver a high quality and cost effective highway maintenance, winter maintenance and severe weather emergency response service

- Flood prevention schemes – maximise external funding and effective delivery of schemes

- Improved delivery of capital programmes and projects

- Deliver the Street Lighting Energy Reduction Project (SLERP)


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Cleaner, greener and more sustainable environment

• New Garden Waste Scheme

• Refurbished Waste Transfer Stations and Household Waste Recycling Centre

• More income generated through energy production from landfill capping

• Waste Awareness Programme included campaigns in relation to contamination (‘Bin It Right’) and student waste (‘Green Move Out’ )

• Wildflower planting schemes on roundabouts and verge

• Multi-agency approach reduced fly-tips by 30% and led to 32 prosecution

• 32,000 street lights upgraded as part of Street Lighting Energy Reduction Programme

• Phase 1 of Durham City’s Air Quality Action Plan completed

• A new Contaminated Land Strategy

• Community Action Schemes tackled housing and environmental issues at 3 location

Achievements

Putting the customer first

• More self-serve facilities

• Social media more widely utilised

• Improved complaints process

• ‘Durham Assured Housing Scheme’ accreditation introduced for privately rented student accommodation

• New Customer Relationship Management and Fleet Management systems

• Centralised booking system across leisure centres

• A new ticketing system for the Gala Theatre

• Vehicle tracking system across winter maintenance service

• 360 degree cameras installed in all refuse and recycling vehicles


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Awards

• 14 Green Flags

• Hardwick Park is one of Keep Britain Tidy’s Top 20 green spaces

• Northumbria in Bloom Awards - Durham City (gold and overall category winner) - Chester-le-Street (silver gilt) - Stanley (silver)

• Britain in Bloom Awards - Durham City (gold)

• Environment Awards - ‘Bin it Right’ (commendation)

- ‘Operation Stop It’ (commendation)

• Chartered Institute of Wastes Management - Health and Safety Award (result TBC)

• National Awards for Excellence - Civic Amenity Site of the Year: Heighington Lane (result TBC)

Supporting economic growth

• Flood defence programme delivered; including £3.4 million refurbishment of Seaham’s

historic North Pier and £600,000 scheme at Witton Gilbert

• Wolsingham depot, the centre of our winter maintenance operations and

emergency flood response for the Pennines, refurbished

• New £1.8 million roundabout at Sunderland Bridge

• £1 million of improvements to Milburngate Bridge

• £2.4 million invested to remove Villa Real Bridge and ease congestion

• Programme of riverside safety improvements introduced in Durham City

• Joint Consett Academy and Leisure Centre opened

• Pearl Izumi Tour Service cycle race attracted 12,500 spectators to Durham City contributing

almost £300,000 to the local economy

• Lumiere Light Festival attracted 200,000 visitors


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4. Service Outcomes Council Plan objectives and outcomes provide the broader strategic direction for the authority, and those that directly inform the direction of Neighbourhood Services’ service provision have been selected and presented below: Altogether Wealthier

Council Plan Objective Outcomes

Thriving Durham City W1 Improved retail, business and tourism in Durham City and its immediate

locality

Vibrant and successful towns W4 Improved retail, business and tourism in major town centres

W6 Improved infrastructure to support economic growth

Sustainable neighbourhoods & rural communities W7 Improved quality and choice of housing across County Durham

Altogether Healthier


Reduce health inequalities and early deaths H5 Reduced obesity levels

H7 Reduced levels of tobacco related ill health

Improve the mental and physical wellbeing of the population

H16 Increased physical activity and participation in sport and leisure


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Altogether Safer


Reduce anti-social behaviour

S1 Increased public confidence in the ability of partners to deal with crime and anti-social behaviour

S2 Reduced incidence of anti-social behaviour and low level crime

Protect vulnerable people from harm

S4 Safeguarding children and adults whose circumstances make them vulnerable and protect them from avoidable harm

S5 Community and organisational resilience for emergency preparedness, response and recovery

Alcohol and substance misuse harm reduction S7 Reduced harm caused by alcohol to individuals, families &

communities

Implement measures to promote a safe environment

S9 Develop a safer road environment

S10 Improved understanding of open water safety

S11 Improved safety in the home

Altogether Better for Children and Young People


Children and Young People make healthy choices and have the best start in life

C7 A range of positive activities are available for children, young people and families


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Altogether Greener


Deliver a clean, attractive and sustainable environment

G1 Reduced environmental crime

G2 A sustainable approach to waste management

G3 Improved land and air quality

G4 Well maintained and accessible parks and public spaces

Reduce carbon emissions and adapt to the impact of climate change

G7 The Council, homes and businesses are more energy efficient

G8 Improved infrastructure to support sustainable transport

Altogether Better Council


Putting the customer first ABC1 A range of access routes to services

ABC2 Responsive and customer focused services

Working with our communities ABC5 Effective partnership working

Effective use of resources

ABC7 A balanced three year financial plan that reflects council priorities

ABC8 Making the best use of our assets and managing information

ABC9 Efficient and effective services

Supporting our people through change ABC10 Employee and member wellbeing


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5. Action Plans The following tables provide the detailed actions, timescale and accountability necessary for achieving Neighbourhood Services, and wider Council outcomes, over the next 3 years.

ALTOGETHER WEALTHIER

COUNCIL PLAN OBJECTIVE: Thriving Durham City

Council Plan Outcome W1: Improved retail, business and tourism in Durham City and its immediate locality

Ref Key Actions Timescale Responsible

Officer

W1.1 Identify new visual art space(s) within Durham City centre and the wider county Underpins a key area of work

June 2016 Head of Culture &

Sport

W1.2 Review service format and future approach of the DLI Museum and gallery Underpins a key area of work

July 2016 Head of Culture &

Sport

W1.3 Implement the new Cinema Partnership Development Phase 2 and 3 Underpins a key area of work

October 2016 Head of Culture &

Sport

W1.4 Carry out a review of Durham Town Hall and develop a new operating model to improve the visitor experience and maximise revenue streams Underpins a key area of work

March 2017 Head of Culture &

Sport


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COUNCIL PLAN OBJECTIVE: Vibrant and successful towns

Council Plan Outcome W4: Improved retail, business and tourism in major town centres


Officer

W4.1 Complete feasibility study into proposed location and development of Peterlee library

April 16 Head of Culture &

Sport

W4.2

Complete capital schemes for co-location of Libraries in Leisure Centres at Newton Aycliffe and Stanley a) Stanley b) Newton Aycliffe

a) July 2016 b) December 2016

Head of Culture & Sport

W4.3 Complete Heritage Lottery Fund capital scheme at Killhope Lead Mining Museum Underpins a key area of work


Sport

W4.4 Review Culture and Sport’s built facility stock and develop a future model for a sustainable approach

August 16 Head of Culture &

Sport

W4.5

Develop a new operating model for Bishop Auckland Town Hall to increase income generation through improving the range of facilities, public interest and access Underpins a key area of work

October 2016 Head of Culture &

Sport

W4.6 Develop and deliver the 2016/2017 Events and Festivals Programme Underpins a key area of work


Sport


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COUNCIL PLAN OBJECTIVE: Vibrant and successful towns

Council Plan Outcome W6: Improved infrastructure to support economic growth


Officer

W6.1 Successfully bid for and deliver highway and civils projects which support economic growth and infrastructure improvements across the County and achieve income targets

March 2017 Head of Technical

Services


COUNCIL PLAN OBJECTIVE: Sustainable neighbourhoods and rural communities

Council Plan Outcome W7: Improved quality and choice of housing across County Durham


Officer

W7.1 Develop a South West Forum for Gypsy, Roma and Travellers to identify suitable sites for Temporary Stop Over Areas (TSOAs)

August 2016 Head of Direct

Services


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ALTOGETHER HEALTHIER

COUNCIL PLAN OBJECTIVE: Reduce health inequalities and early deaths

Council Plan Outcome H5: Reduced obesity levels


Officer

H5.1 Deliver requirements of the Wellbeing 4 Life commission from Public Health March 2017 Head of Culture &

Sport


COUNCIL PLAN OBJECTIVE: Reduce health inequalities and early deaths

Council Plan Outcome H7: Reduced levels of tobacco related ill health


Officer

H7.1 Work with partners to deliver a range of key communications aimed at raising awareness of new legislation concerning smoking in private vehicles to protect children and young people from harm

December 2016

Head of Environment,

Health & Consumer Protection


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COUNCIL PLAN OBJECTIVE: Improve the mental and physical wellbeing of the population

Council Plan Outcome H16: Increased physical activity and participation in sport and leisure


Officer

H16.1 Define the nature and scope of service provision through the development of a Culture & Sport ‘core offer’ with supporting implementation plans Underpins a key area of work

April 2016 Head of Culture &

Sport

H16.2 Review the Culture and Sport offer within Bishop Auckland in response to both Auckland Castle development and educational sector sports provision ambitions


Sport

H16.3 Deliver DCC’s contribution to the Physical Activity Framework Underpins a key area of work

September 2016 Head of Culture &

Sport

Ref Key performance indicator Responsible

Officer

Targets

2016/17 2017/18 2018/19

NS1 % of adult population (aged 16+) participating in at least 30 minutes sport and active recreation of at least moderate intensity on at least 3 days a week (APS)

Head of Culture & Sport

Tracker Tracker Tracker


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ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Reduce anti-social behaviour

Council Plan Outcome S1: Increased public confidence in the ability of partners to deal with crime and anti-social behaviour


Officer

S1.1 Work with partners to develop a plan to disrupt and dismantle organised crime groups thereby reducing the risk of harm to the local community Underpins a key area of work

April 2016

Head of Environment, Health and Consumer Protection

ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Reduce anti-social behaviour

Council Plan Outcome S2: Reduced incidence of anti-social behaviour and low level crime


Officer

S2.1

Carry out a review of the existing Dog Control Order, Designated Public Space Orders and Gating Orders to create a new suite of Public Space Protection Orders (PSPOs) Underpins a key area of work

December 2016 Head of Direct

Services

S2.2

Expand enforcement powers around anti-social behaviour by increasing the number of Public Space Protection Orders (PSPOs) that are designed to reduce anti-social behaviour in public spaces Underpins a key area of work

April 2017 Head of Direct

Services


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ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Protect vulnerable people from harm

Council Plan Outcome S4: Safeguarding children and adults whose circumstances make them vulnerable and protect them from avoidable harm


Officer

S4.1

Work with partners to evaluate the effectiveness of the Multi-Agency Intervention Service (MAIS) to ensure the current approach is meeting its desired outcomes Underpins a key area of work

July 2016 Head of Direct

Services

S4.2

Work with partners to identify opportunities to join up operational processes for the Multi-Agency Safeguarding Hub (MASH) and Multi-Agency Intervention Service (MAIS) to provide an integrated approach to working with vulnerable people Underpins a key area of work

March 2017 Head of Direct

Services

ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Protect vulnerable people from harm

Council Plan Outcome S5: Community and organisational resilience for emergency preparedness, response and recovery


Officer

S5.1 Work with partners to investigate flooding incidents and mitigate the effect of flooding throughout the County by developing and implementing flood prevention schemes

March 2017 Head of

Technical Services


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ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Alcohol and substance misuse harm reduction

Council Plan Outcome S7: Reduced harm caused by alcohol to individuals, families and communities


Officer

S7.1

Work in partnership with Durham Police’s Alcohol Harm Reduction Team and other agencies to deliver a range of targeted interventions, including

• licensing enforcement aimed at reducing harm caused by alcohol

• continue to contribute to the delivery of the joint enforcement interventions with key agencies for licensed activities aimed at reducing alcohol related crime and disorder, preventing public nuisance, ensuring public safety and preventing harm from children

March 2017


ALTOGETHER SAFER

COUNCIL PLAN OBJECTIVE: Implement measures to promote a safe environment

Council Plan Outcome S9: Develop a safer road environment


Officer

S9.1 Implement a programme to introduce part-time 20mph speed limits on main and distributor roads around 33 schools with the highest accident rates Underpins a key area of work


Services


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ALTOGETHER SAFER


Council Plan Outcome S10: Improved understanding of open water safety


Officer

S10.1

Work with Health and Safety to deliver the Water Safety Programme

a) carry out individual risk assessments on the 256 public open spaces near a watercourse that have been identified as a potential risk to the public

b) devise an inspection and recording regime to record findings of the risk assessments

c) implement control measures and/or improvements Underpins a key area of work

a) September 2016 b) December 2017 c) December 2017

Head of Direct Services / Health

& Safety


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ALTOGETHER SAFER


Council Plan Outcome S11: Improved safety in the home


Officer

S11.1

Work with partners to complete a programme of intelligence led enforcement initiatives and other interventions to reduce doorstep crime, rogue traders and the supply of illicit and counterfeit products Underpins a key area of work

March 2017


S11.2

Respond to the Smoke and Carbon Monoxide Alarm (England) Regulations 2015 to ensure changes arising from the regulations are incorporated into operational practices, including administrative and policing processes and introducing a new system for charging landlords for non-compliance

March 2018


ALTOGETHER BETTER FOR CHILDREN AND YOUNG PEOPLE

COUNCIL PLAN OBJECTIVE: Children and Young People make healthy choices and have the best start in life

Council Plan Outcome C7: A range of positive activities are available for children, young people and families


Officer

C7.1 Implement the Fixed Play Strategy, including the delivery of new facilities where appropriate Underpins a key area of work


Services


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ALTOGETHER GREENER

COUNCIL PLAN OBJECTIVE: Deliver a clean, attractive and sustainable environment

Council Plan Outcome G1: Reduced environmental crime


Officer

G1.1

Embed changes and/or enforcement powers arising from new legislation into Neighbourhood Protections’ operational practices which will help reduce enviro-crime

a) Microchipping of Dogs (England) Regulations b) Seizure Vehicle Regulations for vehicles suspected of fly-tipping Underpins a key area of work

a) April 2016 b) October 2016

Head of Direct Services

G1.2 Deliver a programme of targeted campaigns to tackle enviro-crime, including fly-tipping, dog fouling and littering Underpins a key area of work


Services

G1.3 Through the Community Action Team (CAT), deliver a programme of targeted interventions around environment, health and consumer protection Underpins a key area of work

March 2017



Officer

Targets

2016/17 2017/18 2018/19

NS2 No. of fly-tipping incidents Head of Direct

Services Tracker Tracker Tracker


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ALTOGETHER GREENER


Council Plan Outcome G2: A sustainable approach to waste management


Officer

G.2.1 Procure and implement a new contract for dealing with recyclable material collected at the kerbside Underpins a key area of work

April 2016 Head of Projects

and Business Services

G2.2 Implement the Garden Waste Scheme for 2016/17 July 2016 Head of Projects


G2.3

Commission a replacement Waste Transfer Station at Thornley Waste Transfer site incorporating latest legislation relating to Health & Safety and future efficient ways of working Underpins a key area of work

November 2016 Head of Projects


G2.4

Commission a replacement Household Waste Recycling Centre (HWRC) at Stainton Grove, incorporating trade waste provision as a design basis for future HWRC replacement Underpins a key area of work

March 2017 Head of Projects


G2.5

Review current operational practices for the collection of clinical waste and develop a Clinical Waste Protocol that will harmonise the collection arrangements for clinical waste across the county Underpins a key area of work


Services

G2.6

Revise and rebalance refuse collection routes in the east and south of the county to reduce costs, improve consistency of service and capture new builds a) routes in the east b) routes in the south Underpins a key area of work

a) March 2017 b) March 2018



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Officer

G2.7 Review refuse and recycling waste management operations to consider the most cost effective option for the Council and its residents


Services

G2.8 Carry out a comprehensive review of waste management activities and operations



G2.9

Following completion of the Waste Transfer Station Refurbishment Programme, review and adapt arrangements for the collection of refuse and recycling and tipping arrangements at alternative waste transfer stations Underpins a key area of work


Services

G2.10

Commission a leachate treatment system at Coxhoe East landfill site; incorporating the Environment Agency’s requirements, meeting Natural England’s requirements and meeting planning conditions Underpins a key area of work

August 2017 Head of Projects


G2.11

Complete a strategic review of street sweepings and food waste to improve the customer experience, reduce costs and generate revenue (including waste operations and contracts) Underpins a key area of work

August 2017 Head of Projects


G2.12 Co-ordinate and implement works to Closed Landfill sites Underpins a key area of work

September 2017 Head of Projects


G2.13

Review the operational arrangements for collecting refuse and recycling from remote properties across the county based on the recommendations in the Lane Ends Protocol Underpins a key area of work


Services


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Officer

G2.14 Complete ‘capping activities’ at Joint Stocks Landfill site to standards set by the Environment Agency whilst improving environmental conditions on site Underpins a key area of work

June 2018 Head of Projects


G2.15 Develop and implement a Household Waste Recycling Centre (HWRC) provision plan Underpins a key area of work




Officer

Targets

2016/17 2017/18 2018/19

NS3 % municipal waste diverted from landfill Head of Projects


95% 95% 95%

NS4 % of household waste reused, recycled or composted Head of Projects


40% 36% 36%

NS5 Megawatt hours of energy produced from municipal waste sent to Suez ‘Energy from Waste’ plant

Head of Projects and Business



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ALTOGETHER GREENER


Council Plan Outcome G3: Improved land and air quality


Officer

G3.1

Prepare a draft Air Quality Action Plan for Chester-le-Street and identify a range of required actions to improve air quality and to meet specific air quality objectives Underpins a key area of work

June 2016

Head of Environment, Health

and Consumer Protection

G3.2

Implement and monitor Phase 1 of the air quality improvement actions set out in the Durham City Air Quality Action Plan via agreed implementation arrangements Underpins a key area of work

March 2017



G3.3 Undertake up to 5 detailed site investigations on potentially contaminated land sites in County Durham Underpins a key area of work

March 2017



G3.4 Carry out strategic review of the potentially contaminated land database to identify sites that do not require a detailed site inspection Underpins a key area of work

March 2017




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ALTOGETHER GREENER


Council Plan Outcome G4: Well maintained and accessible parks and public spaces


Officer

G4.1 Devise and implement a monthly ‘Clean Sweep’ programme to be carried out by the Council and volunteers to provide a ‘deep clean’ at identified locations across the county


Services

G4.2 Review operational practices around allotments to harmonise standards and embed enforcement Underpins a key area of work


Services

G4.3 Work with partner organisations and voluntary groups to lead on the Britain in Bloom’s Champion of Champions nominations for 2016


Services

G4.4 Review DCC’s overall involvement with the Green Flag Accreditation for parks and open spaces to ensure targeted investment and longer term sustainability

January 2017 Head of Direct

Services

G4.5

Carry out an environmental improvement programme to develop roundabouts, parks and open spaces, including specific projects to offset negative impacts on the community caused by new construction and development schemes (Section 106 projects) Underpins a key area of work


Services

G4.6

Review the Allotment Policy to increase community ownership and involvement in the management of allotments through the development of Allotment Associations and joint working with Parish and Town Councils Underpins a key area of work


Services

G4.7

Develop a countywide Allotment Forum to embed a holistic approach to the management of allotments, increase community engagement and share best practice Underpins a key area of work


Services


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Officer

G4.8 Work with partners to develop a number of wildflower sites across the county Underpins a key area of work


Services

G4.9 Deliver a range of improvements at Wharton park in line with agreed Capital Improvement Plan Underpins a key area of work


Sport

G4.10

Following completion of the highway tree inspections, further enhance the inspection regime in conjunction with Environment & Design Team (RED) by using a risk based approach to include parks and other open space areas


Services


Officer

Targets

2016/17 2017/18 2018/19

NS6a % of DCC land and highways assessed as being at or above an acceptable level for litter


93 93 93

NS6b % of DCC land and highways assessed as being at or above an acceptable level for detritus


90 90 90

NS6c % of DCC land and highways assessed as being at or above an acceptable level for dog fouling




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ALTOGETHER GREENER

COUNCIL PLAN OBJECTIVE: Reduce carbon emissions and adapt to the impact of Climate Change

Council Plan Outcome G7: The Council, homes and businesses are more energy efficient


Officer

G7.1

Implement a review of the location of fleet vehicles to align with service delivery areas and identify potential saving opportunities relating to fleet mileage Underpins a key area of work

October 2016 Head of Direct

Services

G7.2 Deliver the Street Lighting Energy Reduction Programme Underpins a key area of work


Services

G7.3 Support delivery of the Council’s Carbon Management Plan March 2017 Head of Technical

Services


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ALTOGETHER GREENER

COUNCIL PLAN OBJECTIVE: Reduce carbon emissions and adapt to the impact of Climate Change

Council Plan Outcome G8: Improved infrastructure to support sustainable transport


Officer

G8.1

Manage and maintain the Council’s highway assets (carriageways, footways, structures, street lighting, signs, highway drainage) in accordance with appropriate standards and utilise available resources as efficiently as possible Underpins a key area of work


Services


Officer

Targets

2015/16 2016/17 2017/19

NS7 % of A roads where maintenance should be considered Head of Technical


NS8 % of B & C roads where maintenance should be considered

Head of Technical Services



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ALTOGETHER BETTER COUNCIL

COUNCIL PLAN OBJECTIVE: Putting the customer first

Council Plan Outcome ABC1: A range of access routes to services


Officer

ABC1.1 Relocate Stanley Customer Access Point into the Louisa Centre April 2016 Head of Projects


ABC1.2

CRM Implementation

a) ‘Go live’ of Phase 1: to include current CRM functionality b) ‘Go live’ of Phase 2: to include further expansion of the CRM system

across the organisation c) ‘Go live’ of Phase 3: to include further expansion of the CRM system

across the organisation d) ‘Go live’ of Phase 4: to include further expansion of the CRM system

across the organisation Underpins a key area of work

a) October 2016 b) April 2017 c) April 2018 d) April 2019


Services


Officer

Targets

2016/17 2017/18 2018/19

NS9 (a-e)

Number of customer contact

• Face to face

• Telephone

• Web forms

• Emails

• Social media




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COUNCIL PLAN OBJECTIVE: Putting the customer first

Council Plan Outcome ABC2: Responsive and customer focused services


Officer

ABC2.1

Support implementation of the new corporate complaints process by:

• establishing an Independent Investigation Team

• services effectively managing their allocated complaints

• ensuring management information and effective reporting is in place for the new approach

Underpins a key area of work

July 2016 Head of Projects


ABC2.2 Develop a comprehensive Culture & Sport Marketing and Commercial Activity Plan


Sport

ABC2.3 Expand the role of the Property Services Helpdesk to provide a single point of contact for schools for services provided by Neighbourhood Services

September 2016 Head of Direct

Services

ABC2.4

Develop a suite of communication tools and mechanisms that will underpin all communications, marketing and consultation planning, delivery and evaluation in relation to Customer First Underpins a key area of work



ABC2.5

Respond to the Consumer Rights Act 2015 to ensure changes arising from the Act are incorporated into operational practices

a) ensure business compliance b) develop web pages on the Consumer Rights Act to assist residents and

businesses

a) September 2016 b) March 2017


ABC2.6 Support implementation of the new CRM system by aligning resources and training needs to ensure a smooth transition

December 2016 Head of Projects


ABC2.7 Deliver an effective and efficient winter maintenance service to safeguard our customers and keep the economy moving


Services


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Officer

ABC2.8

Review and act upon customer/community consultation (National Highways and Transport (NHT) Survey/Customer Satisfaction Survey) to drive service improvement and develop customer satisfaction Underpins a key area of work


Services

ABC2.9 Implement a new approach to gauging customer perception and satisfaction Underpins a key area of work



ABC2.10 Review and adopt an updated Customer First Strategy Underpins a key area of work



ABC2.11 Review all Neighbourhood Services web content to ensure it meets Customer First Strategy outcomes and customer needs

Underpins a key area of work March 2018

All Heads of Service


Officer

Targets

2016/17 2017/18 2018/19

NS10 % of abandoned calls Head of Projects



NS11 Average time taken to answer a telephone call Head of Projects



NS12 % of customers with an appointment seen on time at a Customer Access Point




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COUNCIL PLAN OBJECTIVE: Working with our communities

Council Plan Outcome ABC5: Effective partnership working


Officer

ABC5.1 Review EHCP partnership arrangements with emphasis on intelligence and data sharing Underpins a key area of work

September 2016


ABC5.2

Review our approach to the Primary Authority Scheme (PAS) to identify opportunities to increase the number of formal partnerships we have with businesses, to provide a robust and reliable regulatory advice that will support business growth by enabling businesses to invest with confidence in products, practices and procedures.

a) Implement a review of our approach to the Primary Authority Scheme (PAS)

b) Identify opportunities to increase the number of formal partnerships we have with businesses

c) Approach, discuss and promote PAS to potential new partners with a view to signing formal partnership documentation

Underpins a key area of work

a) September 2016 b) March 2017 c) September 2017



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Officer

ABC5.3

Deliver a multi-agency initiative with Police and RSPCA colleagues to raise awareness of the licensing requirements for dog breeders, and highlight the issues arising from the activities of rogue puppy sellers within the county Underpins a key area of work

December 2016


ABC5.4 In partnership with NE Health and Safety Liaison Group, develop and implement an Inter-authority Peer Review Scheme Underpins a key area of work

March 2018



COUNCIL PLAN OBJECTIVE: Effective use of Resources

Council Plan Outcome ABC7: A balanced three year financial plan that reflects council priorities


Officer

ABC7.1 As part of the Fleet restructure, realign operational practices to meet service delivery demands Underpins a key area of work


Services

ABC7.2 Deliver Year 6 of the efficiency programme in line with the Medium Term Financial Plan Underpins a key area of work

March 2017 Director of

Neighbourhood Services


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Council Plan Outcome ABC8: Making the best use of our resources and managing information


Officer

ABC8.1 Carry out a review of public conveniences which will ascertain the distribution and standard of provision to inform future countywide proposals Underpins a key area of work


Services

ABC8.2 Implement a consistent approach to the collation and use of benchmarking across Neighbourhood Services



ABC8.3 Review and rationalise current knowledge databases and create a single knowledge database within Customer Services



ABC8.4 Develop a process that will automatically carryout driver licence checks for fleet drivers from the Fleet Management System July 2016


ABC8.5 Carry out a review of the Bereavement Services database (BACAS) to ensure details align with the Burial Book

December 2016 Head of Projects


ABC8.6 Following an assessment of cemetery provision across the county, develop a countywide Cemetery Policy Underpins a key area of work


Services

ABC8.7 Relocate DLI collections to new collections storage areas at Sevenhills and Palace Green

December 2016 Head of Culture

& Sport


43


Officer

ABC8.8 Deliver a high quality compliance service to ensure DCC meets all its statutory obligations in relation to buildings Underpins a key area of work

March 2017 Head of

Technical Services

ABC8.9

Improve the overall approach to managing DCC buildings by better utilisation of the portfolio and using internal intelligence and capital investment to ensure building compliance and provide an improved working environment Underpins a key area of work


Services

ABC8.10 Identify ‘surplus’ land aligned to Neighbourhood Services and carry out an options appraisal on each site to determine its future use Underpins a key area of work


Services

ABC8.11

Following the feasibility study at Mountsett Crematorium, implement the cremator replacement programme to ensure compliance with new legislation Underpins a key area of work

June 2018 Head of Direct

Services


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Council Plan Outcome ABC9: Efficient and effective services


Officer

ABC9.1 Carry out a financial review of Building Services’ ‘charge out’ rate to become more competitive and provide value for money services


Services

ABC9.2

Develop Service Level Agreements (SLAs) with schools re repairs and maintenance a) Develop SLAs (July 2016) b) Roll out to schools (Sep 2016 – March 2017)

a) July 2016 b) March 2017


ABC9.3 Review the stores provision at Meadowfield Depot in relation to fleet operations

July 2016 Head of Direct

Services

ABC9.4

Implement mobile working within Neighbourhood Protection to streamline services to make them more efficient and customer focused

a) Neighbourhood Wardens Case Management System

b) Anti-social Behaviour Case Management System

c) Allotment Case Management System

a) August 2016 b) August 2016 c) April 2017


ABC9.5

Implement a computerised Repairs and Maintenance System which will improve service delivery across Building and Facilities Maintenance by reducing downtime and improve communications with customers


Services

ABC9.6 Develop and implement a new marketing plan for Buildings & Facilities Maintenance which supports the Business Plan for the service and maximises the use of social media channels and client targeting


Services

ABC9.7 Implement the outcomes of the Front Line Leisure Staff Review October 2016 Head of Culture &

Sport


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Officer

ABC9.8

Carry out a feasibility study and pilot (in the north area of the county) to bring weed control operations and highway verge grass cutting operations (including footpaths, roadside channels and hard-standing areas) ‘in-house’

a) weed control operations - pilot & feasibility study b) highway verge grass cutting operations – pilot c) highway verge grass cutting – feasibility study

a) October 2016 b) October 2017 c) December 2017


ABC9.9 Review contracts associated with markets management to ensure they are fit for purpose and provide value for money

March 2017



ABC9.10 Complete business review of Leisureworks operation and make recommendations to improve efficiency


Sport

ABC9.11 Complete business review of Leisure Connections Contract and make recommendations for future delivery


Sport

ABC9.12 Deliver a high quality and cost effective design function for DCC buildings March 2017 Head of Technical

Services

ABC9.13 Further develop the North East Highways Collaborative Alliance to facilitate shared services, joint procurement, supply chain optimisation and training


Services

ABC9.14

Develop and implement ICT solutions within Buildings & Facilities Maintenance to increase productivity and service efficiency (eg increased mobile working; phone App development; asset database; repairs & maintenance database)


Services

ABC9.15 Implement the Library Transformation project outcomes following the full project review


Sport

ABC9.16 Streamline operational processes within Refuse & Recycling to make it more efficient by implementing software solutions for trade waste, waste transfer stations, 3600 cameras, CRM


Services


46


Officer

ABC9.17 Develop a Culture & Sport Funding and Commissioning Plan March 2017 Head of Culture &

Sport

ABC9.18 Increase opportunities for income generation for all trading activities across Direct Services


Services

ABC9.19 Develop and communicate a new ‘service offer’ ensuring that EHCP align to Neighbourhood Services’ Customer Services’ Standards and Charter

April 2017


ABC9.20 Investigate opportunities for ‘Omni-competent’ staffing across council services and partners to provide efficiencies of service by sharing tools, powers, skills and resources.


Services

ABC9.21 Develop and deliver a framework for strengthening Neighbourhood Services’ systems architecture in order to rationalise business applications across the service grouping

June 2017 Head of Projects


ABC9.22 Apply a systems thinking approach to all service development opportunities; incorporating subsequent internal audit recommendations

March 2018


ABC9.23 Ensure changes in legislation around psychoactive substances are factored into future service provision in relation to this additional statutory duty

March 2018


ABC9.24 Streamline processes within Clean & Green to make it more efficient by developing computerised systems for data capture, inspections, mobile working, asset management and route planning


Services


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COUNCIL PLAN OBJECTIVE: Support our people through change

Council Plan Outcome ABC10: Employee and member wellbeing


Officer

ABC10.1

Reduce the risk of unauthorised driving due to medical conditions by working with Occupational Health and Health & Safety to develop a process to carry out HGV driver licence health checks as part of the Health Surveillance Procedure

May 2016 Head of Direct

Services

ABC10.2 Improve Health & Safety within Buildings & Facilities Maintenance through the implementation of a programme of training and awareness in relation to policies, procedures and practices

June 2016 Head of Direct

Services

ABC10.3 Improve attendance levels across Neighbourhood Services to support delivery of the corporate target

April 2017 All Heads of

Service


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6. Equality & Diversity As a major employer and provider of services Durham County Council is committed to advancing equality of opportunity, celebrating and valuing diversity and providing fair access and treatment in employment and when delivering or procuring services, or working in partnership. We use a variety of methods to demonstrate and progress our commitment to equality and diversity. The Equality Act 2010 introduced responsibilities under the Public Sector Equality Duty (PSED). The PSED consists of general and specific duties. Our general duties include eliminating unlawful discrimination, advancing equality of opportunity and fostering good relations. Our specific duties are to publish information on compliance and to prepare and publish equality objectives. Our objectives are aligned to the corporate planning framework with supporting outcomes and actions, however, they are also used as a framework to illustrate how the council complies with the PSED. 1) Putting the customer first

- A range of access routes to services - Responsive and customer focused services - People are treated fairly and differences respected

2) Working with our communities

- Communities and stakeholders are engaged and communicated with - Effective partnership working

3) Support our people through change

- Employee and member wellbeing We have an equality impact assessment process supporting our approach to identify actions relating to specific service or policy changes and key decisions including proposals for achieving savings within the Medium Term Financial Plan.

The protected characteristics under the Equality Act are: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation.


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7. Risk Management Consideration has been given to strategic risks for the Service when developing this Service Plan. Any actions agreed by Services to mitigate significant risks are included as a planned action in this Service Plan.

8. Contact Details Any comments or queries about this document can be directed to: Policy and Performance Team Neighbourhood Services County Hall Durham DH1 5UF Telephone: 03000 268152 / 268158 E-mail: [email protected]


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service plan 2016-2019 - final · 2016-07-01 · neighbourhood services’ service plan 2016-19 4...

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