AGENDA - Hart District · That Cabinet notes the Treasury Management activities during the financial year ended 31 March 2013. 8 PROJECT INTEGRA CONSTITUTION, HAMPSHIRE JOINT MUNICIPAL

1

NOTICE OF MEETING

Meeting:

Cabinet

Date and Time:

Thursday, 6 June 2013 at 7pm

Place:

Council Chamber, Civic Offices, Fleet

Telephone Enquiries to: 01252 774141 (Mrs G Chapman)

[email protected]

Members: Crookes (Chairman), Burchfield, Crampton,

Evans, Glen, Kennett, Kinnell, Parker

G Bonner

Chief Executive CIVIC OFFICES, HARLINGTON WAY

FLEET, HAMPSHIRE GU51 4AE

AGENDA COPIES OF THIS AGENDA ARE AVAILABLE IN LARGE PRINT

AND BRAILLE ON REQUEST

1 MINUTES OF PREVIOUS MEETING

The Minutes of the meeting of 9 May 2013 are attached to be confirmed and signed

as a correct record. Paper A

2 APOLOGIES FOR ABSENCE

3 CHAIRMAN’S ANNOUNCEMENTS

mailto:[email protected]

2

4 DECLARATIONS OF INTEREST

To declare disclosable pecuniary or any other interests.

5 PUBLIC PARTICIPATION (ITEMS PERTAINING TO THE AGENDA)

6 REVENUE AND CAPITAL OUTTURN 2012/13

To provide Cabinet with details of the provisional outturn position on Revenue and

Capital expenditure for 2012/13 and seeks approval to carry forward certain unspent

revenue budgets to allow for the completion of expenditure programmes in the

current financial year. Paper B

RECOMMENDATION

1 That the 2012/13 provisional outturn position for the General Fund Revenue

Account be noted.

2 That the 2012/13 outturn position for Capital expenditure be noted.

3 That the carry forward of the unspent revenue budgets be approved.

4 That Cabinet note the accounting adjustment described in Paragraph 5.

7 TREASURY MANAGEMENT PROGRESS

To report the Council’s Treasury Management activities during the 2012/13 financial

year. Paper C

RECOMMENDATION

That Cabinet notes the Treasury Management activities during the financial year

ended 31 March 2013.

8 PROJECT INTEGRA CONSTITUTION, HAMPSHIRE JOINT

MUNICIPAL WASTE STRATEGY AND PROJECT INTEGRA ACTION

PLAN 2013 – 2016

To obtain approval for the Project Integra Action Plan 2013-2016, revised Project

Integra Constitution and the revised Joint Municipal Waste Strategy for Hampshire.

Paper D

RECOMMENDATION

1 That members approve the Project Integra Draft Action Plan 2013-2016,

revised Project Integra Constitution and the revised Hampshire Joint

Municipal Waste Strategy as attached at Appendix 1, 2 and 3.

2 That the funding of Project Integra Partnership for current financial year as

detailed in paragraph 9.1 is agreed.

3

9 APPRENTICESHIPS – UPDATE

The purpose of this report is to provide Members with an update on the

apprenticeship scheme. Paper E

RECOMMENDATION

That the report be noted.

10 NOMINATIONS TO OUTSIDE BODIES 2013-14

To seek nominations to Hart’s approved list of Outside Bodies. Paper F

RECOMMENDATION

That the list of nominations to Hart’s approved list of Outside Bodies as set out in

Appendix 2, be approved.

11 IT STRATEGY WORKING GROUP – PROGRESS REPORT

To outline progress over the last 6 months in developing the Council’s Information

Technology systems. Paper G

RECOMMENDATION


12 CABINET WORK PROGRAMME

The Cabinet Work Programme is attached for consideration and amendment.

Paper H

Date of Despatch: 28 May 2013

PAPER B

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CABINET

DATE OF MEETING: 6 JUNE 2013

TITLE OF REPORT: 2012/13 PROVISIONAL OUTTURN POSITION

Report of: Head of Finance

Cabinet member: Councillor Ken Crookes, Leader

1 PURPOSE OF REPORT

1.1 This report provides Cabinet with details of the provisional outturn position on

Revenue and Capital expenditure for 2012/13 and seeks approval to carry forward

certain unspent revenue budgets to allow for the completion of expenditure

programmes in the current financial year.

2 OFFICER RECOMMENDATION

2.1 That the 2012/13 provisional outturn position for the General Fund Revenue

Account be noted.

2.2 That the 2012/13 outturn position for Capital expenditure be noted.

2.3 That the carry forward of the unspent revenue budgets be approved.

2.4 That Cabinet note the accounting adjustment described in Paragraph 5.

3 TIMETABLE

3.1 Cabinet receives a report on the provisional outturn figures in June; considers

requests for budget carry forwards, and the treatment of any variances and transfers

to or from reserves.

3.2 The Head of Finance must sign the provisional Statement of Accounts, taking into

account Cabinet’s decisions, and present the statements to the external auditor by

30 June.

3.3 The Audit Committee must receive the audited Statement of Accounts together with

the Annual Governance Report for signing and approval at its meeting on 24

September.

4 PROVISIONAL REVENUE POSITION

4.1 When the Cabinet reviewed the budget report in February, it was anticipated that

there would be an under spend in the revenue budget of £242k which, in addition to

the planned contribution to reserves of £194K, would have made a total addition to

reserves of £436K. The position has now changed and the provisional estimated

under spend in 2012/13 is now estimated at £524k. (Prior to the adjustment shown

in paragraph 5 below) The reasons for the changes since the February report are:

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Reported

in

February

£000

Provisional

Outturn

£000

Pressures

Corporate

External Audit - Additional challenge costs

Business Support - Idox software costs (approved

Cabinet Dec12)

Corporate - Cash Receipting system

Democratic

Democratic - Additional printing costs

Planning

Development Control - Award of costs

Building Control - Decrease income

Policy - Core strategy cost

Technical

Waste - Additional bins

17

59

13

21

125

11

25

10

91

60

13

125

27

Savings

Community Safety

Salary saving

Community Projects

Corporate

Leadership Team - Salary Savings

Business Support - Salary Savings

Corporate - Various IT savings

Lower Superannuation costs

Housing

Housing Needs - Under spent on Homelessness

spend

Finance

Revenues and Benefits - Contract saving

Revenues and Benefits - Improved position

Planning

Development Control - Salary savings

Building Control - Salary saving Development Control - Additional fee income

Technical

Estates Management - Salary saving

Waste-Reduction in costs ref Integra

Waste Management - Reduction in recycling

(12)

(33)

(32)

(27)

(34)

(15)

(37)

(23) (58)

(29)

(12)

(31)

(34)

(29)

(28)

(34)

(56)

(15)

(32)

(33)

(23) (32)

(25)

(57)

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costs

Waste management - Contract saving

Waste Management - Various supplies and

Services

Admin Buildings - Fire and Safety budget not

Required Admin Buildings - Savings on new Gas

Contract

Street Cleaning - Contract saving

(35)

(18)

(12)

(20)

(19)

(16)

(53)

(88)

(21)

(16)

5 ADJUSTMENT TO RESERVES RELATING TO PRIOR YEARS

5.1 An adjustment to the stated level of general reserves is required to reflect the

proper accrual of some leisure and garden waste income. This does not involve the

loss of any monies to the Council merely that some income has been historically

accounted for in the wrong year leading to an overstatement of reserves.

5.2 When income is allocated in one year that is in respect of services provided in the

following year, the income should be identified in the accounts as an accrual and

accounted for in the year in which the services were provided. Failure to do so

some years ago for some leisure and most garden waste income meant that reserves

were overstated in the year that the incorrect accounting treatment occurred;

subsequent years were fine and the total reduction in general reserves as a result is

£339k. No further adjustments will be required in future as all income is now

accounted for in the correct year. This adjustment results in the contribution to

reserves reported in paragraph 4.1 being reduced to £185k.

6 CAPITAL POSITION

6.1 Total capital spending in 2012/13 was £974k, an under spend of £753k against the

approved budget of £1,727k. The following table summarises the position by service

area:

Approved

Budget

Actual

Expenditure

Variation

£000 £000 £000

Corporate Management £425k £43k (£382k)

Environmental Heath £9k £9k

Housing and Customer Services £744k £420k (£324k)

Leisure and Environmental Promotion

£330k £315k (£15k)

Leisure Parish contributions £99k £92k (£7k)

Technical Services £60k £35k (£25k)

Planning £60k £60k

Total capital programme £1,727k £974k (£753k)

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6.2 The capital expenditure in 2012/13 has been funded as follows:

Financed By: £’000s

Useable Capital Receipts £197k

Developers Contributions £202k

Housing Earmarked Capital Reserves

Disabled Facilities Grant £260k

Water Framework £265k

Guildford Borough Council £50k

Total £974k

7 REVENUE BUDGET CARRY FORWARDS

7.1 Officers have requested that a number of unspent budgets in 2012/13 are carried

forward to the current year to allow them to complete planned expenditure

programmes. The total amount requested to be carried forward is £45k as detailed

below:

Service

Area

Area Amount

£000

Reason

Planning Conservation £9k Planned Tree Surgery for

2013/14

Environmen

tal Health

Heath Pollution £2.8k Sound equipment budget

for 2013/14

Leisure Leisure Centre £9.2k Budget specific to the

upgrade of Gladstone

2013/14

Technical Waste £15k Waste promotion 2013/14

Technical Waste £9k Waste printing for

promotion

Total

Requested

£45k

8 GENERAL RESERVE

8.1 It is recommended that the provisional surplus for 2012/13 of £185k is added to

general reserves.

Contact Details: Tony Higgins, ext 4207, [email protected]


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CABINET


TITLE OF REPORT: TREASURY MANAGEMENT OUTTURN – 2012/13

Report of: Head of Finance

Cabinet Member: Councillor Ken Crookes, Leader

1 PURPOSE OF REPORT

1.1 To report the Council’s Treasury Management activities during the 2012/13 financial

year.

2 OFFICER RECOMMENDATION

2.1 That Cabinet notes the Treasury Management activities during the financial year

ended 31 March 2013.

3 BACKGROUND

3.1 The Council has a Treasury Management Policy Statement (and associated Treasury

Management Practices (TMPs)) in accordance with the Code of Practice issued by the

Chartered Institute of Public Finance and Accountancy (CIPFA).

4 2011/12 STRATEGY

Treasury Position as at 2012/13

4.1 Summary of Investments as at 31 March 2013

Period Rate Amount Totals

From To % £ £

Fixed Rate Deposits

RBS 05-Apr-12 04-Apr-13 2.250 2,000,000

Lloyds Corporate 27-Jul-12 04-Jul-13 3.000 1,000,000

RBS 02-Jul-12 16-Jul-13 3.000 1,000,000

Lloyds Corporate 13-Aug-12 16-Aug-13 2.850 2,000,000

Lloyds Corporate 28-Mar-13 28-Mar-14 1.100 2,000,000 8,000,000

Corporate Investment Call Accounts

HSBC - Deposit Account 01-Nov-12 0.350 3,000,000

NatWest 95-Day Notice 28-Mar-13 1.200 500,000 3,500,000

TOTAL 11,500,000

Institution

4.2 Summary of Borrowing as at 31 March 2013

Period Rate Amount

From To % £

SALIX LOAN 01-Apr-10 31-Mar-15 0.000 35,000

TOTAL 35,000

Institution

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INVESTMENT STRATEGY

4.3 At the time the 2012/13 strategy was set expectations of shorter-term interest rates,

on which investment decisions are based, showed that base rates were forecast to

continue at the low level of 0.5% until the second half of 2013 at the earliest. This

forecast has been further pushed back to March-15 at the earliest, when Sector

forecast a rate increase to 0.75%

4.4 The Head of Finance, under delegated powers, would undertake the most

appropriate form of investments depending on the prevailing interest rates at the

time, taking into account the relevant risks.

4.5 All investments would be made in accordance with the Council’s investment policies

and prevailing legislation and regulations.

BORROWING STRATEGY

4.6 For 2012/13 no long term external borrowing was expected.

5 INVESTMENT PERFORMANCE

5.1 Sector, the Council’s Treasury Management advisors, has provided a commentary on

the Economy and Interest Rates during 2012/13, which is attached at Appendix 1.

This provides the backdrop to the difficult economic climate that affected Treasury

Management throughout the year.

5.2 The weighted average interest achieved during the year was 1.74% and total interest

receipts were £214k compared to a budget of £117k.

6 BORROWING

6.1 In 2010/11 Hart took on a small interest-free loan of £35,000 over 5 years for voltage

optimisation units as part of an energy efficiency improvement.

6.2 Hart has no underlying borrowing requirement.

7 PRUDENTIAL INDICATORS

7.1 During the financial year the Council operated within the treasury limits and

Prudential Indicators set out in the Council’s annual Treasury Strategy Statement.

The outturn for the Prudential Indicators is shown in Appendix 2.

8 POLICY IMPLICATIONS

8.1 There are no policy implications.

9 FINANCIAL IMPLICATIONS

9.1 There are no financial implications other than those identified in the report.

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10 MANAGEMENT OF RISK

10.1 The Treasury Management activity supports the overall revenue budget as the

amount of interest generated through investments is an integral part of funding the

Council’s revenue budget.

10.2 The three main issues within Treasury Management are Security, Liquidity and Yield.

The CIPFA code is clear that these should be addressed in that order. Only when it

is clear that an investment will be repaid, and at a time that fits with predicted cash

flow requirements should the yield, or interest rate to be paid, be considered. The

more secure an investment is, the lower the yield will be.

11 CONCLUSION

This report provides Members with information on the level of investment and

interest earned during the last financial year and demonstrates the Councils

compliance with the Treasury Management Strategy.

Contact Details: Tony Higgins/01252 774207 [email protected]

BACKGROUND PAPERS:

Budget Report Council


APPENDIX 1

Commentary on Economy 2012/13 from Sector Treasury Services

4

The financial year 2012/13 continued the challenging investment environment of previous

years, namely low investment returns and continuing heightened levels of counterparty risk.

The original expectation for 2012/13 was that Bank Rate would start gently rising from

quarter 4 2014. However, economic growth in the UK was disappointing during the year

due to the UK austerity programme, weak consumer confidence and spending, a lack of

rebalancing of the UK economy to exporting and weak growth in our biggest export market

- the European Union (EU). The UK coalition Government maintained its tight fiscal policy

stance against a background of warnings from two credit rating agencies that the UK could

lose its AAA credit rating. Key to retaining this rating will be a return to strong economic

growth in order to reduce the national debt burden to a sustainable level, within the

austerity plan timeframe. Weak UK growth resulted in the Monetary Policy Committee

increasing quantitative easing by £50bn in July to a total of £375bn. Bank Rate therefore

ended the year unchanged at 0.5% while CPI inflation fell from 3% at the start of the year to end at 2.8% in March, with a fall back to below 2% pushed back to quarter 1 2016. The EU

sovereign debt crisis was an ongoing saga during the year with first Greece and then Cyprus

experiencing crises which were met with bailouts after difficult and fraught negotiations.

Gilt yields oscillated during the year as events in the ongoing Eurozone debt crisis ebbed and

flowed, causing corresponding fluctuations in safe haven flows into / out of UK gilts. This,

together with a further £50bn of QE in July and widely expected further QE still to come,

combined to keep PWLB rates depressed for much of the year at historically very low levels.

Borrowing Rates in 2012/13

PWLB borrowing rates - the graph below shows how PWLB rates remained close to

historically very low levels during the year.

Prudential Indicators 2012/13 APPENDIX 2

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Prudential indicators 2012/13 2013/14 2014/15 2015/16 2016/17

Extract from budget and rent setting reports actual estimate estimate estimate estimate

£'000 £'000 £'000 £'000 £'000

Capital Expenditure

Non - HRA 880 590 560 560 560

TOTAL 880 590 560 560 560

Ratio of financing costs to net revenue stream

Non - HRA -1.97% -1.38% -1.37% 0.00% 0.00%

Net borrowing requirment

brought forward 1 April 113 113 113 113 113

carried forward 31 March 113 113 113 113 113

in year borrowing requirement 0 0 0 0 0

In year Capital Financing Requirement

Non - HRA 880 590 560 560 560

TOTAL 880 590 560 560 560

Capital Financing Requirement as at 31 March

Non - HRA 113 113 113 113 113

TOTAL 113 113 113 113 113

Incremental impact of capital investment decisions £ p £ p £ p £ p £ p

Increase in Council Tax (band D) per annum 0.23 0.15 0.22 0.22 0.21

Prudential Indicators 2012/13 APPENDIX 2

6

Treasury Management indicators 2012/13 2013/14 2014/15 2015/16 2016/17

estimate estimate estimate estimate estimate

£'000 £'000 £'000 £'000 £'000

Authorised Limit for external debt -

borrowing 7,000 7,000 7,000 7,000 7,000

other long term liabilities 0 0 0 0 0

TOTAL 7,000 7,000 7,000 7,000 7,000

Operational Boundary for external debt -

borrowing 5,000 5,000 5,000 5,000 5,000

other long term liabilities 0 0 0 0 0

TOTAL 5,000 5,000 5,000 5,000 5,000

Actual external debt 0 0 0 0 0

Upper limit for fixed interest rate exposure

Net principal re fixed rate borrowing / investments 100% 100% 100% 100% 100%

Upper limit for variable rate exposure

Net principal re variable rate borrowing / investments 100% 100% 100% 100% 100%

Upper limit for total principal sums invested for over 364

days50% 50% 50% 50% 50%

(per maturity date)

Maturity structure of new fixed rate

borrowing during 2013/14 upper limit lower limit

under 12 months 100% 0%

12 months and within 24 months 50% 0%

24 months and within 5 years 0% 0%

5 years and within 10 years 0% 0%

10 years and above 0% 0%

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CABINET DATE OF MEETING: 6 JUNE 2013 TITLE OF REPORT: PROJECT INTEGRA CONSTITUTION, HAMPSHIRE

JOINT MUNICIPAL WASTE STRATEGY AND PROJECT INTEGRA ACTION PLAN 2013 - 2016

Report of: Waste & Recycling Manager – Joint Waste Client

Team Cabinet Member: Councillor Jonathan Glen, Environment 1. PURPOSE OF REPORT

1.1 To obtain approval for the Project Integra Action Plan 2013-2016, revised Project

Integra Constitution and the revised Joint Municipal Waste Strategy for Hampshire. 2. OFFICER RECOMMENDATION 2.1 That members approve the Project Integra Draft Action Plan 2013-2016, revised

Project Integra Constitution and the revised Hampshire Joint Municipal Waste Strategy as attached at Appendix 1, 2 and 3.

2.2 That the funding of Project Integra Partnership for current financial year as detailed in

paragraph 9.1 is agreed.

3. BACKGROUND

3.1 Project Integra is a partnership of local authorities and a private waste contractor who are working together to provide an integrated solution to the management of Hampshire's waste. The partnership includes all 11 district councils in Hampshire, Portsmouth and Southampton unitary authorities, Hampshire County Council, and the private waste contractor Veolia Environmental Services.

3.2 Over the last 17 years, Project Integra has delivered an internationally recognised collection and processing infrastructure to ensure a more sustainable approach to the management of waste in Hampshire.

3.3 The Project Integra Action Plan sits alongside the Project Integra Constitution and

the Hampshire Joint Municipal Waste Management Strategy (JMWMS). These documents are the three core documents that underpin the Project Integra Partnership and have been updated during 2012/13 to incorporate the outcomes of the recent review of the partnership.

3.4 At the Project Integra Board Meeting held on 21st March 2013 both Portsmouth and

Southampton City Council’s confirmed that they would be reducing the level of funding they provide to Project Integra with effect from 2013/14. In addition Basingstoke and Deane Borough Council have confirmed that they will be reviewing their future funding of the partnership. Whilst this report recommends that Hart

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continues funding the partnership for the current financial year, it is proposed that this is reviewed over the coming months and that the position is reconsidered for 2014/15.

3.5 Hart’s Overview and Scrutiny Committee considered and commented on the Action

Plan, Constitution and Joint Municipal Waste Strategy as attached Appendix 1, 2 and 3 at their meeting held on 21 May 2013.

The agreed comments of the Committee were:

i. That whilst Hart are working on increased recycling participation, the Project

Integra Action Plan doesn’t make reference to this and Committee asked that this be referred to Cabinet for consideration.

ii. The Committee appreciated the action plan was countywide and whilst

recognising the value of a schools education programme, the Committee felt that locally there was an opportunity to see how these actions were applied within Hart and the evaluation of the benefit.

iii. The Committee reflected that Action 7 was lacking any detail which would

help evaluate the potential benefits. 4. APPROVAL OF THE PROJECT INTEGRA ACTION PLAN 4.1 The draft Action Plan attached at Appendix 1 was approved by the Project Integra

Strategic Board on March 2013 for submission to individual authorities. 4.2 Authorities may approve the Draft Action Plan unreservedly or may approve it

subject to a reservation in respect of any particular matter over which it has concerns. Where approval is given subject to such reservation, the Partner Authority’s voting Member is not entitled to vote on the matter in question when it is subsequently considered by the Board, and any resolution of the Board on the matter in question does not bind that Partner Authority.

5. PROJECT INTEGRA CONSTITUTION 5.1 The Constitution has been amended to include the outcomes of the Project Integra

review, agreed by members in May and June 2012. 5.2 The main area of revision is the removal of any reference to the scrutiny function

within Project Integra, following the disbanding of the Project Integra Scrutiny Committee. Under the terms of the revised constitution it is intended that the scrutiny of board decisions should be undertaken by individual partner authorities own Scrutiny Committees.

6. HAMPSHIRE JOINT MUNICIPAL WASTE STRATEGY 6.1 Strategy Officers undertook a refresh of the Joint Waste Municipal Strategy and

produced a draft text for consideration by partners.

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6.2 A facilitated workshop was held on 27th September 2012 to consider the draft text. Representatives from all 14 authorities were invited and a report was produced by the independent facilitator and was circulated to all partners.

6.3 Further changes to the report were made and the final draft was presented to the PI

Strategic Board on 22nd November 2012 were minor changes were made prior to the strategy being agreed for submission to partner authorities for approval.

7. BENEFITS OF PROJECT INTEGRA 7.1 In order to help members understand the benefits that Hart derives from

membership of Project Integra the following is a summary of the services that the Council receives in return for its annual subscription. The subscription can be divided into three areas, The Executive, Materials Analysis Facility, and Recycle for Hampshire:

7.1.1 Executive (funding for the Executive Officer and admin support) - £4,771

A review of the posts within the Executive Team was undertaken during 2012, as a consequence of this, the Executive Officer and two part time admin posts were made redundant. A new structure was agreed and appointments have recently been made to the new posts. These changes have reduced Hart’s annual funding of the Executive by £2,158. The work programme for the Executive which is managed by Hampshire County Council includes:

• Co-ordination and distribution of waste data, across the partnership including assistance with analysis/ benchmarking and reporting on performance.

• Calculation of income from recycled materials and allocation of this income to the collection authorities.

• Provision of a resource to develop and drive joint initiatives across the partnership. For the period 2013-16 these include – i) agree and implement a Project Integra contamination compact across partner authorities, ii) implementation of a waste prevention action plan, iii) increase capture and recycling of small electronic and electrical devices across the partnership (WEEE), iv) identify opportunities to reduce whole systems costs across the waste partnership, v) review joint procurement opportunities and frameworks available across the partnership.

• Central source of expertise on waste matters, and external representation on behalf of the partnership.

• Provision of a joint response to consultations, FOI requests & technical enquiries. Since the start of 2013 six waste related consultations and two FOI requests have been dealt with.

• Provision of administrative support and coordination of Strategic

Board and various officer meetings. All Project Integra meetings are supported by the PI Executive in terms of setting dates, booking

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venues, arranging agendas, and minute taking. These meetings include the strategic board, strategy officers, resource aware group, materials marketing, CASH (Countywide Health and Safety Group), and communications group.

• Organisation of site visits for members and officers to recycling and

waste disposal facilities, annual PI conference & delivery of a programme of training for staff on waste related subjects.

• Development/review of Joint Municipal Waste Management Strategy

on behalf of the partnership, as per the document attached at Appendix 3. If this was not co-ordinated across the partnership then each district would need to prepare and agree its own joint strategy with HCC, which would result in a lot of duplication of effort.

• In addition to the above £40k of the Executive budget funds a service

level agreement with Hampshire County Council covering general media enquires, FOI's, MAF support, data/information management and financial management.

7.1.2 Materials Analysis Facility (Funding the analysis of the waste collected by the

district) - £5,976.55

This element of the partnership funding is required to determine apportionment of the recycling income and provide analysis of the waste collected. If this was not funded through PI then the Council would need to procure this analysis separately. This element of the PI costs was scrutinised as part of the recent PI review and it was concluded that the current method of funding and operation of the facility was the most cost effective available.

7.1.3 Recycle for Hampshire (Funding of a communications and promotional work undertaken by Hampshire County Council on behalf of the Partnership) - £7,314.

This element of the funding is used to provide communications and work aimed at promoting behavioural change with the aim of increasing recycling within the community, and includes working with schools and community groups.

The Action Plan for 2013/14 includes two actions which are to be funded from the Recycle for Hampshire element of the budget these are:

1. Deliver the approved R4H programme in accordance with the agreed timescale.

2. To deliver the Schools Recycling Programme to 60 schools per annum across Hampshire.

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8. POLICY IMPLICATIONS 8.1 Approval of the action plan, constitution or joint municipal waste strategy will not

require the Council to amend any of its existing policies. 9. FINANCIAL IMPLICATIONS 9.1 The Action Plan proposes that the subscription for this Council in 2013/14 will be as

detailed in the table below. Provision for payment of this subscription has been made within the 2013/14 budget for the Council’s waste collection service.

Project Integra

Executive Recycle for Hampshire

MAF – Materials Analysis Facility

TOTAL

£4,771 £7,314 £5,976.55 £18,061.55 9.2 The contributions for Project Integra are now taken out of the Materials Recycling

Facility and not made under a separate payment as in previous years. 10. CLIMATE CHANGE IMPLICATIONS 10.1 One of the key drivers for Project Integra is a requirement to deliver significant

reductions in carbon emissions. The Intergovernmental Panel on Climate Change have identified a number of key mitigation practices aimed at reducing carbon emissions. These include: • Incineration with energy recovery • Composting of organic waste • Recycling and waste minimisation

11. MANAGEMENT OF RISK 11.1 There are no serious risks in approving these documents. The controls outlined in

the Project Integra Constitution ensure that the Council continues to control its own financial and contractual arrangements.

11.2 If the Committee does not approve the draft action plan then there is a risk that the Council will reduce its influence within the Project Integra decision making process.

Contact Details: Sarah Robinson, Waste & Recycling Manager – Joint Waste

Email: [email protected] Tel: 01252 774426 or John Elson, Head of Technical Services & Environmental Maintenance Email: [email protected] Tel: 01252 774491

APPENDICES Appendix 1 – Project Integra Draft Action Plan 2013 to 2016 Appendix 2 – Project Integra Constitution 2012 Appendix 3 – Hampshire Joint Municipal Waste Strategy 2012

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BACKGROUND PAPERS: Minutes of Overview and Scrutiny Meeting – May 2013 Cabinet Report on outcomes of Project Integra Review - June 2012 Project Integra Strategic Board Report on Constitution – 22nd November 2012 Project Integra Strategic Board Report on Hampshire Joint Municipal Waste Strategy – 22nd November 2012 Project Integra Strategic Board Report on Project Integra Action Plan 2013-2016 - 22nd November 2012 Further Information about Project Integra is available at: www.integra.org.uk and at www.recycleforhampshire.org.uk

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Project Integra Draft Action Plan 2013 – 2016 1 Introduction 1.1 Following the conclusion of all elements of the Project Integra Review

and the refresh of the Joint Municipal Waste Management Strategy this Action Plan sets out the:

• Proposed key actions for the Project Integra Partnership in 2013/14 with longer term actions through to 2015/16;

• Budget for the proposed activities and the contributions of each partner.

2 Purpose 2.1 To set out a Draft Action Plan for the Project Integra Partnership for

2013 – 2016 for consideration and approval by the Partner Authorities. 3 Approach 3.1 This Action Plan covers the collective actions of Project Integra partners

to deliver the Joint Municipal Waste Management Strategy (JMWMS). Actions involving two or more Partner Authorities are included – actions by individual authorities are not. The Action Plan is a 3 year rolling plan in recognition of the fact that some actions will take longer than a year to complete. However, most detail is for 2013/14. The Action Plan is prepared annually by Strategy Officers and presented for agreement by the Project Integra Strategic Board (PISB) and then for approval by each authority.

3.2 A workshop was held in September 2012. As well as considering

progress on the refresh of the JMWMS, the objectives and operational focus for the Partnership were reviewed and actions for 2013/14 considered. These have been used to develop this Draft Action Plan.

4 Partnership Objectives 4.1 The Project Integra Strategic Board is constituted as a Joint Committee

of the 14 local authorities with responsibility for waste management in Hampshire, Portsmouth and Southampton. The long term waste disposal contractor Veolia Environmental Services (VES) is a non-voting member of the Partnership.

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4.2 As part of the review the PISB reaffirmed Project Integra’s overall

objective as follows: To provide a sustainable solution for dealing with Hampshire's municipal waste1 in an environmentally sound, cost effective and reliable way. Success in achieving this depends on joint working between all the parties in the best interests of our communities.

4.3 The PISB also agreed the operational focus for its activities through a

number of work streams as follows. Working to reduce costs across the whole system through:

1. communication and behaviour change 2. waste prevention including reuse 3. recycling and performance improvements - for instance through

reducing contamination, increasing capture of materials, improving income for materials, changing management arrangements

4. reducing landfill 5. joint working arrangements and activities 6. improve efficiency and effectiveness of services through

collaboration with neighbouring authorities including SE7.

4.4 Identified below is a table of key actions for the Partnership together

with timescales and those responsible for delivery.

1 This refers to the waste streams local authorities have responsibility for (mainly waste from households with small amounts of waste from businesses). Government now refers this as ‘Local Authority Collected Municipal Waste’.

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Table 1: Key Actions for Project Integra 2013 – 2016

• communication and behaviour change • waste prevention including reuse • recycling and performance improvements - for instance through reducing

contamination, increasing capture of materials, improving income for materials, changing management arrangements

• reducing landfill • joint working arrangements and activities

Action 1 Recycle for Hampshire (R4H)

Programme Workstream Contribution

Detail Deliver the approved R4H programme in accordance with the agreed timescale. Programme delivered on budget to time with all actions complete.

• Communication and behaviour change

• Waste prevention including reuse

• Recycling and performance improvements

• Reducing landfill • Joint working

arrangements and activities

• Whole system costs

Have provided: • Campaigns to increase capture of

specific materials for recycling • Recycle Week events • Promote reduced price compost

bins and accessories Expected Outcome

• Demonstrable increase in material capture in areas engaged

• Successful Recycle Week events delivered

• Continued sales of compost bins and accessories across Hampshire

Responsibility Lead Head of Project Integra

Capture rate working group (data, direction) Recycle for Hampshire team (delivery)

Resources R4H budget

Timescale Annual Programme with specific objectives – (Link to R4H Action Plan 2013/14)

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Action 2 Schools Recycling Programme Workstream ContributionDetail To deliver the Schools Recycling

Programme to 60 schools per annum across Hampshire. To maximise the benefit of the Schools Recycling Programme and with R4H ensure that resources, (including web based), are used as widely and effectively as possible. (Secondary schools/ Brownies/charities etc)

• Communication and behaviour change






Expected Outcome

Improved awareness of waste & resource management and recycling in Hampshire for school age young people.

Responsibility Lead Head of Project Integra Recycle for Hampshire team and HCC Martyn Cole

Resources R4H budget Timescale Annual targets as agreed with the

Communications Sub Group to be achieved by end of the year.

Action 3 Contamination Compact Workstream ContributionDetail Develop, agree and implement a Project

Integra Contamination Compact ‘with all partners committing action to achieve a reduction in the current rate of DMR contamination’.





Expected Outcome

Demonstrable decrease in contamination in all areas with associated reduction in cost and increase in recyclable material captured.

Responsibility Lead Head of Project Integra Collection Authorities (target areas) All partners via Strategy Officers Group Delivery to be agreed

Resources Project Integra budgets

Timescale Rolling programme of work with initial targets to be achieved by end of the year to be developed.

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Action 4 Waste Prevention Plan Development Workstream ContributionDetail Production of a Waste Prevention Plan

in line with new WDA statutory responsibility. To be developed in consultation with Project Integra WCAs by December 2013.






Expected Outcome

Compliant Waste Prevention Plan Produced by 2013

Responsibility HCC – Lead (officer name to be provided) in consultation with Project Integra

Resources HCC Timescale By December 2013. Action 5 Waste Prevention Delivery Workstream ContributionDetail Implementation of Waste Prevention

Plan Action Plan. • Communication and

behaviour change • Waste prevention

including reuse • Recycling and

performance improvements




Expected Outcome

Measurable reduction in waste arisings Target to be determined.

Responsibility Lead Head of Project Integra All Project Integra authorities

Resources To be determined Timescale Implementation programme to be

developed approved and implemented December 2013 – March 2016.

Action 6 Clothing & Textile Banks Workstream ContributionDetail Deliver a partnership framework for the

management of clothing and textile banks.

• Joint working arrangements and activities


Expected Outcome

Joint textiles bank contract in place for authorities wishing to use it.

Responsibility Lead Fareham BC Paul Doran Resources Paul Doran on behalf of Fareham as

lead authority Timescale Contract operational by June 2013.

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Action 7 Small WEEE Workstream ContributionDetail Deliver programme of activity via task

and finish group for small WEEE. • Communication and

behaviour change • Waste prevention

including reuse • Recycling and

performance improvements



Expected Outcome

Increase capture of small WEEE items.

Responsibility Lead Head of Project Integra working with Martyn Cole HCC

Resources To be determined as a part of initial scoping

Timescale Report proposing implementation in 2014/15 to comply with the WEEE regulation recast and new guidance anticipated. Initial activity to directly increase capture as a part of any trials during 13/14.

Action 8 Whole System Costs Workstream ContributionDetail Establish ‘whole system costs’ for waste

& resource management in Hampshire. • Joint working


• Whole system costs Expected Outcome

Report identifying opportunities (to reduce whole system costs) for authorities, options and recommendations to PISB.

Responsibility Lead Head of Project Integra Resources Project Integra budgets Timescale Report by March 2014. Action 9 Commercial Waste Workstream ContributionDetail Undertake a feasibility study on

commercial waste & working with businesses to determine Project Integra position on commercial waste.





Expected Outcome

Report identifying opportunities for authorities, options and recommendations to PISB.

Responsibility Lead Head of Project Integra Resources Timescale Report by March 2014.

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Action 10 Joint Working Between Authorities Workstream ContributionDetail Review potential for joint procurement

opportunities and frameworks available to authorities in Hampshire.

• Joint working arrangements and activities

• Whole system costs Expected Outcome

Better VFM and significant savings for Project Integra partners. Annual report on progress.

Responsibility Lead Head of Project Integra Resources Project Integra Budget Timescale 2013/14. Action 11 Joint Working SE7 Workstream ContributionDetail Ensure engagement with and alignment

of appropriate work programmes for the benefit of Project Integra authorities.

• All

Expected Outcome

Increased opportunities for performance improvement and reduced costs.

Responsibility Lead Head of Project Integra in conjunction with HCC SE7 lead Clare Saunders and all partner authorities.

Resources To be determined Timescale Key engagement milestones March –

June 2013 with agreement approval and implementation post June 2013.

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5 Resources 5.1 Budget

Following the Project Integra Review the budgets for each main element of the Partnership are set out in Appendix 2:

• Executive £126,700 (-31% change from 2012/13 budget); • Recycle for Hampshire £200,000 (0% change from 2012/13); • Materials Analysis Facility £233,085 (+5.0% change from

2012/132). This represents an overall cost decrease of -7.4% from 2012/13.

5.2 Authority contributions

Authority contributions are based on: • Executive - total number of households with elements for

collection (80%) and disposal (20%); • Recycle for Hampshire – total number of households (WCAs)

plus HCC £50,000; • Materials Analysis Facility – one third WCAs (evenly split), one

third WDAs (split by tonnage), one third VES. The contributions for each authority are set out in Appendix 3 and will be deducted from MRF materials sales income.

Officer contact details Name Colin Read Position Chair of Strategy Officers Group E-mail [email protected] Telephone 02380 285588

2 The MAF is managed under the terms of the waste disposal contract and is subject to RPI based increases.

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APPENDIX 1

Budgets Executive Activities Costs Staff Costs 69,200Events & Activities 2,000HCC SLA 50,000IT Costs 2,500Printing and Stationery 1,800Legal Costs / Audit 1,200Gross Expenditure 126,700 Total Income £126,700 Recycle for Hampshire Activities Costs Staffing Costs 60,000Contamination Projects See point 9 belowCapture Projects Behaviour Change Activities Schools Recycling Programme Education Officers x 3 45,000Schools Recycling Programme Resources 5,000Home Composting (leaflets to promote bins) 1,500Total Expenditure £200,000 Materials Analysis Facility Costs Total Expenditure £233,085

1. The salary costs assume 100% of an FTE at range mid point plus NI plus super for the Head of Project Integra and

2. 80% of an FTE at range mid point plus NI plus super for the Admin Officer 3. Conference expenses have been amalgamated and reduced 4. Membership fees have been increased to allow for one full membership fee per annum 5. Members training expenses have been removed as training is now self funding 6. Accommodation costs have not been included 7. Audit costs are included however we are awaiting guidance on whether this will still be

required once the final balances of all Project Integra specific accounts are finalised. 8. The HCC SLA has been included as a £50,000 line, as previously discussed this figure has

ranged from £40,000-£75000 depending on Project Integra requirements but includes Management and Reporting for the MAF. Finance Reporting & Budget Management, Data Management and Reporting, and the general Project Integra Communications SLA

9. R4H figures for Contamination, Capture and Behavioural Change have not been included individually whilst we are finalising the proposal for next years activities.

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Partner Contributions 2013/14

MAF CombinedRecycle Material Project

Project For PI Analysis IntegraFund Hampshire Funding Facility & MAF

Dwellings Collection Disposal 80% 20% Total Total Total Total

Basingstoke 71,600 9,287.00 0.00 9,287.00 - 14,238.00 23,525.00 5,976.55 29,501.55 East Hampshire 49,270 6,391.00 0.00 6,391.00 - 9,797.00 16,188.00 5,976.55 22,164.55 Eastleigh 52,860 6,857.00 0.00 6,857.00 - 10,511.00 17,368.00 5,976.55 23,344.55 Fareham 47,870 6,209.00 0.00 6,209.00 - 9,519.00 15,728.00 5,976.55 21,704.55 Gosport 36,440 4,727.00 0.00 4,727.00 - 7,246.00 11,973.00 5,976.55 17,949.55 Hart 36,780 4,771.00 0.00 4,771.00 - 7,314.00 12,085.00 5,976.55 18,061.55 Havant 52,710 6,837.00 0.00 6,837.00 - 10,481.00 17,318.00 5,976.55 23,294.55 New Forest 80,010 10,378.00 0.00 10,378.00 - 15,910.00 26,288.00 5,976.55 32,264.55 Portsmouth 88,490 11,478.00 2,870.00 14,348.00 - 17,596.00 31,944.00 14,804.28 46,748.28 Rushmoor 38,130 4,946.00 0.00 4,946.00 - 7,582.00 12,528.00 5,976.55 18,504.55 Southampton 101,350 13,146.00 3,287.00 16,433.00 - 20,153.00 36,586.00 16,320.01 52,906.01 Test Valley 49,280 6,392.00 0.00 6,392.00 - 9,799.00 16,191.00 5,976.55 22,167.55 Winchester 49,550 6,427.00 0.00 6,427.00 - 9,853.00 16,280.00 5,976.55 22,256.55 Hampshire 564,500 0.00 18,304.97 18,305.00 - 50,000.00 68,305.00 58,524.02 126,829.02 Veolia 4,390.13 - - 4,390.13 77,695.20 82,085.32

97,846.00 24,461.97 126,698.13 0.00 199,999.00 326,697.13 233,085.59 559,782.71

Dwelling Figures are taken from the Waste Data flow, with figures provided from each authority

Forecast Budget 97,848 24,462 126,700

Project Integra

Project Integra Executive

APPENDIX 1

Notes Dwelling Figures are taken from Waste Dataflow, to which figures are provided by each authority Differences from budget figures are due to rounding and interest on balances held during the year.

Authority Contributions

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PROJECT INTEGRA STRATEGIC BOARD

CONSTITUTION

1. BACKGROUND

1.1. The partner authorities have been widely acknowledged for their cooperation since 1995 on an integrated waste management partnership programme, known as Project Integra. This has resulted in impressive facilities, generally high recycling performance, high diversion from landfill and a contribution to the fundamental shift in thinking from waste to resource management.

1.2. In order to further this agenda, in 2001 the partner authorities set up a Joint Committee (the Project Integra Management Board) in order to increase clarity, accountability and respond in a more effective and coordinated way to new challenges.

1.3. The effectiveness of the Board was reviewed during 2005/6 in parallel with the development of a Joint Municipal Waste Management Strategy (JMWMS). To underline its strategic, rather than operational role, the Board became known as the Project Integra Strategic Board.

1.4. Further changes, including scrutiny being undertaken by authorities individually rather than through a joint scrutiny committee, were agreed following a review of the partnership and a refresh of the JMWMS, concluded in 2012.

1.5. This revised Constitution for the Project Integra Strategic Board complements the JMWMS as one of three core documents underpinning the partnership. The third document is the rolling three year Action Plan, updated annually in accordance with this Constitution.

1.6. The JMWMS sets out the long term strategic aims of the partners. The Action Plan sets out priorities and how strategic aims will be delivered in the short to medium term. The Constitution sets out how decisions are made, scrutinised and supported.

1.7. For the purposes of the Constitution the parties comprise: Basingstoke & Deane Borough Council East Hampshire District Council Eastleigh Borough Council Fareham Borough Council Gosport Borough Council Hampshire County Council Hampshire Waste Services Ltd (a registered subsidiary of

Veolia Environmental Services (UK) Plc) Hart District Council Havant Borough Council New Forest District Council Portsmouth City Council Rushmoor Borough Council Southampton City Council Test Valley Borough Council Winchester City Council

2. PURPOSE

Project Integra Strategic Board – Constitution (Final Version Approved by PI Board April 2007)

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2.1. The purpose of this Constitution is to set out in clear terms how the Project Integra Strategic Board operates and how decisions are made. It also sets out the role of the Project Integra Executive.

2.2. The Constitution may be amended from time to time, where all Partner Authorities and HWS agree such amendments. The Board may propose amendments for consideration and approval in its Draft Action Plan.

3. DEFINITIONS

“Annual General Meeting” means the annual meeting referred to in Paragraph 10.1.

“Approved Action Plan” has the meaning given in Paragraph 13.3.

“Board” means the Project Integra Strategic Board.

“Board Member” means a person appointed to the Board under Paragraph 8.1.

“Chairman” means the Board Member appointed as Chairman further to Paragraph 10.2.

“Deputy” means a person appointed as a deputy member of the Board further to Paragraph 8.4.

“Draft Action Plan” has the meaning given in Paragraph 13.2.

“Head of Project Integra” means the person designated under Paragraph 15.1.

“Functions” means the functions of the Board set our in Paragraph 6.

“HWS” means Hampshire Waste Services Limited (a registered subsidiary of Veolia Environmental Services (UK) Plc.

“Joint Municipal Waste Management Strategy (JMWMS)” means the current Strategy of that name as formally agreed and adopted by the Partner Authorities and submitted to DEFRA.

“Legal Adviser” means the legal adviser of Hampshire County Council or of another Partner Authority as the Board may from time to time agree shall advise it.

“Memorandum of Understanding” means the Memorandum of Understanding between WCAs and WDA agreed in 1997 and clarifying the responsibilities and obligations of the WCAs and WDA in Project Integra, including all matters relevant to the WCA/WDA interface.

“More from Less” is the title of a stakeholder document produced in 2005. It can be downloaded from: http://www3.hants.gov.uk/morefromless.pdf

“Objectives” means the objectives of the Board set out in Paragraph 5.

“Partner Authorities” means the local authorities set out in Paragraph 1.6.

“Partner Authority’s Executive” means the Cabinet or other main executive body within the authority or the Chairman of the Committee or Board with responsibility for waste management.


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“Project Integra” means Hampshire’s integrated waste management partnership.

“Project Integra Executive” means the executive structure set up to support the Board and the partnership.

“Recovery Economy” means an economy that uses and recovers material and energy resources in the most sustainable and efficient manner, with particular regard to minimising carbon emissions.

“Role of the Board Member” is as specified in Paragraph 9.

“Special Meeting” means a meeting convened under Paragraph 11.

“Standing Deputy Chairman” means the Hampshire County Council Board Member designated in accordance with Paragraph 10.4.

“Supplementary Document to the Constitution” means a document as described and approved in accordance with Paragraph 16.

“Vice-Chairman” means the Board Member appointed as Vice-Chairman further to Paragraph 10.2.

“Voting Member” means any Board Member other than that appointed by HWS.

4. VISION

In the period to 2023 Hampshire will manage the effectiveness of its sustainable material resources system to maximise efficient re-use and recycling of material resources and minimise the need for disposal in accordance with the national waste hierarchy.

5. AIMS & OBJECTIVES

The Objectives of the Board mirror those in the JMWMS as follows:

5.1. To deliver this overarching vision, the fundamental aim of Project Integra is to provide a long-term solution for dealing with Hampshire's household waste1 in an environmentally sound, cost effective and reliable way. Success in achieving this depends on joint working between all the parties in the best interests of the community at large. Specifically, the aims of the Strategic Board are:

5.2. To deliver the relevant municipal waste and recycling elements of the Material Resources Strategy as set out in the stakeholder document ‘More from Less’;

5.3. Win the support and understanding of the wider public, leading to a change in behaviour towards material resources;

5.4. Make access to recycling and related facilities a positive experience for residents and businesses by improving the coverage of kerbside collection systems, implementing further material recovery streams and continuous improvement of services;

5.5. Sustain recent reductions in the growth of household waste;

5.6. Improve the understanding of, and promote waste avoidance and minimisation;

1 As defined in the Controlled Waste (England and Wales) Regulations 2012


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5.7. Maximise value for money by considering the system as a whole through delivery of an integrated waste management process;

5.8. To provide suitable and sufficient processing facilities for existing and new material streams;

5.9. Secure flexible, sustainable and ethical markets for recovered materials and products;

5.10. Ensure each partner clearly understands its roles and responsibility for delivery in accordance with the Memorandum of Understanding;

5.11. Meet the statutory obligations but at the same time maintain Hampshire at the forefront of the waste to resources agenda;

5.12. Incorporate commercial and trade waste where possible to improve efficiency of waste management systems, including those for municipal waste; and

5.13. Improve the efficiency and effectiveness of services through collaboration with neighbouring authorities.

6. FUNCTIONS

The functions of the Board are as follows:

6.1. To develop a strategic policy framework within which the Partner Authorities can each discharge their functions as waste disposal authority or waste collection authority (as the case may be) and as set out in the Joint Municipal Waste Management Strategy and in other ways so as to achieve the Objectives.

6.2. To produce, for consideration and approval of the Partner Authorities, the Draft Action Plan and associated budget, and to implement the Approved Action Plan.

6.3. To discharge, on behalf of the Partner Authorities, their functions in respect of the making of arrangements for the recycling of waste, where such arrangements:

(a) Affect two or more of the Partner Authorities; and

(b) Have been authorised by all of the Partner Authorities by being specifically referred to in the Approved Action Plan.

6.4. To influence, advise and lobby government and other agencies, both nationally and internationally, where to do so is consistent with the Objectives.

6.5. To commission and promote research into matters relevant to the Objectives.

6.6. To develop proposals for the future development of Project Integra (to be included for consideration in the Draft Action Plan). Such proposals may include the creation of separate entities to undertake particular lines of activity, such as the commissioning of research, public awareness or behavioural change campaigns and the provision of training and consultancy services.

6.7. To develop proposals on how the Partner Authorities can discharge their functions in the field of resource management, promote a recovery economy, improve economic, social and environmental wellbeing in Hampshire and contribute to the achievement of sustainable development.


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6.8. To promote opportunities for joint working, collaboration, efficiencies and economies of scale at an operational or management level between the Partner Authorities and with other authorities inside and outside Hampshire.

6.9. To carry out such other activities calculated to facilitate, or which are conducive or incidental to the discharge of the Board’s Functions in implementing the Approved Action Plan.

7. NAME AND LEGAL STATUS

7.1. The Board is a joint committee constituted by the Partner Authorities under Section 101(5) and 102(1) of the Local Government Act 1972. Its name is the “Project Integra Strategic Board”. Meetings of the Board are subject to the provisions of the Local Government Act 1972, including provisions on access to information and meetings being held in public.

7.2. The area within which the Board is to exercise its authority is the administrative county of Hampshire together with the unitary authority areas of Portsmouth and Southampton.

8. COMPOSITION OF THE BOARD

8.1. The Board shall comprise 15 Members, being one Member appointed by each Partner Authority, and one co-opted Member representing HWS.

8.2. Each Partner Authority shall ensure that its appointed Board Member is a member of their executive, except where the Authority concerned:

(a) has adopted a Mayor and council manager executive, in which case the Board Member may be the council manager or other officer, or

(b) has adopted the Committee model. In this case, the Partner Authority shall ensure that the appointed Board Member has the skills and qualities required to fulfil the strategic nature of the role and has the authority to speak on behalf of the Partner Authority.

8.3. The representative of HWS shall be the Managing Director of Hampshire Waste Services Limited, with the skills and qualities required to fulfil the role of the Board Member.

8.4. Partner Authorities, and HWS, may each appoint another named person to act as a Deputy for their appointed Board Member. Where the appointed Board Member is unable to attend a meeting, a suitable Deputy may attend and carry out their responsibilities, including, in the case of a Voting Member, voting in their absence.

8.5. The term of office of a Board Member and any Deputy shall be determined by the appointing partner authority, provided that for the duration of that period they remain a person who is capable of being appointed to the Board in accordance with Paragraphs 8.2 and 8.4 or, where appropriate, Paragraph 8.3 above. Partner Authorities and HWS may change their appointed Board Member or Deputy at any time provided that written notice of any such change is provided to the Head of Project Integra, taking effect upon receipt.

9. ROLE OF THE BOARD MEMBER

The responsibilities of a Board Member are as follows:


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9.1. To be committed to, and act as a champion for, the achievement of the objectives both within their own authority and in other arenas.

9.2. To be a good ambassador for the Board and for Project Integra.

9.3. To attend Board meetings, vote on items of business and make a positive contribution to the achievement of the Objectives.

9.4. To remain acquainted with emerging technologies and processes in the area of waste/resource management.

9.5. To act as an advocate for the Board in seeking the approval of their Partner Authority to the Draft Action Plan.

10. MEETINGS

10.1. The Board shall meet three times a year. The venue for meetings shall be determined by the Board. The Board shall hold an Annual General Meeting annually on one of the meeting dates.

10.2. The Chairman and Vice-Chairman of the Board shall be appointed at the Annual General Meeting. Appointments take effect until the next Annual General Meeting. In the absence of the Chairman for any reason the responsibilities of the Chairman shall be discharged by the Vice-Chairman. A Chairman or Vice-Chairman may be re-elected to serve for another period of one year if that is the wish of the majority of the Board but should not normally serve in the same role for more than two consecutive years.

10.3. If the Chairman is for any reason unable to continue in the role, the Vice-Chairman shall automatically assume the role of Chairman until the next routine or Special Meeting of the Board, where a new Chairman shall be appointed.

10.4. Unless the Hampshire County Council Member is elected Chairman or Vice-Chairman in accordance with Paragraph 10.2 above, the Hampshire County Council Board Member shall assume or resume the role of ex-officio Standing Deputy Chairman. The purpose of the position is to: (i) provide assistance and advice to the Chairman and Vice-Chairman in the

preparation of meeting agendas and other member events or communications; and

(ii) ensure the Hampshire County Council Member is fully informed of strategies and policies being formulated for consideration by the Strategic Board.

The role reflects the unique responsibility of Hampshire County Council within the partnership. In all other respects the role is the same as other Voting Members.

10.5. A printed copy of the summons and agenda for each meeting and the minutes of the previous meeting, shall be despatched by the Head of Project Integra at least fourteen days before such meeting to each Board Member. The summons shall contain notice of all business, except urgent business, which is in the ordinary course or by direction of the Chairman or Head of Project Integra required to be brought before the Board.

10.6. If within ten minutes of the appointed time for the commencement of the meeting a quorum (that is four Voting Members) is not present, the meeting shall be dissolved. Any business not disposed of shall be considered at the next meeting.


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10.7. The Chairman may invite any person to attend a meeting of the Board for the purpose of making a presentation, or participating in discussion, on any item relevant to the Board’s Functions, where that person is able to provide a professional or commercial viewpoint, which the Chairman considers would be of assistance to the Board.

10.8. All decisions of the Board will be notified in writing to Board Members and Deputies within five working days of the Board meeting.

11. SPECIAL MEETINGS

11.1. The Chairman may summon a Special Meeting of the Board at any time.

11.2. A Special Meeting shall also be summoned on the requisition in writing of not less than four Voting Members, which requisition shall be delivered to the Head of Project Integra and shall specify the business to be considered at the Special Meeting.

11.3. The Head of Project Integra shall arrange for any Special Meeting to be held in accordance with the timetable in Paragraph 10.5 above.

12. DECISION MAKING

12.1. Voting Members shall be entitled to a vote on items of business considered by the Board (the Board Member appointed by HWS, as a co-opted member, is not permitted to vote by virtue of Section 13(1) of the Local Government and Housing Act 1989).

12.2. Subject to Paragraphs 12.4 and 13.3 below, every question shall be determined by the voices of those Voting Members present, provided that if there is a Voting Member who indicates dissent to this procedure then a vote by a show of hands shall take place. A simple majority shall be required.

12.3. In the event of there being an equal number of votes for and against a particular proposition, the Chairman shall have a casting vote.

12.4. Where the effect of a particular proposition, if adopted by the Board, would be to give rise to contractual or financial implications for any Partner Authority, then in addition to the normal requirement for a simple majority of votes, the vote of the Member appointed by that Partner Authority, in favour of the proposition, shall be required. Where a particular proposition does not have the support of the Members appointed by all Partner Authorities so affected, the proposition cannot be adopted by the Board.

12.5. Where the effect of a decision of the Board is that the Partner Authorities, or any of them, shall enter into contractual arrangements, the Partner Authorities so affected shall delegate authority to complete the contractual documentation on their behalf (subject to Paragraph 12.6 below) to the lead Partner Authority further to Section 101 Local Government Act 1972.

12.6. Where, further to a resolution of the Board, contractual arrangements are entered into by one of the Partner Authorities, as lead authority on behalf of itself and other authorities, the Partner Authorities so affected shall complete a legal agreement setting out the basis on which risks and liabilities are apportioned between them.

13. ACTION PLAN

13.1. At its Annual General Meeting, the Board shall consider and approve the Draft Action Plan.


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13.2. The Draft Action Plan shall set out the strategy for the achievement of the Objectives over a rolling three year period. It will specify the activities to be undertaken in support of that strategy, together with the resources required and responsibilities for each activity.

13.3. The Draft Action Plan shall be considered by each of the Partner Authorities with a view to giving it their approval. On being approved by all of the Partner Authorities, the Draft Action Plan shall become the Approved Action Plan. A Partner Authority may approve the Draft Action Plan subject to a reservation in respect of any particular matter that it has concerns with. Where approval is given subject to such reservation, the Partner Authority’s Voting Member is not entitled to vote on the matter in question when it is subsequently considered by the Board, and any resolution of the Board on the matter in question does not bind that Partner Authority.

13.4. The Board may consider and propose a draft amendment to the Approved Action Plan, where necessary to accommodate unforeseen circumstances, which have arisen which would assist the Board in achieving the Objectives. Any proposed amendment, which is agreed by the Board, shall then be submitted to the Partner Authorities for approval. On being approved by all the Partner Authorities, the amendment is then incorporated in the Approved Action Plan.

14. DELEGATION TO SUB-COMMITTEES AND OFFICERS

14.1. The Board may arrange for any of its functions to be discharged by a sub-committee or by an officer of one of the Partner Authorities, provided that any such arrangements do not include delegation of matters falling within the scope of Paragraph 12.4 above or Paragraph 16 below, which shall remain the sole responsibility of the Board.

14.2. The Board may appoint working groups of Members and officers to consider specific matters referred and report back to the Board.

15. EXECUTIVE OFFICER AND PROFESSIONAL SUPPORT

15.1. The Board shall designate a named person to fulfil the function of Head of Project Integra. The responsibilities of the Head of Project Integra shall be set out in a job description approved by the Board as a Supplementary Document to the Constitution. In respect of the business of the Board, its sub-committees and working groups the role shall include:

(a) To make all necessary arrangements for the convening of meetings.

(b) To provide, or, where necessary, procure the provision of, all necessary advice on the technical, legal and financial implications of matters under consideration.

(c) To bring attention to relevant matters which merit consideration.

(d) To take and maintain minutes of meetings, and ensure that business at meetings is conducted in accordance with legal and constitutional requirements.

(e) To be responsible for communications with other agencies, including the media.

(f) To manage and co-ordinate the day-to-day affairs of the Board and its administrative support.

15.2. The Board shall obtain legal, financial and other professional advice as required.


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15.3. The business address for all communications relating to the administration of the Board’s affairs shall be determined by the Board.

16. SUPPLEMENTARY DOCUMENTS TO THE CONSTITUTION

16.1. Supplementary Documents to the Constitution (SDCs) set out agreements such as operational protocols, financial arrangements or specifications that the Board have agreed to apply either generally or under specified circumstances.

16.2. The Board may from time to time consider amending, deleting or adding to the Supplementary Documents and may, subject to Paragraphs 12.4 above and 16.3 below, approve such changes without the need to refer to each authority for individual approval.

16.3. Nothing in this Constitution shall empower or permit the Board to override contractual or legal arrangements agreed between partner authorities or between one or more partner authorities and third parties.

17. URGENT MATTERS

17.1. Subject to Paragraph 15.2, this Paragraph applies where the best interests of the Board require that action should be taken, or a decision made, on a matter which would normally fall to be considered by the Board in the exercise of its functions, but where such best interests would be compromised by the action, or decision, being deferred until the next meeting of the Board. In such cases the Head of Project Integra is authorised to take such action or decision, following consultation with the Legal Adviser, Chairman and Vice-Chairman. Any such action taken shall be reported to the next meeting of the Board.

17.2. Paragraph 17.1 does not apply to decisions falling within the scope of Paragraph 12.4 or 16.2.

18. CONDUCT AND EXPENSES OF MEMBERS

18.1. All Board Members shall observe at all times the provisions of the code of conduct, adopted by their Partner Authority under Section 51 of the Local Government Act 2000. In the meantime, Members are required to observe the provisions of any existing code of conduct adopted by their Partner Authority or, where none exists, the National Code of Local Government Conduct.

18.2. Except as outlined in Paragraph 18.3 below, each Partner Authority shall be responsible for meeting any expenses to which any Board Member appointed by them, as their representative is entitled as a result of their attendance at duly authorised meetings. HWS are responsible for meeting any expenses incurred by their appointed representatives.

18.3. The Board shall meet appropriate expenses, properly incurred by the Board Chairman or Vice Chairman in relation to circumstances where they have represented the partnership rather than their individual authority. A summary of such expenditure shall be reported to meetings of the Board.

19. LIABILITIES OF BOARD MEMBERS

19.1. Board Members have the same responsibilities and liabilities as those which apply when sitting on other committees and bodies as appointed representative on behalf of


Page 10 of 10

their authority. Where contractual arrangements are authorised by the Board, any liabilities arising under those arrangements will rest with the constituent Partner Authorities who are parties to those contractual arrangements. Indemnification for any liabilities, which do arise, is a matter between the Board Member and their Partner Authority. It is noted that under Section 101 of the Local Government Act 2000, the Secretary of State may by order make provision conferring power to local authorities to provide indemnities to some or all of their members and officers.

20. PRESS AND PUBLIC RELATIONS

20.1. The Board shall have power to issue such press releases and carry out such further publicity as it deems necessary for the furtherance of the Objectives, including the dissemination of information relating to the functions and workings of the Board, and any action taken or proposed to be taken for the benefit of the residents of Hampshire and other stakeholders.

Dated November 2012

Hampshire JMWMS Refresh of Core Strategy November 2012 Page 1 of 11

PAPER D Appendix 3

Project Integra Hampshire Joint Municipal Waste Management Strategy Refresh of Core Strategy November 2012


1. Introduction

1.1 Context Hampshire has been widely acknowledged for its partnership working on waste, its impressive integrated waste management facilities, relatively high performance and contribution to shifting fundamental thinking from waste to resource management. While Hampshire remains in a good position in relation to most other areas of the UK, it still has a more to do to improve performance to consistently high levels across the whole area, to optimise costs and to achieve this while working to high and consistent level of public satisfaction. Hampshire also continues to aspire to put into practice the concept of Material Resource Management as embodied in the Hampshire stakeholder document ‘More from Less’1 and this still continues to have fundamental implications for the way we organise services in the future. As a way for the 14 waste authorities in Hampshire to deliver this agenda, Project Integra2 has refreshed its 2006 Joint Municipal Waste Management Strategy (JMWMS) in order to provide strategic direction for its operational work, the basis for its annual action plans and indeed for each partner authority to be able to deliver its services against a common strategy framework. The refreshed strategy covers the period 2013-2023, with a focus on the next five years and potential for further review after that, depending on circumstances at that time. The revised Waste Framework Directive (2008/98/EC) sets targets for Member States to achieve 50% recycling of municipal waste by 2020. In England government recycling targets for local authorities have ended and the Review of Waste Policies (2011) indicates that England is expected to achieve this target as a result of existing policies. There are therefore, no recycling targets set out in the refreshed strategy.

1.2 Project Integra Strategic Board (PISB) Decisions

At the PISB meeting on 12 Jan 2012 the following Decision was made: That the operational focus for PI activities was one of working to reduce costs across the whole system through: • waste prevention (environmentally sound, cost efficiency) • recycling and performance improvements - for instance through reducing

contamination, increasing capture of materials, improving income for materials,

1 http://www3.hants.gov.uk/morefromless.pdf 2 The Project Integra partnership comprises the 11 Districts/Boroughs as Waste Collection Authorities (WCAs); Hampshire County Council as a Waste Disposal Authority (WDA); the 2 Unitary Authorities of Portsmouth & Southampton as both WCAs & WDAs; and Veolia Environmental Services (VES), the integrated waste management contractor.


changing management arrangements (environmentally sound, cost efficiency) • reducing landfill (environmentally sound, cost efficiency) • training (cost efficiency) • joint working between authorities (cost efficiency) And, looking ahead together (long term solution & strategy, joint working). At the PISB meeting on 1 March 2012 it was agreed to: Refresh the JMWMS to provide a strategic direction of travel for waste management in Hampshire.

1.3 Definition of Waste As its name implies the Joint Municipal Waste Management Strategy (2006) focused on ‘Municipal Waste’, a definition which covered all waste collected by the local authority, including some non municipal fractions such as construction and demolition waste.

Since then government has broadened the definition of municipal waste in order to harmonise with European definitions. A new term - Local Authority Collected Waste (LACW) - has been brought into use to describe all waste collected by the local authority, including non municipal fractions such as construction and demolition waste. From 2011 it is this term that is used in statistical publications which previously referred to municipal waste.

In refreshing this Strategy it was agreed that, for consistency with the 2006 Strategy the term municipal waste should be retained, but that it in this context it would refer to Local Authority Collected Waste. However, it is worth noting that most Project Integra actions focus on household waste, namely waste produced on domestic property.

1.4 How this Strategy was Developed This strategy has been developed in the context of Hampshire’s Material Resources Strategy, Best Value requirements and in conjunction with the land-use policy framework for waste (i.e. the Draft Hampshire Minerals and Waste Development Plan (September 2012). Adoption of the original strategy in 2006 followed a significant process of consultation and environmental assessment. The core strategy remains valid, as does much of its content, but needs “refreshing” to take account of policy, legislative and financial changes that have occurred since 2006, as well as updating the drivers for change and the challenge ahead for the period of the new plan. It is not considered necessary to repeat the extensive processes of the 2006 strategy given the relatively minor changes to the content of this document.

1.5 Format of this Strategy The Hampshire JMWMS still comprises three key documents:


• Part 1: Core Strategy (i.e. this ‘refreshed’ document). This sets out the strategic direction of municipal waste management in Hampshire over the period up to 2023. It includes a policy framework and supporting actions, which have been crafted to ensure delivery of the overall waste management vision. • Part 2: Supporting Technical Document. This sets out a range of (unchanged) detailed information that supports the content of Part 1; and • Part 3: Strategic Environmental Assessment ‘Environmental Report’. The JMWMS is required by statute to be assessed against (and shaped by) a range of sustainability criteria. This (unchanged) document explains how this process was carried out and reports on the results of the appraisal process. As part of the refresh of the JMWMS, the structure of the core strategy has been reordered to reflect PI’s focus on the three key issues of: • Customer Focus • Value for Money • Environmental Sustainability

2. Drivers for Change and the Challenge Ahead

2.1 The Current Municipal Waste Picture In Hampshire

2.1.1 How much Municipal Waste is Generated in Hampshire? The amount (arisings) of municipal waste have reduced over the 5 years since the 2006 strategy was adopted – both in terms of total arisings and arising per household or person – as illustrated in Table 1 below. This is a trend that has been seen at a national as well as local level and results from a combination of the effects of waste prevention initiatives and reduced consumption as a result of the recession. Table 1: Total municipal waste arisings in Hampshire, Portsmouth and Southampton: 2005/06 compared to 2010/11

2005/06 2010/11 ChangeMunicipal waste collected tonnes 878,667 839,230 -4%Per household Kg/hh/a 1300 (approx.) 1,120Per person Kg/person/a 530 (approx) 485

2.1.2 How is Municipal Waste Currently Managed? The waste collection systems in Hampshire vary between the collection authorities. However all households receive a kerbside collection for dry mixed recyclables (paper & card, plastic bottles, cans, tins and aerosols). Most receive garden waste collections


and many receive glass collections. In addition an extensive network of 26 Household Waste Recycling Centres (HWRCs) and around 750 bring sites provide facilities for households to deposit recyclables and/or waste. Recyclable materials collected at the kerbside are sorted in two Materials Recovery Facilities (MRFs) and all residual waste collected at the kerbside is sent for energy recovery at three Energy Recovery Facilities (ERFs). Two windrow composting facilities handle the majority of the garden waste received at the HWRCs and collected by WCA’s, turning it into ProGrow soil improver. Figure 1 illustrates the management routes for all municipal waste in Hampshire in 2010/11.

Figure 1: Management Routes for Municipal Waste in Hampshire 2010/11.

Energy Recovery

52%

Landfilled10%

Composting11%

Dry recycling26%

Reuse1%

Recycled38%

2.2 New Drivers for Change

The slowdown in growth of waste arisings compared to the projections made in the 2006 Strategy is particularly significant and has obviated the need for significant new municipal waste disposal infrastructure within Hampshire, although some new facilities may be required to enable continued diversion of waste from landfill and to reflect development of new waste treatment technologies. The trend in waste and resource management towards treating waste as a commodity, enabling it to be considered as a resource rather than a liability will drive the trend towards greater control of material resources by local authorities.


Some critical material resources are becoming increasingly scarce, such as the ‘speciality’ metals vital for a range of high-tech applications and green technologies, giving a greater importance and value to recycling end-of-life products. Energy is also an increasingly valuable commodity and energy from waste helps meet national targets for energy from renewable sources and resilience in energy supply. The revised Waste Framework Directive and national policy has increased the importance of treating waste more as a resource in accordance with the waste hierarchy and as far up the hierarchy as possible. Legislative, fiscal and regulatory changes that influence both producer and consumer responsibilities nationally and locally. Locally the Hampshire Minerals and Waste Plan sets out a spatial framework for the capacity and location of waste facilities required to deal with all waste streams in Hampshire in the period to 2030, and an emphasis on minimising landfill. This is a time of significant change for local authorities, brought about by pressures to make efficiencies and savings through greater collaboration and sharing services across authorities and with other public sector organisations. The review of Project Integra completed in 2012 has focused attention on a range of activities aimed at reducing costs across the whole waste and resource management process. Landfilling of waste continues to be the least preferable option in environmental terms and is further discouraged by Landfill Tax which will escalate annually to a ‘floor’ of £80 per tonne in 2014-15. This tax, on top of the normal gate fee, means that recycling and energy recovery technologies have now become more economic to install and operate than landfill.

3. Strategic Options for the Future Management of Municipal

Waste in Hampshire

3.1 The evaluation of options undertaken in the 2006 JMWMS identified ‘Option 5’ as the preferred approach (see Appendix 1). Authorities within the Partnership have made significant progress in implementing this approach, consider it remains fit for purpose, and as a result there are no proposals for radical change to it in the short term.

4. Vision and Aims

4.1

Overarching Vision In the context of managing municipal waste in Hampshire, the overarching vision for this Joint Municipal Waste Management Strategy is as follows:


4.2

Aims To deliver this overarching vision, the fundamental aim of Project Integra is to provide a sustainable solution for dealing with Hampshire’s household waste materials3 in an environmentally sound, cost effective and reliable way. Success in achieving this depends on joint working between all the parties in the best interests of our communities. Specifically, the aims of this JMWMS are:

• To deliver the relevant municipal elements of the Material Resources Strategy as set out in the stakeholder document ‘More from Less’;

• Earn the support and understanding of the wider public, including businesses, leading to a change in behaviour towards material resources;

• Make access to recycling and related facilities and services a positive experience for resident and small businesses by improving the coverage of kerbside collection systems, implementing further material recovery streams and continuous improvement of services;

• Sustain recent reductions in the growth of household waste;

• Maximise value for money by considering the system as a whole through delivery of an integrated waste and resource management process;

• To provide suitable and sufficient processing facilities for existing and new material streams; including the consideration of funding structures other than traditional project finance in order to deliver better value for money.

• Secure flexible, sustainable and ethical markets for recovered materials and products;

• Ensure each partner clearly understands its roles and responsibility for delivery in accordance with the Memorandum of Understanding;

• Meet the statutory obligations but at the same time maintain Hampshire at the forefront of the waste to resources agenda;

• Incorporate commercial and trade waste, including recyclate, where possible to improve efficiency of waste and resource management systems, including those for municipal waste; and

3 As defined in the Controlled Waste (England and Wales) Regulations 2012

In period to 2023 Hampshire will manage the effectiveness of its sustainable material resources system to maximise efficient re-use and recycling of material resources and minimise the need for disposal in accordance with the national waste hierarchy.


• Improve the efficiency and effectiveness of services through collaboration with

neighbouring authorities, including those of the SE7 authorities4. 5. Framework of Key Objectives and Supporting Actions

5.1 Introduction

This section sets out the key objectives against which Project Integra can formulate its supporting actions and Annual Action Plan.

5.2 Key Objectives Project Integra will be guided by three overriding objectives: • Customer Focus; • Value for Money; and • Sustainability

5.2.1 Customer Focus

Objective 1 Project Integra partners are committed to placing a high priority on maintaining and enhancing high customer satisfaction in providing a waste and resource management service to the residents of Hampshire.

Supporting Action 1: Project Integra partners will maintain consistent and high standards of waste services across Hampshire, based on customer feedback and satisfaction surveys.

5.2.2 Value For Money

Objective 2 Project Integra partners will seek to ensure that the public, and where appropriate, businesses – particularly small and medium enterprises – are provided with an efficient waste management and recycling & reuse service that represents best practice and best value through bring banks, kerbside collections and across the HWRC network. All waste services will be subject to continuous review and improvement of existing services and systems.

Supporting Action 2: Project Integra partners will continue to evaluate options to progressively extend and improve the efficiency of recycling & reuse collections to maximise the value of recycled & reused materials.

4 The ‘South East 7’ (SE7) are top-tier councils comprising East and West Sussex, Hampshire, Kent and Surrey, and the unitary councils of Brighton & Hove and Medway.


5.2.3 Sustainability

Objective 3 Project Integra partners will encourage the treatment of waste as close as reasonably possible to its source and at the highest level of the waste hierarchy as is economically practicable, minimising the cost of waste transport, and consistent with the principles of environmental sustainability and whole life cycle costs.

Supporting Action 3: Project Integra partners will give consideration to all appropriate alternative technologies to those currently employed as a means of maximising diversion from landfill, reducing CO2 emissions and balancing cost efficiency and waste management services.

In order to achieve these overriding objectives, Project Integra partners will work to the following supporting objectives, based on the waste hierarchy:

5.2.4

Behavioural Change

Objective 4 Project Integra partners will challenge themselves, the wider community, including the private sector, and government by raising awareness and ownership of resource management issues to change society’s attitude and behaviour towards maximising waste prevention, re-use and recycling in order to embed the waste hierarchy in our approach to waste management.

Supporting Action 4 : Project Integra partners will continue to encourage and strengthen partnerships with the community, voluntary (including Third Sector Organisations) and private sectors and investigate opportunities for external funding to generate practical, community based waste minimisation and reuse initiatives including the development and delivery of the Recycle for Hampshire communications and behavioural change programme and the schools education programme.

5.2.5 Waste Prevention and Reuse

Objective 5 Project Integra partners will continue to encourage waste prevention and re-use and work with others, including manufacturers and retailers, to sustain an average annual rate of waste growth below 0.5%.

Supporting Action 5: Project Integra partners will work with WRAP and other similar stakeholder agencies as well as private sector organisations and businesses involved in the supply chain operations that impact on local authorities in order to maximise waste prevention opportunities.

5.2.6

Waste Recycling and Composting

Objective 6 Project Integra partners will continue to encourage participation in recycling and composting, and consider the value of materials and whole system costs and implement appropriate measures to achieve these aims.


The HWRC network across Hampshire will continue to be developed in order to fulfil its role of providing convenient, innovative, and accessible reuse, recycling and composting services for the whole community.

Supporting Action 6: Project Integra partners will undertake regular waste analyses of reuse and recycling facilities (including the MRF performance process, bring banks, household collections and other collections e.g. bulky, commercial etc in order to provide baseline data on a sufficiently regular basis to measure the effectiveness and enable consistent comparison of waste recycling and minimisation initiatives.

Hampshire County Council, Portsmouth City Council and Southampton City Council will engage with the community to consider options aimed at improving the HWRC service provision across Hampshire, maximising value for money and helping service provision for SMEs. The management service contract will be retendered in 2015.

5.2.7

Waste Treatment and Disposal

Objective 7 Project Integra partners will seek treatment of remaining, non-recyclable waste to achieve their aim for zero waste to landfill and continuously monitor and measure their progress towards it.

Supporting Action 7: Consideration will be given to all appropriate alternative technologies to those currently employed such as anaerobic digestion, gasification, mechanical & biological treatment, pyrolysis and solid recovered fuel as a means of maximising diversion from landfill, reducing CO2 emissions and balancing cost efficiency and waste management services.

5.1.8 Leading the Way

Objective 8 Project Integra will continue to develop its waste and resource management services through local and broader collaboration to ensure that: • the value of material resources is maximised; • markets are supplied with high quality materials • material is recycled through flexible, sustainable and ethical markets.

Supporting Action 8: Project Integra partners will continue to explore innovative opportunities for both accessing and maximising value from waste and also for improving recycling and recovery performance.

5.2 Monitoring and Review

Project Integra will undertake monitoring of performance. Results will be reported to the Project Integra Strategic board as part of the Project Integra Action Plan. The JMWMS will be reviewed after 5 years, or sooner if required.


Appendix 1 Option 5 as set out in JMWMS 2006

PAPER E

1

CABINET


TITLE OF REPORT: APPRENTICESHIPS – UPDATE

Report of: Corporate Director

Cabinet Member: Councillor Ken Crookes, Leader

1 PURPOSE OF REPORT

1.1 The purpose of this report is to provide Members with an update on the

apprenticeship scheme.

2 RECOMMENDATION

2.1 That Cabinet note the report.

3 BACKGROUND INFORMATION

3.1 Whilst Hart has a relatively high level of educational and skills attainment for young people, (over 70% achieve 5A*-C GCSE’s including English and Maths) in the district,

there are still a number who

do not gain 5 GCSE’s, and/or

are between the age of 16-19 and are classified as not being in education,

employment or training (NEET) and/or

struggle in the current economic climate to find employment.

3.2 With this in mind, in November 2012, Cabinet approved an apprenticeship scheme

and the funding to enable the Council to take on twelve apprentices, working in

partnership with Inclusion Hampshire.

3.3 Inclusion Hampshire (who work with the charity Catch 22) provides a range of

support to the apprenticeship scheme including on site work assessments for NVQ’s,

weekly on site sessions for the apprentices, drop in evening sessions at the Apex

centre as well as pastoral support to help them into work at the end of the

apprenticeship.

3.4 A range of potential apprenticeship posts were identified in the November. Since that

time, the Council has taken a phased approach to introducing apprentices to the

Council, allowing each team the time to provide appropriate support to each

apprentice as they arrive. This phased approach also helps Inclusion Hampshire in

providing support to the apprentices. The chart below shows the progress in filling

these apprenticeships

PAPER E

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Potential apprenticeships

identified in November

Current Position

Business Support (including roles

beginning in Business Support then

transferring to Housing or Planning)

Three apprentices currently working in

Business Support. A further two are planned

for later in the year.

Environmental Health New dog warden apprentice joined in May

Technical Services Advertised in May but no applications, due to

be readvertised in June

Street and Grounds Maintenance Not planned to start until September after

summer peak.

Licensing New Licensing apprentice started in May

Community Safety Apprenticeship advertised twice with no

response, Inclusion Hampshire now using

alternative methods to advertise

Leisure Two apprentices (on a previous scheme) are

due to leave soon and a further apprentice will

then be taken on

3.5 Whilst some areas of the Council have seen high levels of applications for

apprenticeships, most noticeably for the Dog Warden and Business Support roles,

some have suffered from a lack of interest and this feedback will need to be built into

our processes looking forward.

3.6 For those who have joined us, there are undertaking a variety of roles. Feedback on

their experiences are in Appendix 1

3.7 In addition to the Councils own apprenticeship scheme, the Council has sought to

promote apprenticeships more widely

Through liaison with the local secondary schools, including seeking

nominations towards up coming apprenticeship posts that may become

available.

More broadly through the Local Children’s Partnership

Through the newsletter on economic development to all businesses in the

district

Through the Supporting Troubled Families initiative, where apprenticeships were offered to two individual, by two different organisations.

3.8 In addition to the formal apprenticeship route, the Council is also supporting a range

of work experience opportunities including work experience in Democratic Services,

Licensing and Business Support. Many of these ‘taster sessions’ are arranged via

Inclusion Hampshire, for young people who are not in education, employment or

training and who may be to young at present to be an apprentice or who want to

gain a feeling of what an apprenticeship would be like.

4 FINANCIAL IMPLICATIONS

4.1 Funding has been approved for this scheme and costs are in line with expectations

therefore there are no further financial implications

PAPER E

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5 LEGAL AND EQUALITIES IMPLICATIONS

5.1 There are no legal or equalities implications.

CONTACT: Patricia Hughes – Corporate Director

EXTENSION: 4450 EMAIL: [email protected]


PAPER E

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APPENDIX 1 – Feedback from the Apprentices, in their own words

Jazmine Green – Apprentice Dog Warden

“My views on the apprenticeship.

Admittedly it was all very daunting to begin with as my very first day we were called out to

collect stray dogs and dealt with a dog on dog attack, all in all I have loved every minute of

my apprenticeship and Lynn has provided me with lots of support and encouragement as has

everyone else upstairs in Environmental Health.

I have to admit I didn't think I'd be so involved in the first few weeks but already I'm

answering the phones on Lynn's behalf, driving the dog warden van and I've worked down

the kennels where our stray dogs are kept.

I look forward to the rest of the year with Hart.”

Ben Warner – Apprentice in Business Support Unit

“This is just to get back to you to tell you about my apprenticeship is going at Hart District

Council in the Business & Admin department and that I would like to say that things are

going really well here and that I can't believe that I have already been here for a month

already as it has flown by and that I have been doing an arrange of things from History

Cards to IDOX Scanning and that I am enjoying my time here at Hart and that I am looking

forward to the year ahead here as the staff are great and are able to help me if I need help

and that I am able to come to them for anything if I am stuck which is good and that I am not

going to lie but the night before I started after it had sank in I felt quite nervous in how it

would start but after being shown round by my Business Support Manager Matt I managed

to settle in well!

I don't think there is anything that I want to bring up to you in regards to anything that is

troubling me but if there is then I will speak to Matt or another member of staff about the

problem I may have as well!”

Aimee Harris – Apprentice in Business Support Unit

“Things here are going really well, and I am enjoying myself

The only thing I have to say is that some days I finish all the work I have in the morning, so

after lunch I have very little to do”

(NB: Aimee is a very quick learner, the team have been advised of her feedback and she will

be facing new challenges over the coming weeks and months)

PAPER E

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Dina Thorpe – Apprentice in Business Support Unit

“I have been really enjoying my time here and it's been very interesting. I have learnt a lot of

different and interesting things over the last few weeks. And also everyone here and who

I've been working with have been very welcoming and easy to get along with. “

Amy Tedder – Apprentice Licensing Officer

I have really enjoyed my first month at HDC with the licensing team, and feel this job really

fits what I was looking for, as to begin with I was very unsure if it was for me.

I feel I have learnt quiet a lot considering its still early days and that there's still lots of

learning to do and get up to scratch with everything licensing deals with.

Angela has been very helpful and supporting along with the rest of the team and I feel very

confident with the skills that I have learnt and that I am very much appreciated.”

PAPER F

1

CABINET DATE OF MEETING 6 JUNE 2013 TITLE OF REPORT NOMINATIONS TO OUTSIDE BODIES 2013/14 Report of: Corporate Director Cabinet Member: Councillor Ken Crookes, Leader 1. PURPOSE OF REPORT 1.1 The purpose of this report is to seek nominations to Hart’s approved list of Outside

Bodies. 2. OFFICER RECOMMENDATION 2.1 That the list of nominations to Hart’s approved list of Outside Bodies as set out in

Appendix 2, be approved. 3. BACKGROUND 3.1 Annually, a specified number of representatives are nominated to sit on Hart’s

approved list of Outside Bodies. 3.2 At the end of each year, each representative is requested to prepare a short report

outlining the role of the organisation; the benefit to the Council of providing a representative to that organisation; and how the priorities of the organisation link with the Council’s corporate priorities. A summary of the reports are in Appendix 1.

3.3 These reports were discussed by Overview and Scrutiny Committee at their March

meeting. Overview and Scrutiny resolved that:

The effectiveness of current partnerships and external representation in meeting the Council’s priorities be considered, with the specific recommendation to Cabinet that:

• Blackbushe Metals Liaison Panel be removed as it had not met in the last

three years.

• Fleet Hospital Community and Friends be removed with the recommendation that the local parish council be represented

• Hampshire Buildings Preservation Trust be removed as it had not met

recently.

• That Cabinet looks into how representative the Hart Access Group is.

PAPER F

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• Thames Basin Heaths – Strategic Access Management and Monitoring Project Board – that Cabinet establish why this has not met and what the intentions are moving forward.

3.4 Further to this, on 21 May, Overview and Scrutiny Committee in considering the

minutes of the April Committee, further discussed membership of the Blackbushe Metals Liaison Panel as further information had been received indicating that a meeting had been held more recently than previously thought.

3.5 Recognising this, and that Blackbushe Metals Liaison Panel meets only when issues

arise that require attention, Overview and Scrutiny Committee amended their earlier recommendation to support the continued membership of this panel.

3.6 A list of outside bodies, subject to Cabinet approval, requiring nominations for

2013/14 are in Appendix 2. 4. FINANCIAL IMPLICATIONS 4.1 There are no financial implications.

5. CONCLUSIONS 5.1 Cabinet is requested to approve the list of nominations to Hart’s approved list of

Outside Bodies.

Contact Details: Patricia Hughes, Corporate Director [email protected] (01252) 774450

APPENDICES Appendix 1 – 2012/13 Summary of Comments from Representatives Appendix 2 – Hart’s Representatives on Outside Bodies

1

HART REPRESENTATIVES ON OUTSIDE BODIES 2012/13 SUMMARY OF COMMENTS FROM REPRESENTATIVES Outline of Organisation Input from

Representative Benefit to Council Comments

Age Concern National charity working for the well being of older people. Age Concern, working with HCC are the lead organisation for the Village Agent Scheme and attend our meetings of the Hart Older Person’s Forum. Village Agents have been so far been appointed for Crondall, Odiham, Rotherwick and Hook.

We are informed and consulted on decisions. No voting rights.

Benefits partnership, community leadership, We gain knowledge and experience and have input.

Basingstoke Canal Joint Management Committee Management of the canal, its facilities, upkeep and infrastructure throughout Surrey and Hampshire Meets 3 times a year

Voting rights. 1 Representation strengthens partnerships with other riparian authorities, the two County Councils as well as Hart Parish Councils and commercial users. The canal is important both ecologically and as a leisure facility. Much of the work either carried out directly by the Canal Authority or commissioned from third parties provides valuable information in these areas. The work is led by HCC although there is equal opportunity for input from member representatives who have equal

1 Active participation on this committee is important to ensure that the grant HDC makes toward the canal running costs is effectively used. It is important to ensure that the long term management is well planned and structured, something which is finally coming to fruition after many years of work.

PA

PE

R F

Appendix 1

2

voting rights at the meetings. 2 Given the role of this body and the importance of the canal to the environment in Hart, the Council benefits from having input and voting rights with respect to decisions that have to be made.

Blackbushe Airport Consultative Committee Looks at complaints for low flying planes and any other complaints. Twice yearly meetings (March and October).

We are informed and consulted on decisions, and have voting rights. We have just voted for a new Secretary as Mr Geoff Green has retired, new Secretary is John Ellis.

It benefits the Council by being the voice of residents and this in turn strengthens the community leadership, also by understanding flying regulations and by bringing other environment issues to the table.

Blackbushe Metals Liaison Panel This is a committee that is called on by HCC if and when necessary to check and implement environment issues. It meets rarely – not in the last three years.

I believe that it should still be there, and it is easy to resume should it be needed, as we do not know what business might take over in the future.

Blackwater Valley Advisory Committee for Public Transport Oversees inter county/inter borough public transport co-operation, bus/rail travel especially. Deals with current local issues arising. Meets either quarterly or half yearly.

We are consulted on decision and part of the decision making process. We always need to provide items for the agenda.

I regularly request items on the agenda. Hart regularly has a lot of input. A good forum to deal with pressing problems.

Very useful to meet with bus and rail organisations - they are usually very responsive.

Blackwater Valley Recreation and Countryside Management Committee

Strategic management and oversight of the countryside areas along the River

Voting rights at AGM but other than that, I am not

Given the role of this body and the importance of the Blackwater

The work of this body is important as they have a key

3

Blackwater. Meets annually. consulted on decisions. The countryside manager (Adam Green) keeps me informed as he has regular contact with this organisation.

and surrounding areas to the environment in Hart, the Council benefits from having input with respect to decisions that have to be made.

role in the delivery of SANGS.

Citizens Advice Bureau The Citizens Advice service helps people resolve their legal, money and other problems by providing free, independent and confidential advice, and by influencing policymakers. http://www.citizensadvice.org.uk/ Meets approx. quarterly

Hart DC provides grant funding to Hart CAB which has offices in Fleet and Yateley. It’s useful to have a seat on their Board to stay in touch with the plans, issues and achievements of Hart CAB.

Community Safety Partnership It cooperates with other organisations, such as the Police and Fire Services and voluntary ones, to reduce crime and disorder throughout the District. It meets about every two months and also takes some decisions by email between meetings.

I take part in all discussions at meetings, and in the email correspondence which is conducted at intervening times. I also have an equal vote alongside other members of the partnership.

Representation on the CSP achieves all of the objectives listed above, and in doing so is furthering the Sustainable Communities section of the Council’s Corporate Plan. The partnership is chaired by a Hart officer and very negative perceptions would be created, both in our flourishing voluntary sector and the wider public, were the District Council to withdraw from it.

This year has been rather a transition period as the new Safer North Hampshire settles into its role of coordinating these services across the Districts of Hart, Rushmoor and Basingstoke. The Hart Community Safety Partnership which is the subject of this report is important in providing a forum for issues which are specifically Hart ones.

Crookham Almshouse Charity The charity “provides almshouse accommodation for poor persons of good character” who are inhabitants of the district of Hart , with preference for those resident

As one of the trustees, I am part of the decision making process, I am informed of decisions and given financial

Representation on this body provides an important link with a well established and long standing local charity.

Council input is positive and should be continued.

4

in Crookham Village, Ewshot, Church Crookham, Pondtail, Courtmoor and Fleet West. Meets 3 or 4 times a year.

updates. It enables a group of local trustees and Hart officers to work together to provide much needed housing in this part of the district, particularly in the current difficult economic climate. It provides a link between the local authority and a little piece of history. On a personal level, it gives me the opportunity to be directly involved (for instance in interviewing applicants for vacant units) and to make a positive contribution to the running of the almshouses.

Farnborough Aerodrome Consultative Committee The FACC is a body made up in thirds of representatives of; local authorities, community groups & airport users (businesses that make direct use of the Aerodrome).

The environmental impact of operations at Farnborough have a significant impact on residents living in Hart District. The FACC is the prime body for interacting with the owner/operator of the aerodrome and ensuring that issues relating to the operation of Farnborough as a Business Aviation aerodrome are fully aired in a public forum.

The FACC can claim to benefit partnership and community leadership, We gain knowledge and experience and have input.

It is important that Hart continues to send representatives to the FACC that represent the wards most directly impacted by the activity at this aerodrome.

5

Fleet and District Neighbourhood Watch Fleet and District Neighbourhood Watch group includes areas of Fleet, Church Crookham, Crookham Village, Dogmersfield, Winchfield, Ewshot and Crondall. This NHW group provide a quarterly newsletter to over 6,000 local resident members delivered through an organised group of volunteer co-ordinators. The group provides up-dated information and advice about neighbourhood safety for local people through their web-site and newsletter. They welcome support from the Safer Hart Team, Trading Standards and the local Police Force. I am able to assist with providing contacts, support and advice as necessary.

All these points apply and given the increasing need to work in partnership with local voluntary groups this link helps to provide useful support to many local residents. Discussions are currently taking place regarding co-ordination of a Safer North Hants organisation.

All the HDC corporate priorities apply. This long established local volunteer group help to provide information and advice to interested residents, so that they can look out for themselves within their own community groups and areas. The bring benefit by empowering people to be alert to problems and give them the confidence to report concerns. They distribute information to provide up to date information to help residents be more secure and safe within their community and local environment.

Their work with the Council, especially with the Safer Hart team, is a valuable partnership for the F&D NHW group and is likely to become more important as local volunteer groups are being encouraged to help towards supporting the wider community. An important aspect to support the F&D NHW is the ability to use the Council Chamber for their Annual General meeting in the autumn, which is much appreciated by their members.

Fleet Hospital and Community of Friends Liaison. Meets bi-monthly. I am part of the decision

making process for the organisation.

All the HDC Corporate priorities apply. I am joining the Friends directly.

Suggest we have a new representative as I will be a member of the Friends.

Fleet Pond Society Fleet Pond Nature Reserve and SSSI is owned by Hart District Council and it is important that communication is maintained at all levels between the council and the voluntary group, Fleet Pond Society, set up for the conservation and enhancement of the nature reserve.

The growth in housing development and subsequent population rise will increase public uses of the reserve for informal recreation and a careful balance needs to be maintained to ensure the

Over more than 30 years the positive relationship that has been developed between Hart Council and Fleet Pond Society has led to a much better understanding of each party's views and aims. This is strengthened by the

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wildlife value is not unduly damaged or disturbed. This can lead to conflicts of interest between council officers responsible for providing leisure activity amenities and a conservation-orientated interest group whose main objective is protecting the valuable wildlife diversity of the site. FPS recognises that local people support the reserve through local taxation and have every right to enjoy the amenity it provides. A sustainable balance must be the objective of both parties.

appointment of a councillor as representative of and observer for Hart DC on the FPS Executive Committee. The partnership that now exists owes much to this close association.

Hampshire Buildings Preservation Trust I presume that it protects old buildings in Hampshire. I have not had any communication from this group all year.

I am afraid I have no information on this.

No benefits to the Council all year.

The district council should write to this organisation to find out what they expect of the representative of this council to perform. Depending on the answer my feeling is we should drop this group from the external body list. NB This organisation has subsequently been contacted and informs us that they only have one meeting a year (AGM) but are happy to still have a Hart contact.

7

Hampshire Police and Crime Panel The Police and Crime Panel oversees the performance of the Police and Crime Commissioner. In particular it has to agree the Policing Plan and budget prepared each year by the Commissioner, and agree his choice of Chief Constable. It has also set up a mechanism to deal with any complaints against the Commissioner. The PCP does not oversee the Chief Constable and policing operations. The panel has had four formal meetings since it was established last summer. In addition I have been a member of a small sub committee which selected extra independent members and another which scrutinised the budget in more detail than is practical in full session.

I take part in discussing all the business coming before the Panel and also have a vote, on the same basis as the large unitary authorities which also have one member each.

I make an input to the work of the panel. It is important that HDC send a representative to make sure its voice is heard. Our District enjoys relatively low levels of crime and disorder and, with no voice, there would be a risk that the Commissioner is persuaded to devote an excessive proportion of police resources to the areas, such as those on the South Coast, which have more obvious problems. I report, to full council, informally to members and at meetings of the Community Safety Partnership and the Domestic Violence Forum on the work of the Panel.

The PCP operates constructively and HDC should continue to send a representative.

Hart Access Group The group aims “to be an effective voice in working with statutory authorities and others to achieve a freely accessible environment for the whole community”. Meets every other month.

Due to work commitments I have not been able to attend any of the groups day time meetings in the last year, but can be contacted if any issues raised at their meetings require my input. When I have been able to attend meetings, I have been part of the decision making process.

In the past the group made a valuable input into the Fleet town centre improvements, FTAP and LSP meeting. In 2008 the group made a significant contribution to HDC’s Disability Equality Scheme and it continues to be a voice for disabled people living in the District. The group appreciate any link with the Council and

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wish for that link to continue. Hampshire Senate The Hampshire Senate is a voluntary partnership made up of the County Council leader, leaders of most of the Hampshire district councils, the Chairmen of Hampshire Police and Fire Authorities, and the Hampshire Primary Care Trust along with the Chairman of the Hampshire Association of Local Councils and representatives of the Hampshire Economic Partnership, Hampshire's Partnership Network, Voluntary and Community Sector, the Chairmen of Hampshire's Local Economic Partnerships and the Armed Forces. http://www3.hants.gov.uk/hampshire-senate.htm Meets quarterly.

We are informed and consulted on decisions. No voting rights.


Hart Voluntary Action Hart Voluntary Action is a membership organisation providing services and support such as information, liaison, representation, development work and training for voluntary and community groups in the Hart District and surrounding areas. http://www.hartvolaction.org.uk/ Meets approx every two months.

We are informed and consulted on decisions. Voting rights.

Benefits partnership, community leadership, We gain knowledge and experience and have input. Hart DC provides grant funding and office accommodation to HVA. Membership of the Board is valuable to understand the issues, achievements of HVA.

Inclusion Hampshire (the new name for Hart Neighbourhood Centre)

Inclusion Hampshire works to support disadvantaged young people across the region. We provide alternative education,



Hart DC provides grant funding to Inclusion Hampshire which has been renamed to better

9

motivational clubs and apprenticeships to young people who need support outside of the mainstream education system. We are a growing charity and have strong links with the local schools and authorities. We are committed to maintaining and strengthening the best service to our young people and their families. Meets approx every 2 months

reflect its mission. We also provide space for their Apex education centre in our offices.

Hampshire and Isle of Wight Local Government Association There is a long history of collaborative working through the Association of Hampshire and the Isle of Wight Local Authorities (HIOWLA). Now known as the Hampshire and Isle of Wight Local Government Association (HIOWLGA) with both Member and Chief Executive bodies to provide governance and articulate the LGA’s aims. See http://www3.hants.gov.uk/itservices/it-partners/its-services-hiow.htm Meets approx quarterly.

Part of the decision making process with voting rights.

We gain knowledge and experience and have input.

Local Government Association (LGA) and District Councils’ Network (DCN)

The Local Government Association (LGA) is an organisation that is run by its members. We are a political organisation because it is our elected representatives from all the different political parties that direct the organisation through our boards and panels. However, we always strive to agree a common cross-party position on issues and



10

to speak with one voice on behalf of local government. Details of the LGA at their website: http://www.local.gov.uk/ The District Councils Network (DCN) is “The District Councils’ Network is a member led network of around 182 district councils. We are a Special Interest Group of the Local Government Association (LGA), and provide a single voice for district councils within the LGA.” http://districtcouncils.info/ Meets approx Quarterly, plus some special events. LGA General Assembly The LGA is a kind of trade union for local authorities, and as such lobbies on our behalf with government and others. This is an annual event which met last year in Birmingham; the 2014 event is in Manchester.

We have voting rights for the officers, and can nominate members for the various boards.

The annual event is an opportunity for acquisition of greater and deeper knowledge, and is an opportunity to network with peer authorities, ministers and opposition spokesmen and others.

North East Hants CPRE The Campaign to Protect Rural England seeks to enable people to recognise and enjoy the diverse natural environment by protecting exceptional countryside assets. Apart from appreciation of the countryside, this requires a thorough understanding of planning policies and procedures to enable assessment of potential threats. Their role includes making representations

The HDC representative is officially an Observer without voting rights, but there has been positive and inclusive discussion at meetings – and in between meetings via email. I am copied in to Minutes and Agendas.

I feel it is important that HDC continue to liaise with respected and influential groups like the CPRE for several reasons. Firstly, it is important to stop and listen. This can help us gauge the strength of informed opinion about issues affecting natural assets through our district and

11

during planning consultations as well as maintaining a strong public profile through the press. For example, the CPRE made representations to national government that were influential in the development of the National Planning Policy Framework before it was published in March 2012. The NE Hants CPRE Executive Committee is particularly strong on Planning and consists of several extremely experienced and well informed individuals, with influence at local, regional and national level. NE Hants CPRE Exec Committee meets every 2 months (evenings), the Planning sub-committee every month (daytime). I attend those evening meetings that do not conflict with key HDC duties.

beyond. It also gives an opportunity to explain the HDC position and actions in full context, which can resolve potential misunderstandings - and it allows HDC to offer support services or advice (e.g. Planning or Tree officer input) where appropriate.

North Hampshire Road Safety Council To promote and encourage road safety education, training and publicity in accordance with the casualty reduction policies of the County Council

Part of the decision making process with voting rights.

The Council promotes the activities of local groups in road safety matters and provides community leadership. Hart receives information on local activities through this organisation and is represented which facilitates the involvement of Hart residents.

The representation of Hart on the group encourages the County Council to support specifically Hart road safety initiatives.

Project Integra Strategy Board To influence and develop cross district/borough/Hampshire wide waste and recycling collection and disposal strategies. To employ and govern a small salaried team

We are consulted on decisions. Input: to provide items for discussion, to aid local scrutiny of items and

The main objective is to get public ‘buy-in’ of all decisions and strategies, to reduce landfill to a minimum, to increase recycling,

The Board has just taken on new management. The Board needs to revitalise its aims and be more creative, pragmatic and

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to facilitate this aim. Meets quarterly. decisions, to help advise waste disposal and recycling, to help develop strategies for the above.

to run pilots, to make more efficient and develop joint service arrangements.

productive.

Sentinel Housing Association Social Housing provision and management. Meets quarterly.

I am informed of decisions, consulted on decisions and I am a part of the decision making process, but I do not have any voting rights

Membership enables us to influence the direction that Sentinel wish to go in, and allows us to have a voice and representation at board meetings. We have been able to develop a strong and beneficial partnership over many years, and Sentinel’s experience and expertise is very useful to us.

Sentinel work very hard to create a sense of community within their developments. They are investing heavily in improving stock and making the houses more energy efficient, for example by providing solar panels on many properties. Sentinel are very keen on partnership working and spend a lot of time and effort in improving themselves so that they can be proud of “being a great landlord”. Value for money is one of the corporate priorities. Sentinel are committed to providing 500 new homes per annum. This is a very important and beneficial partnership, and we should seek to maintain the string and effective links that we have with Sentinel.

South East England Councils (SEEC) SEEC was established in April 2009 to promote the views and interests of local government in our area. It has near universal

We are informed and consulted on decisions and are part of the decision


I am a member of the Executive Committee of SEEC.

13

membership of the 74 unitary, county, district and borough councils across the South East. SEEC works to four principles: To strive for a fair funding deal for the South East; Promote the South East's position as a leading global economy; Act as a single democratic voice for South East interests; and Monitor the pulse of the South East. http://www.secouncils.gov.uk/ Meets quarterly plus occasional special events.

making process.

Thames Basin Heaths – Strategic Access Management and Monitoring Project Board

This is the body tasked with monitoring the use made by communities of SPA land which may have a deleterious effect on the ecology. How many times this organisation has met (yearly, monthly etc.) I have not been notified of any meetings.

The SPA has a huge impact on this council particularly in Planning. We need to ensure that all opportunities to influence how the SPA develops are grasped.

Thames Basin Heaths (TBH) - Joint Strategic Partnership (JSP) Body made up of representatives from 13 Local Authorities whose potential for housing development is affected by proximity to the TBH Special Protection Area (SPA). Purpose is to co-ordinate a joint approach to the provision of SANGs and habitats monitoring.

Working with other local authorities to find a common solution to a shared problem is a very effective form of partnership working. We are able to influence the policies towards the SPA, particularly in relation to toning down the implications of “Access Management”. This has provided a very positive

The JSP has created a centrally managed fund for developer contributions towards habitats access management and monitoring – this has a cost benefit. The protection of the environment and the protection of the quality of Hart as a place to live through this committee is hopefully self-explanatory.

This is a very important body and the Council should continue to send a committed representative who will actively partake in the business of the JSP.

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benefit for residents in our District in that their free access to the local lowland heaths is no-longer under threat. I feel able to contribute significantly to the work of the JSP and am proud to have played a part in what the JSP has able to achieve.

PAPER F Appendix 2

1

HART REPRESENTATIVES ON OUTSIDE BODIES 2013/14

Outside Bodies No. of Representatives Nominee(s) Age Concern

1 Councillor

Basingstoke Canal Joint Management Committee

2 Councillor 1. 2.

Blackbushe Airport Consultative Committee

2 Councillor 1 Reserve

1. 2. Reserve:

Blackbushe Metals Liaison Panel 2 Councillor 1. 2

Blackwater Valley Advisory Committee for Public Transport

2 Councillors 1 Reserve Councillor

1. 2. Reserve:

Blackwater Valley Recreation & Countryside Management Committee

2 Councillors (1xCabinet Member) 1. 2.

Citizens Advice Hart

1 Councillor (1xCabinet Member)

Community Safety Partnership


Crookham Almshouse Charity (Trustee)

1. Councillor

Farnborough Aerodrome Consultative Committee (FACC)

2 Councillors 1 Reserve Councillor

1. 2. Reserve:

Fleet & District Community Association (The Point Youth Club)

1 Councillor 1 Reserve Councillor

1. Reserve:

Fleet Hospital & Community Friends

1 Councillor

Fleet Neighbourhood Watch

1 Councillor

Fleet Pond Society 1 Councillor 1 Reserve Councillor

1. Reserve:

Hampshire Buildings Preservation Trust

1 Councillor

Hampshire Senate 1 Councillor, 1 Reserve (Leader & Deputy Leader)

1. Reserve:

Hampshire Police and Crime Panel

1 Councillor

Hart Access Group (representing interests of disabled in Hart)

1 Councillor

Hart Neighbourhood Centre Charity

1 Councillor

PAPER F Appendix 2

2

Hart Voluntary Action


LGA General Assembly (Annual Event)

1 Councillor (Leader or Deputy Leader)

Local Government Authorities Hants & IOW

1 Councillor 1 Reserve (Leader & Deputy Leader)

1. Reserve:

North East Hampshire CPRE 1 Councillor (Observer) North Hampshire Road Safety Council

1 Councillor

Police and Crime Panel - Hampshire

1 Cabinet Member

Project Integra Strategy Board

1 Councillor 1 Reserve Councillor (2xCabinet Members)

1. Reserve:

Sentinel Housing Group 1 Councillor 1. Reserve:

South East England Councils (SEEC)


1. Reserve:

Thames Basin Heaths – Joint Strategic Partnership


1. Reserve:

Thames Basin Heaths – Strategic Access Management and Monitoring Project Board


1. Reserve:

PAPER G

Page 1 of 4

CABINET


TITLE OF REPORT: IT STRATEGY WORKING GROUP –

PROGRESS REPORT

Report of: Chief Executive

Cabinet Member: Councillor Burchfield, Corporate Services

1. PURPOSE OF REPORT

1.1 To outline progress over the last 6 months in developing the Council’s Information

Technology systems.

2. OFFICER RECOMMENDATION

2.1 That the report be noted.

3. INFORMATION

3.1 Since the last progress report in December 2012 further progress has been made in

improving the Council’s Information Technology (IT) systems.

3.2 The overall objectives the Working Group have been pursuing are:-

(a) to relocate as many servers and systems as possible off site into more secure

and reliable operating environments;

(b) to update and/or replace outdated systems and equipment to provide improved customer service and additional functionality/efficiency to the

council’s operations;

(c) to carry out improvements in the most cost-effective and, where possible,

self-financing way

3.3 The attached schedule shows the programme of work as it currently stands. It will

be seen that a number of new or updated systems have been brought into operation

over the last 6 months, and work is progressing on several others. More details on

these changes are set out below.

i. Leisure – The new “Gladstone” system came into operation in December 2012 and

is now fully functional.

ii. Finance System – The new “Integra” system went live at the beginning of April and

is now fully functional.

iii. Planning, Land Charges, Environmental Health – The upgraded “IDOX” system

went live in the middle of April and despite some minor difficulties with migrating

data from the old system to the new, is now fully functional. This system in

particular will offer further scope for improved operational efficiency over the

PAPER G

Page 2 of 4

coming months as we make greater use of its increased functionality by comparison

with the old system.

iv. Cash Receipting – The new system is scheduled to be in operation by the end of

July.

v. Website – After a competitive process, a company has been chosen to carry out

the redevelopment and future hosting of the Council’s website. Details of the

contract are still being finalised, and it is envisaged that the new site will go live this

autumn. It is also envisaged that the development of the website will continue to

give increased functionality over the period ending in March 2014.

vi. Internet Connection – The Council is in the process of acquiring a significantly

enhanced new fibre optic internet connection, linked to the Hampshire Public

Services Network 2 (HPSN2) which will give a much higher capacity broadband

connection to the internet. The old connection is also being retained to provide

backup and redundancy. The new connection is particularly important as the

Council moves towards remotely hosted servers, as part of its strategy of locating

systems and data off-site. It is expected to go live by the end of June.

vii. Network and Related Infrastructure – A proposal has been received from

Microsoft to relocate into the Cloud virtually all of the Council’s remaining on-site

servers. This proposal is still being evaluated in detail, but appears to offer a very

cost effective way of upgrading the Council’s network infrastructure. A proposal

on this is likely to be brought forward to Cabinet in July.

viii. Human Resources/Payroll – The Council has recently invited bids from software

suppliers for a replacement HR/Payroll system, and these proposals are currently

being evaluated.

3.4 Work on the remaining systems is expected to start over the next 6 months. The main priorities here are likely to be the Council Tax/Benefits system, the

Waste/Recycling system, the Telephone system and the Geographic Information

System (GIS).

3.5 The various system changes, particularly the relocation of servers off-site and into

the Cloud, is having a significant impact on the nature and range of service the

Council requires from Capita. Discussions are in hand with Capita with a view re-

negotiating the IT aspects of their contract with the Council. These negotiations are

at an early stage, but it is hoped that they will result in cost-savings to the Council.

3.6 In addition, Capita are themselves re-organising their IT work, which (from Hart’s

point of view) will result in their IT operations being centralised on Southampton,

rather than in a range of locations as now. It is hoped that this will result in some

significant service improvements and possibly cost savings as well, particularly with

regard to the Council Tax/Benefits system and the Waste/Recycling system.

4. FINANCIAL IMPLICATIONS

4.1 Members will recall that at this time last year the Council was considering a proposal

for the comprehensive upgrading of its IT systems, which carried a very substantial

price tag (in excess of £3M).

PAPER G

Page 3 of 4

4.2 By contrast, the changes now carried out or planned have been carried out largely

within existing budgets or, in the case of IDOX, with only a minor additional financial

provision (already approved by Cabinet).

4.3 For the future, the main additional costs anticipated will be the re-location of the

network server infrastructure into the Cloud, which is likely to cost very

substantially less than had been thought last year, and the relocation and upgrading of

the Revenues & Benefits system. It is hoped that even these costs can be

accommodated within existing budgets, although that will be dependent upon the

outcome of the negotiations with Capita mentioned in paragraph 3.5 above.

4.4 One further item of expenditure is the need to replace around 50 of our desktop

PC’s. A report seeking authority to spend around £20,000 on this will also be coming

forward to Cabinet in the next couple of months.

5. ACTION

5.1 Cabinet is asked to note the report and the action being taken to upgrade the

Council’s IT systems.

Geoff Bonner

Chief Executive

22 May 2013

EXTENSION: 4108 EMAIL: [email protected]

APPENDIX

Appendix 1 Programme of Work Schedule


Page 4 of 4

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1

TIMELINE OF PROPOSED ACTIONS

Current Supplier

Current

Hosting Future Supplier

Future

Hosting Status Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2

MAJOR SYSTEMS

Planning IDOX/Uniform Hart IDOX/Uniform IDOX In operation

Leisure Gladstone Hart Gladstone Gladstone In operation

Finance Cedar Hart Integra Capita In operation

Council Tax/Benefits IBS/Anite Hart IBS/Anite Capita Proposal awaited

Waste/Recycling Lagan Hart Lagan Capita Proposal awaited

SMALLER SYSTEMS

Cash receipting Paris Hart Capita Payments Capita Being Implemented

Elections EROS Hart ? ? Options being evaluated

Land Charges Northgate Hart ? ? Options being evaluated

Env Health IDOX/Uniform Hart IDOX/Uniform IDOX In operation

HR/Payroll Trent Hart ? ? Bids Invited

Parking Chipside Hart ? ? Under Review

Telephones Alcatel Hart ? ? Under Review

Secure Email (Revs & Bens) GCSX Hart GCXS Hart In operation

Email Google Cloud Google Cloud In operation

WEBSITE

Migration Hampshire CC HCC OWA OWA Contract being drafted

Development

INTERNET FEED UPGRADE Being Implemented

GIS UPGRADE ? ? On hold pending review

INFRASTRUCTURE

Fileservers ) `

Printservers )

Network )

Desktop ) Proposal received

Domain controllers )

Citrix )

Backup )

2013/14 2014/15

Virtualize and

place into Cloud

Hosting

1

CABINET

KEY DECISIONS/ WORK PROGRAMME AND EXECUTIVE DECISIONS MADE

June 2013

Cabinet is required to publish its Key Decisions and forward work programme to inform the public of issues on which it intends to make policy or

decisions. The Scrutiny Committee also notes the Programme, which is subject to regular revision. Items in italics denote changes to a previously published

Plan.

Report Title Ref

(Note 1)

Outline/Reason for

Report/Comments

Original

Due

Date

Revised

Due

Date

Key

Decision

Y/?

Cabinet

Member

(Note 2)

Service

(Note

3)

IT Strategy Working Party Jan 12 Progress report June 13 BB CX

Treasury Management Progress Twice

Yearly

Outturn and Report June 13

Nov 13 KC F

Revenue and Capital Outturn

2012/13

Annual Report on outturn June 13 KC F

Outside Bodies Annual To confirm representatives on Outside

Bodies

June 13 KC CX

Apprenticeship Scheme Nov 12 Review June 13 KC CD

Project Integra Apr 13 Action Plan, Constitution and

Hampshire Joint Municipal Waste

Strategy

June 13 JG T&EM

Economic Development Twice

Yearly

Progress Report June 13 July 13 KC CX

Developer Contributions and

Infrastructure

Nov 12 May 13 July 13 SP CD

Adoption of NE Hook

Development Brief

Feb 13 For approval June 13 July 13 SP CD

Housing Allocations Policy Jan 13 Review proposals June 13 July 13 Y AC HS

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2

Report Title Ref

(Note 1)

Outline/Reason for

Report/Comments

Original

Due

Date

Revised

Due

Date

Key

Decision

Y/?

Cabinet

Member

(Note 2)

Service

(Note

3)

Hampshire Health and Wellbeing

Strategy and Hart’s action plan

May 13 June 13 July 13 Y AC CD

Upgrade/Migration of IT Server

Infrastructure

Mar 13 For approval May 13 July 13 BB CX

Fleet Town Centre Retail Study Jan 13 For information May 13 July13 GE CD

Home Insulation Scheme May 13 Proposals July 13 Y AC HS

Purchase of Larger Houses May 13 Proposals July 13 Y AC HS

Review of Designated Protected

Areas

May 13 Review July 13 Y AC HS

Budget Monitoring Current Year May 13 Monitoring July 13 KC F

Review of Council Tax Support

Scheme

Feb 13 Review of current scheme July 13 KC F

2012/13 Quarterly Budget

Monitoring

Quarterly Quarterly monitoring Sept 13 Dec 13

March 14

KC F

Setting the Council Tax Base Annual Report Jan 14 Y KC F

Treasury Management Strategy Annual Update Feb 14 KC F

2014/15 Revenue Budget, Capital

Programme and Council Tax

Proposals

Annual Approval. Recommendation to Council. Feb 14 KC F

Food Safety Service Plan Annual For approval March 14 JK EH

Service Plans Annual Service Plans 2014/15 April 14 All

Green Lane Car Park July 11 Report on future options Oct 11 TBD AC HS

3

Notes:

1 Date added to Programme

2 Cabinet Members:

KC Crookes BB Burchfield AC Crampton GE Evans

JG Glen JK Kennett SK Kinnell SP Parker

3 Service:

CX Chief Executive CD Corporate Director P&ER Planning and Environmental Regulation

CS Community Safety HS Housing and Customer Services L&EP Leisure and Environmental Promotion

F Finance DS Democratic Services TS &EM Technical Services and Environmental

Maintenance

SLS Shared Legal Services MO Monitoring Officer EH Environmental Health

EXECUTIVE DECISIONS

30/4/13 Cllr Kinnell Release of S106 funding in the sum of £905 towards the enhancement of Eversley Up

Green.

Not called in.

3/5/13 Cllr Glen To waive the charging of fees to Hampshire County Council for a grant of an easement

and temporary access for contractors.

Not called in.

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CAB.1

CABINET

Date and Time: Thursday, 6 June 2013 at 7pm

Place: Council Chamber, Civic Offices

Present:

COUNCILLORS

Crookes (Chairman)

Burchfield, Crampton, Evans, Glen, Kennett, Kinnell, Parker

In attendance: Councillors Ive, Oliver, Morris, Neighbour, Radley JE

Officers:

Geoff Bonner Chief Executive

Tony Higgins Head of Finance

1 MINUTES OF PREVIOUS MEETING

The Minutes of the meeting of 9 May 2013 were confirmed and signed as a correct

record.

2 APOLOGIES FOR ABSENCE

None.

3 CHAIRMAN’S ANNOUNCEMENTS

None.

4 DECLARATIONS OF INTEREST

None declared.

5 PUBLIC PARTICIPATION (ITEMS PERTAINING TO THE AGENDA)

None.

6 REVENUE AND CAPITAL OUTTURN 2012/13

Cabinet was provided with details of the provisional outturn position on Revenue

and Capital expenditure for 2012/13, and approval was sought to carry forward

certain unspent revenue budgets to allow for the completion of expenditure

programmes in the current financial year.

CAB.2

RESOLVED

1 That the 2012/13 provisional outturn position for the General Fund Revenue

Account be noted.

2 That the 2012/13 outturn position for Capital expenditure be noted.

3 That the carry forward of the unspent revenue budgets be approved.

4 That the accounting adjustment described in Paragraph 5 be noted.

7 TREASURY MANAGEMENT PROGRESS

Cabinet considered the Council’s Treasury Management activities during the 2012/13

financial year.

RESOLVED

That the Treasury Management activities during the financial year ended 31 March

2013 be noted.

8 PROJECT INTEGRA CONSTITUTION, HAMPSHIRE JOINT

MUNICIPAL WASTE STRATEGY AND PROJECT INTEGRA ACTION

PLAN 2013 – 2016

Cabinet was asked to approve the Project Integra Action Plan 2013-2016, revised Project Integra Constitution and the revised Joint Municipal Waste Strategy for

Hampshire.

RESOLVED

1 That the Project Integra Draft Action Plan 2013-2016, revised Project Integra

Constitution and the revised Hampshire Joint Municipal Waste Strategy as

attached at Appendix 1, 2 and 3 be approved.

2 That the funding of Project Integra Partnership for current financial year as

detailed in paragraph 9.1 be agreed.

3 That the recommendations of Overview and Scrutiny Committee (paragraph

3.5) be taken up further with Project Integra.

9 APPRENTICESHIPS – UPDATE

Members were given an update on the apprenticeship scheme.

RESOLVED


CAB.3

10 NOMINATIONS TO OUTSIDE BODIES 2013-14

Nominations to Hart’s approved list of Outside Bodies were sought.

In light of the comments from the Overview and Scrutiny Committee, the following

actions were agreed:

1 That the Fleet Hospital Community and Friends be contacted to ask if they

still want Hart’s support, or if they consider that support from Fleet Town

Council would be more appropriate.

2 That the Hampshire Buildings Preservation Trust be asked to ensure that the

Council’s nominee be informed of future meetings.

2 That officers be asked to review the operation of Hart Access Group and the

Council’s contribution to it, and produce recommendations on appropriate

action to be taken.

RESOLVED

That the list of nominations to Hart’s approved list of Outside Bodies as set out in

Appendix 1 to these minutes, be approved.

11 IT STRATEGY WORKING GROUP – PROGRESS REPORT

Members were updated on progress over the last 6 months in developing the Council’s Information Technology systems.

RESOLVED


12 CABINET WORK PROGRAMME

The Cabinet Work Programme was considered and amended.

The meeting closed at 8.10 pm

CAB.4

Appendix 1

HART REPRESENTATIVES ON OUTSIDE BODIES 2013/14

Outside Bodies No. of Representatives Nominee(s)

Age Concern

1 Councillor Crookes

Basingstoke Canal Joint

Management Committee

2 Councillor 1. Ambler

2. Glen

Blackbushe Airport Consultative

Committee

2 Councillor

1 Reserve

1. Billings

2. Harward

Reserve: Murphy

Blackbushe Metals Liaison Panel 2 Councillor 1. Billings

2. Harward

Blackwater Valley Advisory

Committee for Public Transport

2 Councillors

1 Reserve Councillor

1. Glen

2. Appleton

Reserve: Harward

Blackwater Valley Recreation &

Countryside Management

Committee

2 Councillors (1xCabinet Member) 1. Kinnell

2. Neighbour

Citizens Advice Hart

1 Councillor (1xCabinet Member) Crookes

Community Safety Partnership

1 Councillor (1xCabinet Member) Kennett

Crookham Almshouse Charity

(Trustee)

1. Councillor Butler

Farnborough Aerodrome

Consultative Committee

(FACC)

2 Councillors


1. Simmons

2. Radley JE

Reserve: Ambler

Fleet Hospital & Community

Friends

1 Councillor Vacant pending reply

to enquiry

Fleet Neighbourhood Watch

1 Councillor Radley JR

Fleet Pond Society 1 Councillor


1. Wheale

Reserve: Lewis

Hampshire Buildings

Preservation Trust

1 Councillor Bennison

Hampshire Senate 1 Councillor, 1 Reserve

(Leader & Deputy Leader)

1. Crookes

Reserve: Parker

Hampshire Police and Crime

Panel

1 Councillor Kennett

Hart Access Group

(representing interests of

disabled in Hart)

1 Councillor Butler

Hart Neighbourhood Centre

Charity

1 Councillor Crookes

CAB.5

Hart Voluntary Action

1 Councillor (1xCabinet Member) Crookes

LGA General Assembly (Annual

Event)

1 Councillor (Leader or Deputy

Leader)

Crookes

Deputy: Parker

Local Government Authorities

Hants & IOW

1 Councillor

1 Reserve

(Leader & Deputy Leader)

1. Crookes

Reserve: Parker

North East Hampshire CPRE 1 Councillor (Observer) Clarke

North Hampshire Road Safety

Council

1 Councillor Crampton

Project Integra Strategy Board

1 Councillor


(2xCabinet Members)

1. Glen

Reserve: Crookes

Sentinel Housing Association 1 Councillor 1. Crampton

Reserve: Crookes

South East England Councils

(SEEC)

1 Councillor


1. Crookes

Reserve: Parker

Thames Basin Heaths – Joint

Strategic Partnership

1 Councillor


1. Radley JE

Reserve: Parker

Thames Basin Heaths – Strategic

Access Management and

Monitoring Project Board

1 Councillor


1. Parker

Reserve: Radley JE