Corporate Plan - Greater Manchester Waste Disposal Authority

Our
‘Our Aim
aim
isis Zero
zero
waste’
Waste
Greater Manchester Waste Disposal Authority
Corporate Plan
2014/15 – 2016/17
Greater Manchester Waste Disposal Authority
‘Our aim is zero waste’
Sending as little waste as possible to landfill by working with our key partners:
Waste
Collection
Authorities
Our
Communities
and the
Voluntary
Sector
Our Contractor
Viridor Laing
(Greater
Manchester)
Ltd
Businesses
Regional,
National and
International
Bodies
To:
Reduce
Re-use
Most
Preferred
Recycle
Compost and
Recovery
Energy conversion
Least
Preferred
Disposal in Landfill
And by Doing So:
Since 2003 to the 31st March 2013, we
have
 Reduced waste arisings by 25.73%
 Increased recycling from 7.48% to
39.09%
 Increased diversion from landfill from
15.53% to 54.96%
Future targets:
 50% recycling and composting by
2015/16, increasing to 60% by 2025
 85% waste diverted from landfill by
2015/16
Therefore Helping To Tackle Climate Change – Saving Money, Resources and Protecting
the Environment
We will dramatically reduce the waste we landfill and therefore the landfill gas produced
and save up to 286,000 tonnes each year of CO2; we turn your waste into valuable
resources, recycling and producing green energy which by 2020 will power around 50,000
homes; and we are helping Greater Manchester to be a greener place.
Achieved by using ‘state of the art’ sustainable technologies and
delivering our Waste Management Strategy (WMS);
using our resources economically, efficiently and effectively; and
providing a well-run and safe place to work with the right people with the right skills.
Our Aim and Delivery
CORPORATE PLAN 2014/15 to 2016/17
Following a review in 2012 of its Waste Management Strategy (WMS) the Authority produced a
Corporate Plan 2012 – 2015 which set out our medium term plans to deliver on that strategy.
This was updated in 2013/14 and this plan is a further refresh of that version.
However, as part of the budget strategy and continuing austerity measures, the Corporate
Plan will need to be fully reviewed for 2016/17 to take account of the changing
pressures/demands which will lead to different models of delivering public services. For the
Authority this will mean focusing only on the ‘core’ business of managing the Recycling and
Waste Management Contract (the Contract), doing more with less, smarter working and
improved efficiency and productivity.
Waste is no longer waste, it’s a valuable resource which we need to re-use, recycle and
recover energy from.
‘Our aim is zero waste’ means we will do everything we can to save resources (by
preventing waste at source and recycling more) and to produce green energy. We will
not landfill anything that we can use.
By the end of 2016/17 we want, with the help of our citizens, to be able recycle 50% and
hence to divert 85% of waste from landfill.
We will do this by working in partnership with our District Councils, businesses, our Contract
partner Viridor Laing (Greater Manchester) Ltd (VLGM), and crucially the communities of
Greater Manchester and by:
1. delivering our Waste Management Strategy (WMS);
2. using our resources economically, efficiently and effectively; and
3. providing a well-run and safe place to work with the right people with the right skills.
Our Values
As well as maximising our resources, it is important that we do that in the right way, being
open and transparent, challenging and changing the way we all behave. Therefore, in
delivering our vision we will work to our key values:
I. Partnership of Choice: We will work in close partnership with all our key stakeholders
by jointly focusing on waste minimisation, recycling, and composting. We recognise
that we can’t do this alone and that it is only by the collective effort of our citizens,
your Council, businesses, the voluntary and community sectors and other key
stakeholders that we will make a real difference;
II. Community Leadership: We will help our citizens minimise waste, maximise recycling
and composting and in so doing divert as much waste as possible from landfill. We will
listen, communicate and respond to our citizens and key stakeholders, clearly and
concisely, using plain English. We will also treat everyone fairly and equitably;
III. Outward Focused: Through our work in the waste sector we will actively promote the
wider impact upon the environment and promote sustainability of our approaches. In
particular we will dramatically reduce the waste we landfill and therefore the methane
and CO2 we produce; provide green energy to power homes and businesses and help
Greater Manchester to become a greener place to be;
IV. Proactive and Innovative: We will seek out opportunities to shape the future direction
of the waste sector, influence national and international policy and ensure delivery of
our Recycling and Waste Management Contract’s (the Contract);
V. Value our People: We will train and develop our staff and recognise their
achievements, actively manage performance and provide a safe and effective work
environment;
VI. Technically Sound: we will use our technology to recycle and divert as much waste as
possible;
VII. Flexible: Our solutions will respond to changing demands; and
VIII. Value for Money: Our approach will ensure that our services are value for money,
balancing costs and effectiveness.
Key Objectives
Actions and Outcomes
Strategic
and
Officer
Lead
Date
Key Targets
Outputs
Ongoing to
2016
50% recycling by
2015/16.
85% diversion from
landfill by 2016/17.
Increase in
recycling rate and
landfill diversion
and decrease in
methane
generation.
Construction
delivered to
milestones and all
operational by
March 2015.
Lead
Committee
1. Delivering the WMS
1.1 Delivery of
the overall
WMS targets
1.2 Successful
Contract
delivery and
development
(saving
Resources)
(a) Maximising recycling and
landfill diversion
DT/JL
(a) Building facilities:
complete the
construction of facilities
in 2014.
(b) Making sure the Contract
works: Working to ensure
the delivery of the
Contract and the output
specification.
(c) Developing the Contract
further: minimising the
cost of the Contract by
selling spare capacity.
DT/JL
DT/JL
JRB/DT
Ongoing to
end of 2014
Annual
As per key
targets
2013 onwards
The remaining facilities
to be operating by end
of 2014 including the
Combined Heat and
Power (CHP) facility, at
Runcorn.
Landfill diversion:
79% in 2014/15
82% in 2015/16
85% in 2016/17
increasing thereafter.
Recycling and
composting:
45% in 2014/15
50% in 2015/16 and
thereafter.
Surplus capacity is sold
to annually provide
500kt for Mechanical &
Biological Treatment
(MBT) and
325kt for Refuse
Derived Fuel (RDF).
RWMO
PPRC
SABC
RWMO
Landfill diversion
targets met.
RWMO
Recycling and
composting targets
met.
Achieving income
targets in the
Medium Term
Financial Plan
(MTFP) and budget.
RWMO
Key Objectives
Actions and Outcomes
(d) Developing the Contract
further: Working closely
with Districts to increase
recycling rates.
1.2 Successful
Contract
delivery and
development
(continued)
1.3 Connecting
with the
Community
(e) Develop the services at
the Household Waste
Recycling Centres
(HWRCs): to increase
recycling, composting and
diversion from landfill.
(a) Agree and monitor the
delivery by VLGM of the
Recycle for Greater
Manchester (R4GM)
Annual Action Plan (and
meeting the requirements
of the WPEP (Waste
Prevention and Education
Plan), SSP (Service
Promotion Plan) and
SCCIP (Stakeholder
Consultation and
Community Involvement
Plan).
Strategic
and
Officer
Lead
DT/
JL
DT/JL
JRB/BP
BP/PD
JRB/BP
Date
Key Targets
Outputs
As per key
targets
Help Districts
contribute by 2015/16
to an overall average
45% recycling of
Contract waste:
2014/15 – 41%
2015/16 – 45%.
2016/17 – 45%.
Increase in
recycling rates and
increase in landfill
diversion.
September
2014
As per key
targets
Quarterly
monitoring
by the SDG
(C&E) SPB,
PMB, VLGM,
and the SABC
Overall 75% diversion
target by end of
2014/15.
Develop site specific
targets.
Achieving a year on year:
a) decrease in the kg
arisings per household;
b) increase in the
recycling and
composting rate;
c) increase in the level of
Annual
landfill avoidance;
Review
d) % of waste prevented
process – half
and prepared for reyear in Nov
use;
e) declared avid
Review for
recyclers;
following
f) declared waste
year
prevention behaviour;
proposals by g) R4GM unique website
Jan/Feb
visitors;
h) R4GM brand
Increase in
diversion from
landfill and
increased recycling
and composting.
Higher level of
recycling/reduced
waste arisings.
Citizens are better
and more avid
recyclers.
Numerical targets
set end June 2014,
once outturn
position is known.
Lead
Committee
RWMO/
SABC
RWMO
SABC
Key Objectives
1.3 Connecting
with the
Community
Actions and Outcomes
Strategic
and
Officer
Lead
JRB/BP
(b) LIFE+ campaigns
delivered to time and
budget.
Date
Key Targets
Annual Plan
sign off
March.
recognition;
i) number of visits per
year including schools,
community groups,
public open days and
outreach; and
education ‘learning
evidence’ that report,
action or behaviour
change at home.
Deliver 18 of the 42
campaigns held in
Periods 1 & 2.
Deliver 24 of the 42
campaigns in Periods 3
& 4.
After LIFE
Dissemination
completed by June
2015.
April 2014
October 2014
Project
Manager
/JRB/
Steering
Group
(c) Introduce new models of
delivery for the
voluntary sector following
the pilot.
BP/PD
June 2015
Decision at
July 2014
Annual
General
Meeting
(AGM)
Set targets based on
waste minimisation.
Increase recycling via
Charity Shops (baseline
not yet determined).
Outputs
Lead
Committee
SABC
Increase in
recycling
participation/waste
prevention.
SABC
LIFE Communication
Strategy available
for dissemination
throughout the
European Union
(EU).
Refocused use of
third sector to
deliver ‘zero waste.
SABC
Key Objectives
1.4 Protecting
the Environment
and Supporting
Businesses
Actions and Outcomes
Support the Greater
Manchester (GM) Low Carbon
Hub in delivering the GM
Strategy 2013 and the
Implementation plan,
particularly on the Sustainable
Consumption and Production
(SCP) work stream. (This links
to the priorities in the GM
Climate Change Strategy and
Plans) by:
(a) Working with Waste
Collection Authorities
(WCAs) to identify
opportunities for small
business to access
sustainable waste
management services.
Strategic
and
Officer
Lead
Date
March 2014
(for 2015
evaluation)
MN/PD
Monthly
March 2015
(b) Promote business
reference points which set
out benefits and practical
ways to put in place
sustainable waste
management for the
business sector targeted at
SMEs.
March 2015
MN/PD
Key Targets
Develop and
implement the Trade
Waste Partnership
Group’ 12 month trial
to market and develop
new trade waste
contracts across the
partnership.
Monitor and evaluate
the results.
Report on outcome of
pilot/proposals for the
medium term
to the Authority.
Develop by March 2014
monitor by March 2015
key business
information on R4GM
website, outlining key
support for businesses
on waste
management,
recycling, legal
Outputs
Appointment of
Sales & Marketing
Manager.
No of new contracts
and % increase.
Total value of new
contracts and %
increase.
R4GM business
pages developed
and implemented
and increase in hits
on R4GM web site
Business Pages.
Lead
Committee
RWMO/
PPRC
SABC/
PPRC
Key Objectives
Actions and Outcomes
Strategic
and
Officer
Lead
Date
Key Targets
Outputs
requirements,
resource efficiency
and access to key
support.
(c) Work with the Cooperative Group (Co-op) to
explore potential
opportunities to increase
recyclates.
Sept 2014
Sept 2014
1.4 Protecting
the Environment
and Supporting
Businesses
Sept 2014
Sept 2014
MN/PD
March 2015
March 2015
March 2015
March 2015
Develop initiatives with
the Co-op on:
a) compostable carrier
bag pilot;
b) recycling event with
the Co-op at Angel
Square;
c) investigate point of
sale (till) messaging;
and
d) investigate Electrical
Waste & Electronic
Equipment (WEEE) in
store drop off points.
Longer term:
e) reducing packaging
and developing
alternatives;
f) food waste: as
possible feedstock for
Anaerobic Digestion
(AD) process;
g) incorporate
messaging/recycling
into future store
design; and
h) closed loop recycling:
Lead
Committee
SABC/
PPRC
Wider use of
compostable
carrier bags.
Improved
recycling.
Wider coverage of
recycling message.
Increase WEEE
recycling.
PPRC/SABC
Packaging aligned
to the four bin
system.
Potential
additional
recycling (fill
surplus capacity).
Wider coverage of
recycling message.
More sustainable
Key Objectives
Actions and Outcomes
(d) Implement the
Environmental Strategy.
1.4 Protecting
the
Environment
and
Supporting
Businesses
(continued)
Strategic
and
Officer
Lead
MN/BP
Date
By 2015
Annually
GM target of 48% CO2
reduction by 2020.
Annually
(e) Recover energy from
waste only once waste has
been reduced, re-used and
recycled.
DT/JL
All facilities
operational
by 2015
DT/JL
December
2014
JRB/DT
December
2014
Key Targets
source locally both
packaging and
recycled materials.
Deliver the landfill
diversion and recycling
and composting targets
as outlined in 1.1 (b).
16,000 HGV journeys
removed from the road
network.
GMWDA only CO2
reductions:
2014/15 – 205,500tpa
2015/16 – 232,825tpa
2016/17 – 286,149tpa.
15,000 MWhr of
electricity produced
from the (Anaerobic
Digestion (AD) facilities
in 2014/15.
48,000 MWhr of
electricity produced
from Bolton Thermal
Recovery Facility (TRF)
in 2014/15.
Carry out a feasibility
study for CHP potential
at Bolton (includes the
potential of using heat
for District heating
schemes).
Outputs
Lead
Committee
solution –
economically good
for GM.
Reduction in CO2.
325kt of waste and
fuel (RDF)
transported by rail
in 2014/15.
Reductions in CO2
PPRC/
RWMO
Targets met.
RWMO
Study completed
and business model
developed.
Key Objectives
1.4 Protecting
the
Environment
and
Supporting
Businesses
(continued)
Actions and Outcomes
(f) Landfill aftercare – take
action to prevent pollution
and minimise
environmental impact on
the four remaining sites so
that risks to people,
property and the
environment are minimised
and in full compliance with
legal requirements.
(g) Monitoring of Landcare
(Manchester) Limited
performance against the
Landcare Management
Plan.
Strategic
and
Officer
Lead
DT/
MK
Date
Ongoing
to
2015
Quarterly
DT/MK
Quarterly
Annual
Plan
DT/MK
Key Targets
No environmental
prosecutions.
No incidents reported
of harm to people,
property or the
environment from
landfill contaminants.
Evaluate the potential
for a reedbed
treatment system on
two former landfill
sites by 2015 (to create
wildlife habitat and
introduce sustainable
leachate treatment
capacity).
No leachate outbreaks
or gas migration
events.
Monitor site
developments and the
overage agreement.
Monitor compliance
with the landcare
management plan.
Outputs
Lead
Committee
Targets met.
Feasibility study
completed in
2014.
Reduction in
United Utilities
(UU) and energy
costs by 2015.
RWMO
Sites maintained to
the standard in the
Landcare
Management Plan.
The Authority
receives all overage
payments due.
Annual report
completed by
Landcare by
December each
year.
Sites are actively
managed by
Landcare.
Key Objectives
Actions and Outcomes
1.4 Protecting
the Environment
and Supporting
Businesses
(continued)
(h)Examine the feasibility of
photo voltaic (solar panels)
at the Salford Road site
and on the roofs of the
major facilities.
(a) Research and
development; and
networking, influencing
and shaping the waste
agenda.
Strategic
and
Officer
Lead
DT/MK
Date
September
204
Initial assessment
completed by
September 2014.
2014/15
Proactively responding
to all consultations and
reviewing the
implications of and the
implementation of
European and
Government’
legislation and policies
within the Authority.
These include the
European Commission’s
Review of European
Waste Management
Targets.
Take action to ensure
we implement
recommendations from
the Government’s 2013
review of:
a) National Waste Plan
for England 2013;
b) National Waste
Prevention Plan.
To help shape and
understand new
developments that may
impact on waste and to
develop and share
knowledge and
2014
1.5 Shaping
what we do
Key Targets
MN/PD
Ongoing
Ongoing
Outputs
Business case
developed.
Help shape
Government policy
for 2014/15 : no
of consultations
completed and %
within timescales.
Outcomes of EU
review support the
GM waste solution.
Minimum changes
to both collection
and the Contract,
thereby keeping
costs to a
minimum.
No of regional,
national and
international
events attended.
Quarterly Report
Lead
Committee
PPRC/
RWMO
PPRC
PPRC/
RWMO/
SABC
Key Objectives
1.5 Shaping
what we do
(continued)
Actions and Outcomes
(b) Review own strategies and
undertake policy
development to ensure
they are up to date and
relevant and are fully
compliant with legal and
statutory requirements.
(c) Review of waste
composition to revise
priorities/inform
behavioural change work.
Strategic
and
Officer
Lead
MN/BP
JRB/DT
Date
Oct 2014
Sept 2015
Key Targets
Outputs
experience with others
by attending regional,
national and
international events.
to SPB detailing
awards,
presentations, site
tours and
consultations.
Develop a three year
schedule based on need
and priority.
Up to date
strategies and
policies.
Reviewed to
schedule.
Update Waste
Composition data to
reset interim recycling
targets and target
behavioural change
resources.
Assessment of %
of waste
recyclable and
effectiveness of
current collection
arrangements.
Ensure actual spend is
to profiled budget
(revenue).
Ensure actual spend to
profiled spend is to
budget (capital).
Target for budget
savings achieved.
Full compliance with
budget timetable
including quarterly
Monitoring reports.
Unqualified Audit
opinion on the
Accounts and
value for money
(VFM) Conclusion.
Spend to budget
Medium Term
Financial Plan and
budget savings
achieved.
Lead
Committee
PPRC/
RWMO/
SABC
PPRC
SABC
2. Using our Resources economically, efficiently and effectively
2.1 Managing
money
(a) Prudent management of
the budget, delivery of
the MTFP and the agreed
budget savings.
JRB
SDT
Quarterly
Audit
Committee
PPRC
Key Objectives
Actions and Outcomes
Strategic
and
Officer
Lead
(a) Keep the organisation
under review to ensure it
is fit for purpose.
Date
Ongoing
July 2014
2.2.Improving
Services
SDT
June 2014
Oct 2014
(a) Deliver the Asset
Management Plan (AMP)
and associated action
plans.
2.3 Managing
Assets
MN/
BP
June 2014
DT/MK
May 2014
April 2016
MN/MK
Sept 2014
Key Targets
Continual review of the
organisation to ensure
it delivers Value for
Money.
Take account/
contribute to:
1. 2015/16 review of
Combined
Authority.
2. 2016/17 changes to
bring about £200k
further spending
reduction target for
own resources.
3. Development of the
2020 Vision.
Surrender the leases
for Lester Road/
Blackrod HWRCs by
June 2014, as part of
the budget savings.
Bredbury former
landfill site: develop
an options appraisal
and master plan for
capital works
improvements by May
2014. Implement by
April 2016.
Salford Road: develop
an options appraisal
for potential income
generation by
Outputs
Organisation
remains fit for
purpose in relation
to the Contract and
the wider AGMA
developments
including the
Combined
Authority.
Budget savings
delivered.
Governance
arrangements,
communication and
information
strategies and key
processes in place.
Liabilities and risks
reduced.
Financial benefits &
efficiencies
realised.
Lead
Committee
PPRC
PPRC
Key Objectives
Actions and Outcomes
2.3 Managing
Assets
(continued)
2.4 Delivering
good
Governance
(a) Work to the six key
principles of the
Chartered Institute of
Public Finance and
Accountancy
(CIPFA)/Society of Local
Authority Chief Executives
(SOLACE) framework:
i. Identifying &
communicating our
vision and purpose.
ii. Members & Officers:
defining purpose, roles
and responsibilities.
iii. Values of good
Strategic
and
Officer
Lead
Date
MN/BP
April 2014
MN/BP
September
2014
MN
March each
year
SM
July 2014
SM
July 2014 &
Key Targets
September 2014,
including solar power
generation. Implement
by April 2016.
Consider linking into
wider AGMA Low
Carbon Hub PV
proposals for
procurement.
Agreement signed by
for the phased return
of Cringle Road and
Barlow Hall landfill
sites to Manchester
City Council
Dunkirk Farm, Hyde:
marketed and
complete sale.
Revise and implement
the Corporate Plan.
Approval of the
Constitution at the
AGM.
Code of Conduct
Outputs
Lead
Committee
PPRC
Capital receipt
Vision &
objectives
communicated to
all stakeholders.
Revised, fit for
purpose
Constitution.
No complaints
PPRC
Standards
Key Objectives
Actions and Outcomes
Strategic
and
Officer
Lead
governance & standards
of behaviour.
iv. Decision making,
scrutiny, and managing
risk.
2.4 Delivering
good
Governance
(continued)
v. Developing the capacity
and capability of
Officers and Members.
vi. Engaging with local
communities & others
to ensure public
accountability
(b) Provide assurance that
Corporate Governance
objectives are met.
Date
March 2015
Key Targets
approved by the
Authority & monitored
by the Standards
Committee.
That the Constitution
is adhered to and the
risk registers are
reviewed on a
quarterly basis.
SM
Ongoing
AF
SM
Annually
Members training
programme approved
at the AGM.
AF
SM
Ongoing
All Members receive
appropriate training to
fulfil their role(s)
within the Authority.
(see 1.3 above)
JRB/MN
Annually
To approve the Internal
Audit Strategy, Annual
Audit Plan and ensure
they are completed to
timetable.
Outputs
received by the
Authority.
Lead
Committee
Committee
Audit
All work
Committee
programmes
(Risk
approved by the
Management)
Authority.
Risk registers are
updated quarterly
Risks are managed
& process
validated by
Internal &
External Audit.
No of Members
attending courses.
Positive feedback
from surveys.
PPRC
All Members
receive at least
one training
session in addition
to the induction
course.
Targets met.
Effective Corporate
Governance in
place.
Provide assurances
Audit
Committee
PPRC
Key Objectives
Actions and Outcomes
Strategic
and
Officer
Lead
JRB/LK
Annually
MN
Annually
JRB/LK
Quarterly
MN
Sept 2014
Date
2.4 Delivering
good
Governance
(continued)
Key Targets
Review the Authority’s
role as a Senior Lender
to the Private Finance
Initiative (PFI) on an
annual basis.
Annually review AntiFraud and Corruption
Whistleblowing and
Anti Money Laundering
policies.
Provide quarterly
reports to the Audit
Committee on key
areas e.g., Treasury
Management.
Carry out an annual
Value for Money (VFM)
assessment using the
Key Lines of Enquiry
(KLOE) Framework.
Outputs
Lead
Committee
to the Authority
that robust
Corporate
Governance in
place.
Endorsement by
both External and
Internal Audit.
Audit
Committee
PPRC
VFM assessment
completed and
considered by the
Audit Committee.
The Authority has
proper
arrangements in
place to secure
economy, efficiency
and effectiveness in
its use of resources.
3. Providing a well-run and safe place to work with the right people with the right skills
3.1 Supporting
our staff
(a) Review and implement an
annual ‘People Plan’
(http://meetings.gmwda.
gov.uk/ieListDocuments.a
MN
BP/AF
Annually (as
per People
Plan)
Refresh the People Plan
targets annually.
4% or less overall,
sickness levels.
People plan in
place.
Effective
performance
PPRC
Key Objectives
3.1 Supporting
our staff
3.2 Creating a
healthy and
safe work
environment
Actions and Outcomes
Strategic
and
Officer
Lead
Date
spx?CId=227&MId=1547&V
er=4) (using the Investor
in People (IIP) Framework)
which empowers staff,
identifies development
needs and ‘gaps’ to ensure
that the organisation has
the right people with the
right skills; and staff are
satisfied or very satisfied
with working for the
Authority.
(a) Deliver an annual health
and safety action plan
(http://meetings.gmwda.
gov.uk/ieListDocuments.a
spx?CId=227&MId=1547&V
er=4) to ensure a safe
supporting and secure
work environment.
On-going
MN
BP
Annually
Annually
3.3 Continuously
seeking better
ways of working
(a) Reviewing and
continuously improving
the key processes, systems
and administrative
procedures.
MN/BP
May 2014
MN/BP
March 2015
MN/BP
Annually
Key Targets
Outputs
50% or more staff with
100% attendance.
100% of staff receiving
staff appraisal.
90% of staff satisfied or
very satisfied with the
organisation.
management in
place, including
staff appraisals.
Low sickness
levels.
Development
framework in
place.
IIP Silver Standard
by 2017.
No Reportable Injuries,
Diseases and Dangerous
Occurrences
Regulations (RIDDOR)
accidents.
Review and implement
the Health & Safety
Action Plan Annually.
Develop and implement
a programme of risk
assessments & audits.
Review IT service
provision to ensure
Value for Money and
develop an options
appraisal by May 2014.
Implement IT service
recommendations (may
involve tendering) by
March 2015.
Review the Business
Targets met.
Full legal
compliance.
Lead
Committee
PPRC
PPRC
Up to date plan in
place.
Risks mitigated.
Improved
processes and
systems that
deliver
efficiencies.
Recommendations
implemented.
Business
PPRC
Key Objectives
3.3 Continuously
seeking
better ways
of working
(continued)
Actions and Outcomes
Strategic
and
Officer
Lead
Date
BP/DA
Annually
MN/BP
Annually
BP/DA
May 2014
(Review)
October 2014
(Implement)
Key Targets
Continuity Plan
annually.
Identify, review,
document and test all
business critical
systems annually.
Annually review and
implement both
internal and external
service level
agreements (SLAs).
Review SharePoint file
structure and index;
implement new file
structure and update
the documents
Outputs
Lead
Committee
Continuity Plan
fully tested,
communicated
and implemented.
SLAs in place.
PPRC
Structured
indexing.
Efficiency Programme and Prospects for additional savings from 2014/15
(this plan is an extract from the wider MTFP, which sets out savings targets agreed with the
Association of Greater Manchester Authorities (AGMA); as part of a drive to meet the
spending reductions required by the 2011 Comprehensive Spending Review (CSR) and 2015/16
Indicative Settlement issued in Autumn 2013.
Year for review
2014/15
2015/16
2016/17
Controllable Costs
Ongoing review of cost base, including four
remaining former landfill sites aftercare
arrangements.
✓
✓
✓
Identification of further savings of £200k to
meet 12.5% saving agreed with AGMA by
2016/17.
-
✓
-
Treasury management – take advantage of
any market conditions.
✓
✓
✓
Asset Management Plan (AMP) – continuing
proactive management of assets, including
reducing costs and generating (potential)
capital receipts.
✓
✓
✓
Maximising the utilisation of Contract assets
to ensure that in so far as possible the
maximum tonnage throughput is achieved
and amounts landfilled are minimised (the
‘our aim is zero waste’ initiative).
✓
✓
✓
Continue to evaluate income opportunities
for the sale of Surplus capacity.
✓
✓
✓
Post construction period re-financing.
(Expected in 2017/18 at the earliest)
-
-
✓
(preparation)
Post construction Contract optimisation
measures implemented.
-
✓
✓
- Increase local participation in recycling
to 45% (average); and
✓
-
-
- Potential to generate additional capacity
for further sale.
-
✓
✓
Contract
In partnership with Districts:
Contact Details
John Bland – Treasurer & Deputy Clerk
Email: [email protected]
Direct line: 0161 770 1747
Mark Newall – Director of Resources & Strategy
Email: [email protected]
Direct line: 0161 770 1744
David Taylor – Director of Contract Services
Email: [email protected]
Direct line: 0161 770 1742
Offices
Medtia Chambers
5 Barn Street
Oldham
OL1 1LP

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