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BOROUGH COUNCIL OF WELLINGBOROUGH AGENDA ITEM
Overview & Scrutiny Committee 11 February 2013
Report of Managing Director; Wellingborough Norse
UPDATE ON PERFORMANCE AND PROGRESS: WELLINGBOROUGH NORSE LTD
1 Purpose of report
To provide an update to members on the performance of Wellingborough Norse for period March 2012–Feb 2013.
2 Executive summary
The report highlights the performance of Wellingborough Norse between March 2012 and February 2013 and includes information relative to overall performance against objectives, financial performance, and other relevant areas that reveal accomplishments or where improvement or adjustments may be required.
3 Appendices
Appendix parts 1-4: performance report. Appendix part 5: confidential financial information. (Not for publication by virtue of paragraph 3 of part 1 of the schedule 12A of the Local Government Act 1972.)
4 Proposed action:
4.1 The committee is invited to RESOLVE to note the report.
5 Background
5.1 1 March 2012 saw the commencement of a joint venture between the Borough Council of Wellingborough and Norse Group to provide amenity and facilities management services.
5.2 The background, details and conditions of this joint venture have been the
subject of a number of previous reports to resources committee and full council.
5.3 A Wellingborough Norse liaison board, consisting of members and officers of
the council and Wellingborough Norse meets on a quarterly basis. The board last met on 31 January 2013.
5.4 This report provides an update on progress for the period March 2012–
February 2013.
8
6 Discussion
6.1 Regular (quarterly) reports on Wellingborough Norse comprise: • An update on how Wellingborough Norse is assisting the council in
delivering the corporate objectives (and community strategy) as set out in the corporate plan.
• An account of what services are provided, last quarter’s performance for these services, and forecast performances for the coming year, including explanations of non-compliance with service performance where required.
• An action plan setting out proposals for how the service will be improved, enhanced or developed.
• Financial information. • Human Resources information (sickness, training, equalities, health
and safety etc). • Special initiatives and events undertaken or planned.
6.2 The current performance update report is attached as Appendix 1.
6.3 The main points to highlight are the appointment of temporary full-time waste
collection posts and the filling of vacancies with permanent employees. The financial standing is also encouraging, and a robust budget monitoring procedure is in place with monthly accounts report meetings held. Wellingborough Norse has worked with the Borough Council of Wellingborough finance department in order to assist the balancing of the budget for this period. We will continue to strive to ensure that we maintain this spirit of partnership in the future. The procurement of a new recycling materials processing tender is being undertaken by Wellingborough Norse on behalf of the Borough Council of Wellingborough.
6.4 The company has an objective to achieve business growth in any area of
service provision it is involved in. It recognises that the current economic environment is a very difficult one to compete in and therefore has decided to concentrate on establishing a solid structure to base future competitive growth on. Nonetheless, there has been some success in securing trade waste contracts and ad-hoc building cleaning works. Wellingborough Norse has been proactive in marketing its services, including leading on an initiative on Finedon Road Industrial Estate that showcases the service provided by the partnership.
6.5 The recent management structure re-engineering project has been received very positively and has resulted in a more fit for purpose structure that will support the front line services, in line with the company strategy (to maintain or improve services for the same or lower costs whilst developing business growth). This re-engineering has resulted in career opportunities within the company and is able to be achieved with no redundancies necessary.
6.6 The liaison board has met on a number of occasions and the relationship between the partners is one of mutual respect and a desire to achieve efficiencies at no detriment to service quality.
7 Author and contact officer
John Casserly, Managing Director – Wellingborough Norse
8 Consultees
Terry Wright, Director of Services 9 Background papers
Wellingborough Norse Business Plan
APPENDIX 1
Performance report: 2012-13
(Incorporating historical data for period March 2012–February 2013 where possible)
CONTENTS 1 Delivery of the council corporate objectives
2 Key performance information
3 Project register (action plan for improvements etc)
4 Human Resource information
5 Financial information (CONFIDENTIAL)
1. Delivery of the borough council corporate objectives
The overall strategy of Wellingborough Norse will be “to maintain or improve services for the same or lower cost whilst developing business growth”. It is also imperative that the services that Wellingborough Norse provides assist the council in delivering its corporate objectives and community strategy. The aspects of the corporate plan that relate to the Wellingborough services are tabled below.
What do we want to achieve Corporate priority When to be
achieved by Actions required Update
Increase support for environmental wardens to enforce the by-laws in parks and open spaces.
Reducing crime & anti-social behaviour.
April 2013.
Implement programme of environmental enforcement and engagement.
2 successful prosecutions. 6 fixed penalty notices to 16/17 year olds, and 18 warnings issued to under 16s. Enforcement activity pending regarding Victoria Retail Park. Ongoing investigations and Litter Control Notices served.
Explore opportunities for closer working with the voluntary sector.
Delivering efficient and responsive services.
April 2013.
Seek opportunities to partner with the voluntary sector in the delivery of services.
Wellingborough Norse actively involved in the Local Strategic Partnership delivery group involving voluntary sector (Your Neighborhood). Involved as partner in Health and Wellbeing Board.
What do we want to achieve Corporate priority When to be
achieved by Actions required Update
Improve the quality of town centre cleansing.
Enhancing the environment. April 2013.
Review the operations for town centre cleaning to improve quality of litter picking, graffiti and fly-posting removal and general environmental quality. Promote the personal responsibilities of the public and businesses to keep the town centre clean.
Re-engineering of structure to provide more support for front line services complete. Chargehand specifically for town centre. Continuation of ‘No Excuses’ litter reduction campaign. 3 Ways with Waste Action days.
Continue to encourage an increase in recycling.
Enhancing the environment. April 2013.
Target, education and enforcement activities towards those who do not comply or comply poorly with the adopted recycling arrangements. Encourage and raise awareness, through education and engagement, of how to develop a waste minimization culture.
Various roadshows undertaken including composting and recycling awareness. Increase in garden waste collection season. Schools visits. New processing tender exercise under way.
What do we want to achieve Corporate priority When to be
achieved by Actions required Update
Deliver a programme of improvements to parks and open spaces.
Enhancing the environment. April 2013.
Allocate relevant funding (S106) in accordance with community priorities to improve parks and open spaces in our urban and rural communities.
Re-engineering of structure to provide more support for front line services completed. Includes chargehand for cemeteries/parks. More effective and variable grounds maintenance equipment procured.
Provide a good standard of cleanliness across the borough.
Enhancing the environment. April 2013.
Work with local residents to help keep out town, villages and rural areas clean and tidy.
Re-engineering of structure to provide more support for front line services completed. Chargehands to oversee and monitor standards and working practices.
2. Key performance information
Dept Measure Target Report freq Oct Nov Dec Lead
Cleansing
Maintain customer satisfaction with cleanliness across the borough
70% Annual
General Manager
Cleansing
Maintain customer satisfaction with cleanliness in town centre
70% Annual
General Manager
Cleansing
Percentage of abandoned cars removed within 24 hours
90% Monthly 100% 100% 100% General Manager
Grounds Maintain grass cutting frequency
7 cuts per
season Annual 7 cuts
achieved achieved achieved General Manager
Grounds
Maintain customer satisfaction with grounds and open space
70% Annual 46.38% 44.50% 43.34% General Manager
Domestic waste
Monitor tonnage of recyclable materials
40% Monthly 46.38% 44.50% 43.34% Waste Manager
Domestic waste
Monitor tonnage of garden waste (cumulative - A-M)
20% Monthly 25.46% 23.69% 21.98% Waste Manager
Domestic waste
Monitor number of missed bins monthly (weekly equiv)
20 per week Monthly 47 (11) 44 (11) 51 (12) Waste
Manager
Domestic waste
Missed bins collected within next working day
95% Monthly 93% 86% 82.5% Waste Manager
Domestic waste
Residual H/H waste (per H/H) in kilos
500.0 Annual 302.77 354.81 393.91 Waste Manager
Domestic waste
Maintain customer satisfaction with waste collection service
75% Annual Waste Manager
Market Monitor usage
(stall uptake) Monthly +4% No Change
No Change
General Manager
Corporate O' licence rating Green Quarterly amber amber amber Managing Director
Corporate Vehicle accidents
YTD –Jan-Dec (this
month)
Monthly 13(1) 14(1) 15(1) Waste Supervisor
Corporate Staff accidents < equiv month Monthly 4 1 - Managing
Director
Corporate
Achieve 2012/13 partnership surplus
£150k Monthly 385K 480K - Managing Director
Corporate Reduce sickness levels < 3% Monthly 5.44% 3.02% - Managing
Director
Corporate Business growth Monthly Managing Director
3. Project register (action plan setting out proposals for improvement, enhancement or development of services)
Key to abbreviations: JVC = Joint Venture Company WN = Wellingborough Norse NCC = Norfolk County Council
Project Register R
ef N
o
Sub
Ref
Project Name Owner Status/Detail Comments Progress 2012 2013
1 Budget savings
1.1 Insurance costs Norse/NCC Awaiting cost confirmation and meeting between insurance companies re risk.
Meeting held Aug 2012. Further cost savings made
Aug Completed
1.2 Grounds maintenance equipment
WN Savings made and some being used to finance fitter.
Further savings made on vehicle maintenance
Feb
1.3 Procurement of materials etc
WN Review of clothing supplier
Ongoing
1.4 Productivity increases
WN Toilet opening times changed.
Business growth or staff reduction
Ongoing
1.5 Recycling growth WN/BCW Contract % increase. Review of re-tender required.
Tender process in progress
March
1.6 Staffing costs WN Budgeted saving
being made. Role review starting to create capacity.
Role review will firm up structure. Re-engineering of structure/culture Completed.
Dec Completed
1.7 Workshop usage WN Fitter appointed to maintain grounds machinery and small vehicles.
Need to think about large vehicles. Discussion ongoing with C P Davidson
March
1.8 Cleaning Trafalgar House
WN Advert placed to directly employ cleaner/caretaker
Cleaner/caretaker appointed
June Completed
1.9 Public Hall Charges
WN Review charging policy
ZBB 5 proposal
1.10 Washroom facilities
WN Cancel air fresheners and reduce laundry costs
ZBB 5 proposal
1.11 Hand drying facilities
WN Investigate hand drying methods
ZBB 5 proposal
1.12 Vending machines in Swanspool House
WN Provide pay only machines
ZBB 5 proposal
1.13 Vending machines in Trafalgar House
WN Reduce costs ZBB 5 proposal
1.14 Budget 2013/14 WN Agree budget Draft budget prepared.
1.15 Garden waste collections
WN Increased garden waste tonnage has increased disposal costs to WN and increased income to BCW.
Claim submitted for increased costs. Still net benefit to BCW
Nov
2 Joint Venture Company (JVC)
2.1 Short term FM structure
WN Agency staff recruited to fill gaps.
Restructure in progress
March
2.2 Complete IT transition
WN Norse facing arrangements in place. BCW facing systems in place. Service request system in place.
Completed June Completed
2.3 Complete insurance arrangements
WN Insurance in place, certificates awaited.
Discussion to take place between WN and BCW insurers re areas of joint risk. Meeting held Aug 2012
Completed
2.4 O licence transfer WN Applications submitted. Awaiting Traffic Commissioner.
Licence granted. Completed
2.5 Livery and signage
WN Signs for Trafalgar House in place. Small signs on vehicles.
Signage and livery agreed at Liaison Board Oct 2012
Completed
2.6 Vehicle registration documents
WN Vehicle ownership for existing vehicles remains with BCW but registration of vehicle keeper being changed.
Completed Completed
2.7 Complete HR and TUPE transfer
WN Welcome letters out 9 March. Environmental Enforcement employment status finalised. Policy checks and comparisons and negotiations to be completed.
Completed Completed
3 Internal
3.1 Culture change WN Staff meetings held to introduce more flexible working and to create capacity
Increase awareness of business practices, customer care and continuous improvement (see 1.6)
Ongoing Training programme under construction
March
3.2 Review systems, processes and work priorities
WN Analyse site based needs and then the roles of supervisory and admin support staff to meet those needs. Review use of office systems. Evaluate the benefits of Bartec Collective. Identify preferred software to support FM, likely Shire.
Part of 3.1. (see 1.6) Re-engineering consultation commenced Oct 12
Ongoing. Re-engineering almost completed.
3.3 Review large vehicle maintenance arrangements and contract
WN Determine whether current maintenance provision meets the needs of WN. Discuss with CP Davidson.
Fitter appointed for small vehicles
June completed
3.4 Order replacement vehicles
WN Capital programme agreed. Specs agreed. Vehicles to be ordered.
New vehicles started arriving. On target
Ongoing
3.5 Set up Joint
Consultative Committee
WN Discussions taken place with Unison.
Communication and consultative forum re the business from a workforce perspective. First meeting taken place Aug 12
July Completed
3.6 Appoint fitter WN Grade agreed through JE. Job advertised and filled.
To carry out grounds machinery maintenance
April Completed
4 Service Change / Improvement
4.1 Bartec Collective WN Evaluate the business benefits in implementing full system
Real time monitoring of service delivery. Potential to reduce service request hand-offs
October Completed
4.2 Grounds review and experimentation
WN Commencing 2012
Consideration of merged services and subsequent efficiencies. To follow re-engineering process.
Feb
4.3 Cleansing review
and experimentation
WN Review frequencies to ensure service meets needs.
Consideration of merged services and subsequent efficiencies. To follow re-engineering process.
Feb
4.4 Refuse round reviews
WN Review rounds to equalise workload and reduce unnecessary travelling
To follow re-engineering process.
Feb
4.5 Inspection regimes
WN/BCW Improve understanding of who carries out inspections
Better management of assets and insurance claims. Meeting held between Norse & BCW Aug 2012 to agree processes. Regular liaison meetings with BCW Property Services
March
4.6 Reintroduce green waste collection during winter months
WN Additional recycling income being used to fund green waste collection during winter months.
Cost submitted and agreed. Collection calendars produced.
Nov
4.7 Review organisation of FM in light of result of Commercial Property bid.
WN Operational properties moved into partnership, commercial won by private contractor. Discussions taking place within team.
Consultation on re-engineering commenced Oct 12
Feb
5 Business Growth
5.1 Northampton College
Norse Contract won and operating from January by Norse Cleaning. Income put through WN books.
Basis for undertaking other cleaning contracts.
Jan completed
5.2 Northamptonshire Grounds Maintenance
WN Tender submitted and believed to be competitive. Lost to a much cheaper bid.
Feb
5.3 7 Locks Housing Association building maintenance
Norse Housing Maintenance in Market Harborough. Withdrawn due to pressures around PQQ.
Applied to tender through Norse Building Division. Update required
Update April
5.4 Internal BCW work
BCW BCW Homelessness Division asked us to do removals. Links with Cleaner/caretaker appointment.
Look at options for transferring or carrying out work for other BCW departments such as building maintenance and minor civils
Ongoing Meeting held with BCW Built Environment
March
5.5 Establish trade waste service
WN Market research into potential customers, current contractors, pricing, disposal costs etc carried out. Temp sales person to be used to attract business.
Appointed sales rep Sept 12. Commended small amount of collections Sept 12
Ongoing
5.6 Establish WN website
WN Invite designer to produce ideas
Draft website created
Nov
5.7 Expand Parish Council work
WN Review current arrangements and embark on programme of visits
Visits to Hatton Park Residents Assoc (July 12) Visit to Earls Barton Parish Council (Oct 12)
ongoing
5.8 Prepare
marketing strategy
WN Document to be prepared showing target areas, methodology etc
Commenced Oct 12
Aug
5.9 Procurement Framework - Grounds Maintenance in Northamptonshire
WN Scored top in ESPO Grounds and Building Cleaning Framework. Taken lead on Finedon Road services provision workshop.
Marketing exercise commenced Oct 12
Ongoing
Key Not commenced
In progress Complete
4. Human Resources information
During the period march to June 2012 the following activities have occurred in relation to HR matters. Leavers FM Manager.
Refuse Loader. Both retired. New starters/ posts established 1 Vehicle Technician (full time)
3 Refuse Loaders (temporary) 2 Street Cleansing Operatives 1 Facilities Maintenance Operative 1 Trade Waste Sales & Marketing Officer 1 Caretaker/Maintenance Operative
Disciplinary action 1 Verbal warning Health & Safety activity Review of A45 cleansing operation
Unison Health & Safety representative appointed and attended training. Health & Safety Forum created and meets monthly. HSE inspection of Waste Services completed Sept 2012. Positive report.
Sickness Currently at 3.02% Structure A review of the structure inherited from
the Borough Council has been completed with a view to aligning the structure with the company objectives. A re-engineering project has been implemented that will result in a more fit for purpose structure. This structure has enhanced the support for front line services and enabled management to focus on the essential elements of service provision and business growth. The structure is shown on following page.
JCC A JCC forum has been established and meets quarterly.
