Assets & Street Services Business Plan /15
Business Plan -15 Directorate: - Assets and Street Services Table 1: Service Activities from Corporate Plan Delivery Plan CPDP 1. Aim 2 Priority 12 By March We Maintain the state of the environment in the Borough through an Environmental Enforcement Team and the Environmental Protection Team Address long-standing Ongoing public concerns about the state of the environment in the Borough by giving priority to enforcement in the areas of fly tipping and littering 2. Aim 2 Maintain the amount of CCTV coverage to our Town Centres, and selected other areas, to at least the level in existence at March. Maintain the amount of CCTV coverage to our Town Centres, and selected other areas, to at least the level in existence at March. Ongoing CCTV Manager 1
CPDP 3. Aim 2 By March We Retain Park Mark Scheme accreditation for any of the 12 Borough Council car parks that have the Accreditation in March and are still managed by the Borough Council. Ensure that car park are Ongoing Parking appropriately managed, Manager repaired and maintained to ensure successful reaccreditation inspections. 4. Aim 3 Priority 1 Increase the satisfaction of residents with keeping streets and highways clear of litter and refuse from level of 62.3% to at least 65%. Ensure that appropriate street cleansing, graffiti removal and fly-tipping removal activities are carried out in a timely and consistent fashion. Carry out a review of current practices in terms of street cleansing and implement appropriate changes to further enhance the service. 31 st December 2
CPDP 5. Aim 3 By March We Further reduced the carbon footprint of our operational buildings. Ensure that buildings energy consumption is managed and that energy efficiency investments are delivering anticipated returns [e.g. VOD s, CHP s, lighting systems] Director Assets & Street Services 6. Aim 3 Improve the fuel efficiency of our vehicle fleet in order to assist in reducing CO2 emissions. Undertake a procurement exercise to replace the housing maintenance vehicle fleet and several street cleansing vehicles with more fuel efficient / lower carbon emission vehicles. 31 st December 7. Aim 3 Further increased recycling rates to 52%. Deliver a comprehensive publicity campaign to encourage residents to increase the amount they recycle by changing attitudes and behaviours. Throughout /15 Further enhance the recycling facilities available at blocks of flats [of various tenures] across the Borough. Throughout /15 3
CPDP 8. Aim 4 Priority 1 By March We Conclude the experimentation and implementation stages and progress to the continuous improvement stage for the lean systems review of asset management. Conclude the experimentation and implementation stages and progress to the continuous improvement stage for the lean systems review of asset management. Director Assets & Street Services 9. Aim 4 Priority 1 Have identified further opportunities for shared service provision with North Warwickshire Borough Council. Explore the potential for providing a CCTV service to NWBC. 31 st October Director Assets & Street Services 10. Aim 4 Have undertaken an Information Audit. Work with colleagues from Internal Audit team and Business Improvement team to carry out appropriate activities to establish what information we hold, where and in what format. Asset Management Planning & Analysis 11. Aim 4 Have identified Information Owners. Arising from the Information Audit, identify Information Owners for the various teams within Assets & Street Services. Asset Management Planning & Analysis 4
CPDP 12. Aim 4 Priority 3 By March We Agree and have started to implement a rationalisation plan for St Mary s Road Depot. 31 st October Produce options plans for various potential depot layouts and agree preferred layout. Director Assets & Street Services Evaluate various options, and provide a clear recommendation, for future vehicle fleet management and maintenance activities. 31 st October Waste & 5
Table 2: Non Corporate Plan Delivery Plan Related Activities Action Lead Partners Resource Impact Timescale Qtr1 Qtr2 Qtr3 Qtr4 Embed leisure facilities management arrangements with Everyone Active [SLM]. Director Assets & Street Services Leisure & Recreation Contract Management. Everyone Active New contract should lead to significant revenue savings, on a year-on-year basis. Throughout /15 Establish appropriate arrangements for the future operation of Etone Sports Centre Director Assets & Street Services Everyone Active. Matrix Academy Trust New arrangements should lead to revenue savings on a year-by-year basis. 31 st August Conclude lease and Service Level Agreement with Nuneaton Harriers Athletics Club for the operation the Pingles Stadium Director Assets & Street Services Nuneaton Harriers Athletics Club New arrangements should lead to revenue savings on a year-by-year basis. 31 st August Continue to deliver the Civic Hall Audience Development Plan and Business Improvement Plan 2012 14 Civic Hall Manager No specific partners Delivery of the actions in the two plans should reduce the net operating costs of the Civic Hall Throughout /15 Continue to deliver the Museum and Art Gallery Audience Development Plan. Museum and Arts The Arts Council and the Museums Association. Within base resources 6
Action Lead Partners Resource Impact Timescale Qtr1 Qtr2 Qtr3 Qtr4 Renew Town Hall Lift Principal Building Surveyor Appointed contractor Capital cost of around 90,000 30 th September Renew Museum and Art Gallery Windows Principal Building Surveyor Appointed contractor Capital cost of around 60,000 Review and amend as necessary Asbestos Management Policy and asbestos Management Plan Corporate Asbestos Manager Corporate Health & Safety team and Housing and Communities Directorate. time Contribute as appropriate to the mobilisation of the newly let WCC contract for on-street Civil parking Enforcement activities Parking Services Manager WCC time 30 th November Retain BS 7958 CCTV management & operation and ICO code of practice for CCTV CCTV Manager SSAIB Morse Consulting Ltd time and fees of approx 3,000 30 th June 7