IESE AND WRAP MEMORANDUM OF UNDERSTANDING: JOINT WORKING PROGRAMME

Transcription

1 IESE AND MEMORANDUM OF UNDERSTANDING: JOINT WORKING PROGRAMME June 2011 (formerly Improvement Efficiency South East) and (The Waste and Resources Action Programme) have agreed to deliver the following support programme to local government to avoid duplication and promote collaboration so as to make optimal use of the skills and resources in both organisations.

2 1 Version Control Page Document description Document name and MoU and Joint Working Programme for Author Linda Crichton / David Greenfield Approved 23 May 2011 Version control Version Date Author Description David Greenfield First formatted draft of initial draft with comments from CP / SJ / CB David Greenfield Second format with annex 1 & 3 added Linda Crichton Third format with annex 4 added and some revisions to text David Greenfield Fourth revision following 31 st Jan meeting between DG/LC/PW David Greenfield Fifth revision following 10 th Feb meeting between DG/LC/CB Linda Crichton Sixth revision following 10th Feb meeting between DG/LC/CB prepared Annexes added David Greenfield Seventh revision following meeting between DEFRA,, and Local Government group Linda Crichton Eighth revision building on v1.7 and adding revised table Linda Crichton/ David Greenfield Ninth revision issued to Defra Linda Crichton 10 th revision taking account of comments from J Barrett and A Mable Final Linda Crichton Final Approved Version

3 2 Introduction Public services are facing unprecedented levels of spending cuts, increasing demands for better services, rapid technological change and a new legislative environment which will give individuals, local authorities and communities a greater say in running services. To adapt to these challenges, public services will need to draw on existing best practice and find new, creative ways of meeting the needs of the people they serve. This process will need to be assisted by a well-targeted support programme which is able to respond flexibly to local priorities. and have been providing support to local authorities for six and eight years respectively. Going forward both organisations will be more limited than in the past in the amount and type of support they can offer. Both organisations agree that programmes and activities should be developed and shared openly between them and that the avoidance of duplication by subject or geography, the promotion of collaboration and the sharing of skills should guide the content and delivery of programmes. This document focuses on support to local government on waste and resource management issues and services. Both and are being asked to provide support to the wider public sector and coordination of this wider programme will be incorporated, as appropriate, into this MOU from April Vision and will deliver a support programme to local government in England that is valued, targeted and resource efficient, and in delivering this programme will ensure that it addresses the needs of local authorities and our funders. Aims In delivering support to local government and will ensure that: Local government is able to influence and be informed about the support available from both organisations There are standing arrangements in place for discussing and planning activities in order to avoid duplication and enable a clear understanding of each other s work programme Collaboration in agreed areas is ongoing and delivers the range of support required by local government, subject to available funding The priorities identified by the DEFRA review of Waste Policy are addressed Local Government Support areas of support & responsibilities Both organisations have recognised the need to adapt, re-define and prioritise our support to local government taking into account the implications of CSR11, the need to increase efficiency in the delivery of services and the reduced funding available from Government. Waste is the fourth largest service by expenditure - worth 4billion a year to the economy - and one of only a few services provided by local government to impact on all households on a regular basis. Strategic and practical support is required that encompasses the needs of both local authorities and the Coalition government.

4 and have set out below the key areas for support, with responsibilities identified, and projects where closer collaboration is required. Where a greater level of joint working is identified more information on these activities is provided in Annexes 1, 2 and 3. will continue to offer support nationally. Although managing the national waste partnership programme on behalf of Defra and running WIN, has to date been largely focused on supporting local authorities in the South East. Going forward will offer the support outlined below nationally. Support will be tailored to the needs of individual local authorities or partnerships and advice can be provided in a number of formats, such as written reports, 1-1 advice, presentations/briefings for officers/members, published information and case studies, and via training or dissemination events. 3 Support area Reuse, recycling & residual waste collection - household & business waste (including material specific information; advice on food waste, packaging, bulky items, textiles) - Identification of good practice - Collation of key performance data (costs, diversion rates, customer satisfaction) - Provision of 1:1 strategic and operational advice on service profiles, service changes, service improvements Organisational Transformation - Rapid improvement reviews - self-assessment tool Procurement of commodities & services (see Annex 2) - Framework contracts and advice on procuring goods and commodities including frameworks as appropriate (e.g. home compost bins, fuel, containers, vehicles) - Framework contract for waste services (Annex 2a) - Non-framework contract procurement support for collection/recycling services(annex 2b) Overall Support Area Lead Responsible for delivery of specific activities (health check reviews) - Selling recyclable materials (Annex 2c)

5 4 Recycling on the go - Provision of good practice information and case studies - Materials and messaging to encourage people to participate Behaviour Change & Citizen Communications reuse, recycling, reducing waste - Provision of good practice information; communications materials & templates; working with partners to deliver campaigns locally - Recycling & Waste Services Commitment (support to Defra & LGA) - Rewards & recognition support to Defra and provision of good practice information and case studies (Recycle Now) building on Recycle Now Love Food Hate Waste KBT* (Love Where You Live) Joint Working & Partnerships - Project management support - Business case development - Facilitation & strategic support - Standardised partnership documentation and support in using it - Maintaining and further developing the on-line partnership route map - Harmonising collection services identifying opportunities and options appraisals Training & Skills (see Annex 1) - Delivery of the programme of training events & workshops - Support in identifying training and skills needs and in promoting courses Street cleansing * KBT * Separate MoUs are being developed between and Keep Britain Tidy (KBT) and and KBT.

6 Delivery Mechanism In order to deliver these aims, and have agreed to: 5 Establish effective processes for sharing data/information and intelligence and to involve other organisations as appropriate (refer Annex 3). Communicate our respective roles and activities clearly and to explain to local authorities how they can access the support available, This to include targeted communications, press releases, regular updates to the key local authority waste bodies, and appropriate information on and signposting from our websites as well as third party websites (e.g. LARAC, NAWDO, ADEPT, LGA). Ensure effective knowledge transfer and good practice dissemination by the most appropriate means. will continue to manage and further develop WIN including the document service (re-launched in March 2011) and focus report series. will maintain and further develop the local authority pages on the website and run training courses and dissemination events. Take steps to check that local authorities know who to go for what and how they can access the available support. IESE and will also: Meet quarterly to review priorities and activities. Review and update this MoU annually. The annual review will be conducted with Defra and will cover the scope of the MoU as well as progress on collaborative projects. It is recognised that the programme will need to be flexible in case of changes in policy, local government priorities and future financial circumstances. Develop a relationship with KBT to ensure all programmes of support to local government are aligned Share information on the authorities each organisation is targeting so as to avoid duplication Agree how produced materials and the support areas for which has lead responsibility are covered on WIN Agree and issue a joint communication to local authorities outlining the services available from each organisation and how to access these Report progress to Defra according to the requirements of our respective grant agreements or as required by individual project boards established by Defra. It is acknowledged that in due course Defra may wish to put in place alternative governance arrangements for this joint local government support programme and that reporting requirements may change as a result. Be transparent about any charging mechanism or other conditions that may apply to the support on offer.

7 6 Outcomes from and working together The outcomes of our collaboration will enable local government to: Have access to an improved evidence base on which to make good local decisions Buy commodities and services that are suitable for their areas and chosen service profile and demonstrate value for money Improve service provision for householders and businesses, achieving where possible efficiency savings and quality standards. Increase partnership working and delivery of shared services Reduce the amount of residual municipal waste sent for disposal Optimise the income from the sale of recyclable materials Conclusion and are committed to working together, and with DEFRA, to focus the resources of both organisations on supporting local authorities in achieving improved customer service and value for money in the delivery of waste and recycling services, and local and national objectives for reducing waste to landfill. Signed for Signed for Marcus Gover Director Date: Andrew Larner Managing Director Date:

8 Annexes: Collaborative projects 7

9 8 Annex 1 - Skills and training Delivery Lead: Need Providing efficient waste collection & recycling services requires good management backed by a structured and shared knowledge of best practice and experience. Training is about building and maintaining/ updating capability to develop and run effective and efficient recycling and waste prevention programmes. The growth in the recycling sector has led to increases in the numbers of staff employed by local authorities and others in all the various aspects of the sector. Turnover appears high and is likely to increase at a time of budget cuts when much skill and experience is lost. Many new entrants, from other LA departments and/or from outside have little or no knowledge or experience of waste management and recycling. Local authorities have a poor record of supporting training for their junior staff. The latest Local Government Workforce survey reported: In 2009/10 the median gross training expenditure (GTE) was 185 per employee, the lowest level since 2003; looking forwards to the financial year 2010/11, over three fifths of authorities (64 per cent) thought that gross training expenditure would decrease. There is also a need for elected members, particularly newly elected members, to have access to up to date information and briefings so as to increase their knowledge of waste and resource management, and to help inform their decision making. Aim Done properly, training should be seen as part of a broader continuing activity which can be described as closing the learning loop. It should be seen as intrinsic to our joint vision, dynamic, planned professionally with clearly defined objectives, learning outcomes and independently quality assured. It should aim to increase the skills and knowledge base of the sector by. addressing both induction training and advanced training for more experienced staff delivering good practice workshops and seminars, developed in response to demand for information and providing an opportunity to disseminate good practice guidance and the findings of research continuing to encourage the up-skilling of supervisors and operatives, who have an important role in delivering recycling services and the roll out of Vocational Qualifications including Apprenticeships working with other training providers from industry, trade and educational bodies to develop a broad based provision within an agreed framework giving rise to valued qualifications.

10 9 What are the outputs/outcomes? To make, in collaboration with other training providers, a major contribution to a coherent training and skills programme aimed at addressing skills issues, including those identified in the Local Government workforce survey and the EU Skills UK waste Management and Recycling Industry 2010 Labour Market Investigation report. To stimulate demand by delivering training, workshops and seminars with clear added value to local authorities, the industry, students and trainees. Delivery mechanism will build broad industry and academic support for a shared training programme which all in the sector can contribute to and value. will collaborate with to identify training and skills needs and ways of responding will assist in stimulating demand and promoting courses, workshops and seminars and in identifying alternative venues for training events and will signpost local authorities to other sources of relevant training (e.g. LGI&D) and to identify any specific information needs of elected members and consider how these may best be met. Target for 2011/12 will develop and deliver a high quality programme of training, workshops and seminars which is responsive to local authority needs. in conjunction with LGI&D will publish three workbooks for elected members covering waste collection and recycling services.

11 10 Annex 2a Procurement support Waste Collection Framework Delivery Lead: Need There are 32 authorities in London and the South East expected to procure their waste collection services between 2012 and A number of additional councils are expected to outsource their inhouse collection services during this period. To reduce the resources required to procure these services, improve the quality of what is being procured and ensure value for money is developing a framework that will enable councils to procure waste collection, street cleansing and grounds maintenance services more efficiently. will support the procurement by advising on service specifications and other matters as appropriate. Aim A framework which standardises so far as possible elements of waste collection contracts to reduce the cost and time taken by local authorities and suppliers in agreeing new cost effective service contracts. Outcomes A framework that is compliant with European procurement regulations. Use of the framework by a number of local authorities letting waste management contracts before 2016 A monitoring structure that enables continuous improvement of the framework call offs and contracts procured through it. Delivery mechanism will lead the development of the framework in conjunction with relevant stakeholders will support the working groups developing the framework on specification and pricing models will be represented at relevant project team meetings will lead on market engagement will act as critical friend to identify areas of risk including seeking appropriate legal advice on the procurement strategy for the framework to supplement s legal advice, and support in the management of risk IESE will support local authorities in the use of the framework and manage the delivery of the call off contracts. Target for 2011/12 A delivered framework available to authorities in the SE and London Potential for further frameworks in other geographical areas assessed and strategy agreed for their development

12 11 Annex 2b Procurement support direct support (non framework) Delivery Lead: Need The demand for advice from collection authorities on procurement issues as they look to renew expiring contracts or let new more cost effective ones is likely to exceed the resources available to provide support. This therefore will require clear priorities to be established; effective referrals in line with the work areas agreed in this MOU to support individual authorities or groups of authorities at the different stages of procurement; the identification of lessons learned and arrangements to build the capacity of local authorities to manage future procurements with less support. Whilst will focus on delivering on the Framework, will take the lead in delivering procurement support to authorities in areas where the framework will not apply. Aim A clear approach and structure that ensures clarity of understanding regarding delivering support on procurement to specific authorities Effective capture of lessons learned for dissemination and incorporation into training materials and good practice materials/guides. Outcomes Clarity for client authorities regarding the provision of procurement support: differentiating between framework and direct support. An accessible knowledge base of good practice and shared experience for local authorities and their advisers to draw on. Delivery mechanism Hold a workshop with staff concerned with procurement and representatives of local government networks to establish o the current provision o the demand for support from local authorities o where support effort should be concentrated o identify where there are gaps in support o agree how we will promote our services to authorities Target for 2011/12 A clear plan and process for the delivery of a procurement service to local authorities in England

13 Annex 2c Procurement support joint selling of recyclable materials 12 Delivery lead: Need Aim Some local authorities are concerned that they do not get enough income from the materials collected for recycling.. While there is a lack of transparency about income from PRN s the larger problem may be the way in which local authorities handle materials either in the service contracts they procure or, if they manage their own sales, the way in which they trade with the markets and the skills they have for doing so. Current practices vary with revenue sharing arrangements increasingly common in service contracts but negotiations are asymmetric between local authorities who do not generally have the in-house expertise to negotiate on an even footing with waste and reprocessing companies. Some major retailers complain that they find it hard to source materials for recycling into their packaging and complain that it is expensive and difficult for them to deal with waste collection authorities individually so are looking for alternative ways to engage. A more effective distribution of the income from the sale of collected recyclables which rewards local authorities for the success of their recycling collections and incentivises them to increase their coverage and scope. This will take into account the different ways in which recyclables are handled either through service contracts or where LAs trade directly with the market. Outcomes One or more consortia of local authorities capable of marketing materials directly to achieve improved value for collected materials and reduce the net cost of recycling services through establishing effective trading mechanisms A programme of direct support to local authorities where applicable. Demonstrate viable models or approaches and collate / develop standard documentation for use by other groups of authorities. Establish if there are alternative routes to market through retailers and obligated parties. Delivery mechanism Establish a small task group from and to scope the project. will contribute their partnership knowledge and their knowledge of how materials are typically handled in service contracts, of materials trading and the markets and their links to the reprocessing and retail sectors. Learn from existing consortia eg Hertfordshire to understand the barriers and optimum size Draw on existing partnership pilots, or other interested groups of authorities, to recruit potential members of a consortium Investigate legal structures possibly using powers under the Localism Bill - and governance arrangements - a Board - to involve the members of the consortium Develop a capability for responding to individual authorities where appropriate.

14 13 Target for 2011/12 To establish example forms of agreement to cover revenue and risk sharing, operational and, as appropriate, quality standards. To draw up a programme to encourage uptake by local authority partnerships.

15 14 Annex 3 Data and information sharing Delivery Lead: Need and have access to a significant amount of data regarding councils waste services from published sources, surveys and direct involvement. This information is subsequently used for a variety of purposes: to identify and support authorities that appear to have the opportunity to improve performance or authorities whose contracts are coming to an end. At present and hold data separately. Sharing this information would ensure both organisations have better intelligence and are able to target their support more effectively. Shared knowledge of data holdings and data gathering plans will avoid duplication of effort and multiple requests to local authorities for information. There are also a number of other organisations that hold information on local authorities and local authority services. Aim Sharing council intelligence and avoiding duplication of effort in managing the data Outcomes Defined areas of information that each organisation will own (in terms of collecting and analysing) A system that allows both organisations to share information effectively while taking account of data protection standards. Better informed decisions about the priorities for support. Identify opportunities for wider reporting of data with authorities Delivery mechanism Hold a workshop session between staff concerned with data to establish; o what data each organisation holds o identify where there are gaps in the data o who will lead on particular areas of data in the future Agree a procedure for sharing the information with each other and third parties. Target for 2011/12 Clarity on information that each organisation will own (in terms of collecting and analysing) and a system for signposting local authorities and others to this information.