Waverley Borough Council Council Offices, The Burys, Godalming, Surrey GU7 1HR www.waverley.gov.uk

To: All Members and Substitute Members of When calling please ask for: the Overview & Scrutiny Committee - Kimberly Soane, Democratic Services Officer Environment Policy and Governance (Other Members for Information) E-mail: [email protected]

Direct line: 01483 523258 Date: 13 March 2020

Membership of the Overview & Scrutiny Committee - Environment Cllr Carole Cockburn (Chairman) Cllr Michaela Martin Cllr Martin D'Arcy (Vice Chairman) Cllr Paul Rivers Cllr Brian Edmonds Cllr Liz Townsend Cllr Jenny Else Cllr Ruth Reed Cllr John Gray

Substitutes Cllr Chris Howard Cllr Jerry Hyman Cllr Joan Heagin Cllr Peter Isherwood

Members who are unable to attend this meeting must submit apologies by the end of Monday, 16 March 2020 to enable a substitute to be arranged.

Dear Councillor

A meeting of the OVERVIEW & SCRUTINY COMMITTEE - ENVIRONMENT will be held as follows:

DATE: MONDAY, 23 MARCH 2020 TIME: 7.00 PM PLACE: COMMITTEE ROOM 1, COUNCIL OFFICES, THE BURYS, GODALMING

The Agenda for the Meeting is set out below.

Yours sincerely

ROBIN TAYLOR Head of Policy and Governance

Agendas are available to download from Waverley’s website (www.waverley.gov.uk/committees), where you can also subscribe to

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This meeting will be webcast and can be viewed by visiting www.waverley.gov.uk/webcast

Waverley Corporate Strategy 2019 - 2023

Waverley Borough Council is an authority which promotes and sustains:  open, democratic and participative governance  a financially sound Waverley, with infrastructure and services fit for the future  the value and worth of all residents, regardless of income, wealth, age, disability, race, religion, gender or sexual orientation  high quality public services accessible for all, including sports, leisure, arts, culture and open spaces  a thriving local economy, supporting local businesses and employment  housing to buy and to rent, for those at all income levels  responsible planning and development, supporting place-shaping and local engagement in planning policy  a sense of responsibility for our environment, promoting biodiversity and protecting our planet.

Good scrutiny:

 is an independent, Member-led function working towards the delivery of the Council’s priorities and plays an integral part in shaping and improving the delivery of services in the Borough;  provides a critical friend challenge to the Executive to help support, prompt reflection and influence how public services are delivered;  is led by ‘independent minded governors’ who take ownership of the scrutiny process; and,  amplifies the voices and concerns of the public and acts as a key mechanism connecting the public to the democratic process.

NOTES FOR MEMBERS

Members are reminded that contact officers are shown at the end of each report and members are welcome to raise questions etc. in advance of the meeting with the appropriate officer.

AGENDA

1. MINUTES (Pages 7 - 14)

The Minutes of the meeting of the Environment Overview & Scrutiny Committee held on 13 January 2020 are attached, and Members are asked to confirm them as a correct record.

2. APOLOGIES FOR ABSENCE AND SUBSTITUTIONS

To receive apologies for absence and note substitutions.

Members who are unable to attend this meeting must submit apologies by the end of Monday 16 March 2020 to enable a substitute to be arranged, if applicable.

3. DECLARATIONS OF INTERESTS

To receive from Members declarations of interests in relation to any items included on the agenda for this meeting, in accordance with Waverley’s Code of Local Government.

4. QUESTIONS BY MEMBERS OF THE PUBLIC

The Chairman to respond to any questions submitted by members of the public in accordance with Procedure Rule 10.

The deadline for submission of written questions for this meeting is 5pm Monday 16 March 2020.

5. QUESTIONS FROM MEMBERS

The Chairman to respond to any questions received from Members in accordance with Procedure Rule 11.

The deadline for submission of written questions for this meeting is 5pm on Monday 16 March 2020.

6. COMMITTEE FORWARD WORK PROGRAMME (Pages 15 - 26)

The Environment Overview & Scrutiny Committee, along with the O&S Coordinating Board, is responsible for managing the Committee’s work programme.

The current work programme (attached) includes items agreed at the O&S Coordinating Board and takes account of items identified on the latest Executive Forward Programme (Annexe 2) as due to come forward for decision.

Recommendation

Members are invited to consider their work programme and make any comments and/or amendments they consider necessary, including suggestions for any additional topics that the Committee may wish to add to its work programme.

7. CORPORATE PERFORMANCE REPORT Q3, 2019-20 (Pages 27 - 82)

The Corporate Performance Report provides an analysis of the Council’s performance for the third quarter of 2019-20. The report, set out at Annexe 1, is being presented to each of the Overview and Scrutiny Committees for comment and any recommendations they may wish to make to senior management or the Executive.

Recommendations

It is recommended that the Overview & Scrutiny Committee:

1) considers the performance of the service areas under its remit as set out in Annexe 1 to this report and makes any recommendations to senior management or the Executive as appropriate and 2) recommends approval by the Executive of the new proposed performance indicators, as set out in report, starting from 1 April 2020.

8. LOCAL PLAN PART 2

To receive a detailed verbal update from the Planning Policy Manager on Local Plan Part 2.

9. WORKING GROUP REPORT: GREEN SPACES STRATEGY SCOPE (Pages 83 - 106)

The purpose of the attached report is to set out the discussion and recommendations of the working group that this Committee set up in September 2019.

Recommendation

It is recommended that the Committee endorses the recommendations of the Group set out in Annexe 1 of the attached report.

10. PESTICIDE POLICY AND ACTION PLAN (Pages 107 - 146)

This report informs the Environment O&S Committee of the draft Pesticides Policy and action plan and to make the Committee aware of the potential financial and reputational implications in delivering this policy.

Recommendation

It is recommended that the Environment Overview & Scrutiny Committee considers the draft Pesticides Policy and action plan and:

1. makes any observations, and suggests any amendments, to the Executive;

2. notes that the Pesticides Policy and action plan will require further amendment and updating following adoption by the Council, to reflect ongoing changes in industry practices relating to advances in technology and product availability; and

3. notes that some proposals highlighted in the action plan have a number of options identified for delivery, each option may have differing financial implications for the Council, however, to make significant progress the Highways verges element of the Grounds Maintenance contract should be reviewed first.

11. HOUSEHOLD RECYCLING CENTRE ISSUES AND PROPOSALS REPORT (Pages 147 - 152)

To make members of the Environment Overview and Scrutiny Committee aware of the issues being experienced with the Waverley Borough Council Household Recycling Centres due to misuse and fly-tipping and propose a way forward to deal with these issues.

Recommendation

Environment Overview and Scrutiny Committee is asked to note the ongoing issues of misuse and fly-tipping at Waverley’s Household Recycling Centres and to agree any observations or recommendations to the Executive on the proposed actions to address these going forward.

12. EXCLUSION OF PRESS AND PUBLIC

To consider, if necessary, the following recommendation on the motion of the Chairman:

Recommendation

That pursuant to Procedure Rule 20 and in accordance with Section 100A (4) of the Local Government Act 1972, the press and public be excluded from the meeting during consideration of the following items on the grounds that it is likely in view of the nature of the proceedings, that if members of the public were present during the items there would be disclosure to them of exempt information (as defined by Section 100I of the Act) to be identified at the meeting.

Officer contacts: Yasmine Makin, Scrutiny Policy Officer Tel. 01483 523078 or email: [email protected] Kimberly Soane, Democratic Services Officer Tel. 01483 523258 or email: [email protected]

Agenda Item 1. Overview & Scrutiny Committee - Environment 1 13.01.20

WAVERLEY BOROUGH COUNCIL

MINUTES OF THE OVERVIEW & SCRUTINY COMMITTEE - ENVIRONMENT - 13 JANUARY 2020

(To be read in conjunction with the Agenda for the Meeting)

Present

Cllr Carole Cockburn (Chairman) Cllr John Gray Cllr Martin D'Arcy (Vice Chairman) Cllr Paul Rivers Cllr Brian Edmonds Cllr Liz Townsend Cllr Jenny Else Cllr Ruth Reed

Apologies Cllr Michaela Martin

Also Present

41. MINUTES (Agenda item 1.)

The Minutes of the Meeting held on 25 November 2019 were confirmed as a correct of the meeting, and signed.

42. APOLOGIES FOR ABSENCE AND SUBSTITUTIONS (Agenda item 2.)

Apologies for absence were received from Cllr Michaela Martin.

No Cllr attended as a substitute.

43. DECLARATIONS OF INTERESTS (Agenda item 3.)

There were no declarations of interest declared regarding items discussed at the meeting.

44. QUESTIONS BY MEMBERS OF THE PUBLIC (Agenda item 4.)

There were no questions submitted by members of the public.

45. QUESTIONS FROM MEMBERS (Agenda item 5.)

The following question has been received from Cllr Brian Edmonds:

“Considering that the Department for Environment Food and Rural Affairs clean Air Strategy 2019 to progressively cut public exposure to particulate matter pollution levels as suggested by the World Health Organization. With the long-term objective to meet the World Health Organisation’s annual fine particle (PM2.5) mean guideline limit of 10 μg/m3, whereas the current limit is 25μg/m3

Page 7 Overview & Scrutiny Committee - Environment 2 13.01.20

It would be helpful to learn why fine particle levels (PM2.5) are not currently measured within the Farnham and Godalming Air Quality Management Areas and when the measurement will be available. The Air Quality Standard Regulations 2010 require that particulate matter limits do not exceed the limits listed in Schedule 2. It is not clear how this obligation is delivered if the values are not being measured.”

Response from Richard Homewood, Head of Environmental Services Environmental and Regulatory Services

The Environment Act 1995 requires local authorities to review and assess air quality within their area. Where air quality objectives are not being achieved as set out in the Air Quality (England) Regulations 2000 (as amended) an air quality management area must be declared and an action plan put in place in pursuit of the objective.

PM2.5 has not been incorporated into the local air quality management regulations and there is no statutory requirement for local authorities to review and assess PM2.5. Please see Annex A (p47) of the Local Air Quality Management Policy Guidance (PG16), https://laqm.defra.gov.uk/supporting-guidance.html. It is important to understand that PM2.5 can travel long distances and it is estimated significant levels found in an area can be from sources outside a local authority’s area.

The Air Quality Standards Regulations 2010 transpose into English Law the requirements of Directives on ambient air quality. http://www.legislation.gov.uk/uksi/2010/1001/contents/made. The competent authority is the Secretary of State. Please see Part 1 - 3 for details. 3 The annual limit value set for PM2.5 is 25µg/m (Schedule 2), and there is also national exposure reduction target for PM2.5 (Schedule 7).

The Council measures PM10 as this pollutant is included in the local air quality management regulations. It is important to understand that PM10 measured will include PM2.5. The average ratio of PM2.5 to PM10 is 0.7. Please see Annex B of the Local Air Quality Technical Guidance (TG16) https://laqm.defra.gov.uk/technical- guidance/.

Annual average PM10 levels monitored in Farnham are considerably less than 25µg/m3. In 2018 they were 16µg/m3. In 2019 they were 19µg/m3. This would mean levels of PM2.5 in Farnham would likely have been in the region of (16 x 0.7) 11.2µg/m3 in 2018 and (19 x 0.7) 13.3µg/m3 in 2019. I would refer you to the Air Quality England website for further information on levels of PM10 measured in Farnham, https://www.airqualityengland.co.uk/site/latest?site_id=WA002.

Whilst PM2.5 is not formally incorporated into the local air quality management regulations it is important to note that the Public Health Outcomes Framework sets out a vision for public health. There are a wide range of indicators to focus understanding of public health, impacts and actions, and indicator D01 concerns the fraction of mortality attributable to particulate air pollution based on levels of PM2.5. In 2017 this was predicted to be: England 5.1%, South East Region 5.6%, Surrey 5.7%, and Waverley 5.1%. Please see the link for further information.

Page 8 Overview & Scrutiny Committee - Environment 3 13.01.20

https://fingertips.phe.org.uk/profile/public-health-outcomes- framework/data#page/0/gid/1000043/pat/6/par/E12000008/ati/201/are/E06000036/ii d/30101/age/230/sex/4.

Directors of Public Health (Surrey County Council) are encouraged to prioritise action on air quality in their local area to help reduce the health burden from air pollution. Local authorities are encouraged to work towards reducing emissions and concentrations of PM2.5 as practicable. It is up to each local authority in consultation with its public health officials to decide on the approach to be taken, based on local circumstances and public health priorities.

Locally, we have worked together with other Borough/District councils in Surrey, as well as the Surrey County Council, to model levels of PM2.5 across Surrey, including source apportionment. The modelling report is due to be published early in 2020. At receptors modelled background PM2.5 concentrations make up more than 70% of PM2.5 concentrations in Waverley. The Council will continue to work with other local authorities and Surrey County Council to look at the implications of the study and any appropriate actions.

Last year the Government published an Environment Bill. There are proposals to establish a new public body, the Office of Environmental Protection as an independent watchdog. The Bill also commits to improve air quality. To do this it is proposed to set an ambitious legally binding target to reduce PM2.5, increase local powers to address sources of air pollution, enable local authorities to work with families to cut harmful pollution from domestic burning by using cleaner fuels. It is unclear what the implications will be for local authorities at present.

We would reassure Members that whilst we do not specifically measure PM2.5 we do have an understanding of the likely levels of PM2.5 in the area and that they are unlikely to be exceeding the current national guidelines.

46. SERVICE PLANS (Agenda item 6.)

LN introduced the item explaining that the service plans were provided to members for them to understand the depth and breadth of work carried out in the areas within their remit. She highlighted that these reports could provide members with potential areas to scrutinise.

Planning and Economic Development Service Plan (except Economic Development)

ZE gave an overview of the Planning Service plan.

Development Management

Key issues were to improve the quality of the service to increase customer and member trust and confidence in advice, this will be helped by the introduction of the Customer Service Centre. Further training will be provided to members to increase knowledge base and understanding of planning issues.

Issues raised by members included:

 More measurable targets needed in the actions/outputs of the plan. Page 9 Overview & Scrutiny Committee - Environment 4 13.01.20

 Highlight what improvements required to meet targets.  Information on how well the targets were met on last service plan.  Information on how we are going to achieve targets.  The impacts on failure to achieve needs more depth.  The end dates need to be more specific e.g. will the target be met by this date or is it a rolling target.

Planning Policy

ZE explained that the plan for this area is based around LPP2. The members were informed that the plan had been drafted by the previous Head of Planning and that there were some changes that would be made including some typographical errors that will be amended.

Highlights of the plan were: − the introduction of CIL charging. − addition of the Annual Infrastructure Statement under objective P17. − the implementation of the planning obligations supplementary document. − updating LPP2 to include reference to reduction of CO2 emissions in response to the climate emergency.

Issues raised by members included:

 the chair advised members were waiting in anticipation for LPP2.  Training for members very important. Members and officers need to work together especially on Neighbourhood plans.  Neighbourhood plans and planning statements need to be consistently referred to in planning reports  A protocol for pre applications is needed to engage members prior to the application being heard at committee.  Targets for Neighbourhood plans is needed.  Reviews of major sites is needed to identify issues and lessons learnt.  Objectives 12 and 17 both covered CIL and 106. These need merging.  Objective 11.2 – Monitoring of historic 106 agreements. How will this be achieved? Officer in post who already does this.  Was there a way to monitor when conditions are met in same way as 106 monitoring?

ZE advised that member comments had been noted and would be addressed.

Environment Service Plan (Except Economic Development)

RH gave an overview of the Environment Service Plan.

Key areas include Food Safety, Environmental Health, Environmental Protection, Environmental Services, Parking Services, Emergency Planning, Corporate Health and Safety, Licensing team, Environmental Enforcement, Sustainability.

Key challenges for Environment are:

Page 10 Overview & Scrutiny Committee - Environment 5 13.01.20

− Air Quality o An annual status report is submitted each year. o currently developing and revising a new action plan. o Two groups established to address this issue (Air Quality Steering Group and Farnham Air Quality Working Group)

− Waste Contract o Had teething issues on implementation but these have been worked through. o Food waste is now collected separately from refuse. o Route optimisation id being reviewed which may affect 80% of residents.

− Car Parking o Strategic review being carried out – nearing completion. o Installing EV charging points within the Borough o Investigating the use of solar panels in car parks.

− Emergency Planning o Flood response was ready just before Christmas but was not required. o Supported the response to the doctors surgery fire.

− Sustainability Manager o Huge task ahead responding to the Carbon Neutral aim of 2030. o Also supporting and helping the community to reduce their carbon footprint.

Issues raised by members included:

 ESA 2 and 16.2 are identical.  The number of people using the EV points is not indicative of electric vehicle use as many charge at home and only do small journeys.  Surrey CC have an Air Pollution Strategy, do we engage with them? RH- Yes.  Some targets have measurable actions but some not.  Would be of help if all service plans had standard responses.

Greenspaces (part of the Commercial Services Service Plan)

ML outlined the service plan for the greenspaces element of Commercial Services. Key aims:

− New grounds maintenance contract in place – monitoring to ensure performance targets are met. − Raising the profile of the parks and countryside team. − Ensuring greenspace infrastructure is good within the borough. − Exploring the opportunity to take on the maintenance of greenspaces in new developments. − Reducing the risk of claims from trees within the borough. − Ensuring we meet our biodiversity obligations. − Developing woodland management plans − Promoting ‘Film Waverley’. − Promoting tree planting − Phasing out the use of pesticides − Developing a Greenspace Strategy.

Page 11 Overview & Scrutiny Committee - Environment 6 13.01.20

Issues raised by members:

 Need to ensure that policies and strategies link up.  Agree that the teams need to increase their profile.  Members welcomed WBC managing the greenspaces in developments  Need to raise awareness of Ash Die Back and Oak Processionary Moth.  Is environment working with planning on ‘Film Waverley’ as often filming takes place before permissions are agreed.  Increasing the participation of volunteers is important in maintaining green spaces.  Could we look at sponsors for tree planting?  Reducing the use of pesticides important but how much more expensive? Education to general public also needed.

Issues raised were noted.

47. PLANNING APPEALS PERFORMANCE AND COSTS ARISING FROM JUDICIAL REVIEWS (Agenda item 7.)

ZE outlined the report attached to the agenda outlining the cost implications arising from planning appeals and judicial reviews. He explained this report was also being presented to the Value for Money O&S who had also requested it.

Members were informed that appeals can proceed via a number of routes. Written representations, informal hearings and inquires. Ultimately it is the inspectors decision which route it takes.

Costs can vary widely depending upon the route taken and costs can be awarded to the appellant if it is felt the councils behaviour was unreasonable. The right for the council to request a cost award exists but is rarely invoked.

A table showing the costs for defending appeals since April 2018 was highlighted. It has cost in excess of £100K in both 2018-19 and 2019-20.

ZE advised that there was an increasing amount of informal hearings being heard and more and more appellants are taking legal counsel with them. Members were asked if they felt we should too? Members felt this was not necessary if we have a strong case as to the decision.

The chair highlighted that the cost implications were not under the remit of this committee and we were more concerned about the reasons appeals were lost. It was felt we are not highlighting our policies enough and that pre-apps were important to the process so the officers and members understood the issue before the application hearing.

Members were informed of the following proposed improvements:

− Quarterly appeals analysis being taken to JPC and possibly area committees. − Summaries of inspectors decisions to be circulated for lessons learnt.

Page 12 Overview & Scrutiny Committee - Environment 7 13.01.20

− Review of the pre-app process − Review of the committee structures − Review of the scheme of delegation. − Further training for both officers and members − Improving committee reports

Members were informed that the cost of the LPP1 judicial review was in the region of £105K. Some of these costs will be reclaimed from the two groups involved as costs were awarded to WBC.

Cllr Gray asked why area committees were not encouraged to defer applications if they felt further information was needed rather than refuse. He also felt there were too many ‘call-ins’ for insignificant matters.

48. LOCAL PLAN PART 2 (Agenda item 8.)

GP and ME updated the committee on the progress with LLP2. It was explained that LLP1 was the strategic plan and LLP2 was a more detailed plan which sits alongside Neighbourhood plans. LLP2 will replace the retain policies from 2002.

An issues and options consultation has taken place and the team were now building on the areas that have not been resolved such as:

− site allocations in certain areas. − Working with town and parish councils − Gypsy/traveller allocations − Development management policies.

The draft plan will be delivered to Environment O&S when ready.

Issues raised by members:

 Timings – when will plan be ready to come to committee? GP - Hopefully by the summer 2020.  Since the consultation have the policies changed in light of the climate emergency? GP- team are looking whether the issues should go through building regulations.  Is accessibility for an aging population being considered? Is there a % of builds allocated for aged tenants? GP – we do have this and need to maximise on it.  Keep in mind the need to balance policy changes with the impact on viabilities.

ZC advised that the last guidance update was in March 2019 so there should be some further guidance soon.

GP informed the committee that Neighbourhood Plans were crucial to LPP2. Most were progressing well and the team were offering assistance wherever it was needed.

49. BUDGET STRATEGY WORKING GROUP UPDATE (Agenda item 9.)

Page 13 Overview & Scrutiny Committee - Environment 8 13.01.20

The committee were advised that the final report from the BSWG was now completed and was going to the CS & VfM O&S on the 20/01/2020. All members had been invited to the meeting for consideration of the report.

50. COMMITTEE FORWARD WORK PROGRAMME (Agenda item 10.)

YM outlined the current work programme and the additions to the work programme following this meeting.

 Pesticides Policy scheduled for March 2020  Draft Climate Emergency Action Plan scheduled for March 2020  Car Parking Review possibly March 2020  LPP2 – March or June 2020.  Green Spaces Working Group Report – further meeting this Thursday (16/01/2020). Report scheduled to come back to committee in March.

Further updates included:

 Place shaping update – the PfH John Neale has embraced the suggestion of someone coming along to give the committee a talk.  All members of the Environment O&S have attended the recent training sessions. Members should raise any items in the service plans they feel should be added to the work programme. JN felt electric charging should be added.  As part of the training session it had been suggested that work programmes should be dealt with at the beginning of the agenda and not left till last. It was therefore agreed this would be actioned for future meetings.  The committee were reminded of the recommendation at the November meeting:

Action: Recommend to Executive to write to Secretary of State regarding the expectations of housing delivery on Waverley and to keep up the pressure to have this reviewed.

A letter had been sent to the Leader, signed by the chair and vice-chair asking him to action this recommendation.

The meeting commenced at 7.00 pm and concluded at 9.02 pm

Chairman

Page 14 Environment Overview and Scrutiny Committee

INTRODUCTION TO WAVERLEY BOROUGH COUNCIL

OVERVIEW AND SCRUTINY WORK PROGRAMME

The programme is designed to assist the Council in achieving its corporate priorities by ensuring topics add value to the Council’s objectives, are strategic in outlook, are timed to optimise scrutiny input and reflect the concerns of Waverley residents and council members. The programme is indicative and is open to being amended with the agreement of the Chair with whom the item is concerned. The work programme consists of three sections:-

Page 15 Page . Section A – Lists the Scrutiny tracker of recommendations for the municipal year. . Section B – Lists items for Overview and Scrutiny consideration. It is not expected that the committee cover all items listed on the work programme and some items will be carried over into the following municipal year. In-depth scrutiny review topics for consideration by the respective committee will also be listed in this section. . Section C – Lists live in-depth scrutiny task and finish groups, including objectives, key issues and progress.

Agenda Item 6.

13/03/2020 Environment Overview and Scrutiny Committee

Section A Scrutiny Tracker 2019/20

Environment O&S Scrutiny Tracker

Meeting Agenda item Outcome Officer / Executive Response Timescale date Corporate The Committee agreed to make the following A letter has been sent to the Performance Report recommendation to the Executive: Leader making this Q2 That the Executive writes to the Secretary of recommendation, copying in all Letter sent State highlighting the issue of under-delivery Executive members, from the January 2020 of housing and asking government to Chair and Vice Chair on behalf of consider ways development can be promoted this Committee. after consent is achieved.

Strategic Car Parking Given the strong link between the Electric The EV strategy implementation Electric Vehicle Page 16 Page Review Vehicle Strategy and the Strategic Car proposals will be referenced and Charging Parking Review, the committee highlighted incorporated in the overall Car Strategy: Council the importance of the two dovetailing and Parking Strategy. April 2020 and 25 November 2019 25 November informing one another. Car Parking Review Report: this committee June 2020

13/03/2020 Environment Overview and Scrutiny Committee

Section B

Work programme 2019/20 Date for Lead Member / Date for O&S Executive Subject Purpose for Scrutiny Officer consideration decision (if applicable)

To scrutinise the performance of the areas within Nora Copping / Corporate Performance Quarterly N/A Report Q3 the Committee’s remit. Louise Norie Cllr Andy To scrutinise the pre-submission draft before it Local Plan Part 2 Macleod / Zac March 2020 April 2020 goes to Executive and Council. Ellwood

Working Group Report: For the Committee to consider the report of the Cllr Brian Green Spaces Strategy working group and make recommendations to the Edmonds / March 2020 April 2020 Page 17 Page Scope Executive as appropriate. Yasmine Makin Cllr Steve For the Committee to input into and shape the Pesticides Policy Williams / Matt March 2020 April 2020 Pesticides Policy. Lank

Household Recycling To make any observations and recommendations Cllr Steve Centres issues and to the Executive as appropriate regarding the Williams / Richard March 2020 April 2020 proposals borough’s household recycling centres. Homewood

Draft Climate Emergency To scrutinise the action plan prepared before it is October Richard June 2020 Action Plan submitted for consultation. 2020 Homewood

To scrutinise the report containing the outcomes of Car Parking Review Report Richard June 2020 TBC the car parking review. Homewood

Following an external presentation to all members,

Place-shaping for the Committee to understand the role of place- Cllr John Neale / June 2020 N/A shaping in the borough. Zac Ellwood

13/03/2020 Environment Overview and Scrutiny Committee

Section C

Scrutiny Reviews 2019/20

Subject Objective Key issues Lead officer Progress

Green Spaces For the Group to contribute to  Park management plans Yasmine Makin The final report of this Strategy the development of the scope  Land ownership (Scrutiny) and working group is on the Scrutiny of the strategy.  Planning status of the strategy Faye Pringle March 2020 agenda for this Steering Group  Potential income from green spaces (Green spaces) Committee.  Consultation

Page 18 Page

13/03/2020 Selection Criteria for Overview and Scrutiny topics

Is the proposed topic just to provide the commitee Yes Publish on ModGov with information? as report for information No Is the topic a key issue for members of the public and likely to result in service improvements for local people? No Yes

Is the issue strategic and significant? No Yes

Does the issue pose a risk to the Council or Service Delivery? No Yes Will the scrutiny activity add value to the Council and help to acheive the corporate priorities? No Yes Are there likely to be effective recommendations / outcomes? No Yes Will scrutiny involvement be duplicating some other work? Yes No Is it an issue of concern to partners and stakeholders? No Yes Are there sufficent resources available to deliver the topic to scrutiny? No Yes

Is the scrutiny topic timely? No Yes

Add to forward plan ready for allocation to scrutiny work Low Reject programme - High priority priority

Page 19 This page is intentionally left blank Waverley Borough Council Key Decisions and Forward Programme

This Forward Programme sets out the decisions which the Executive expects to take over forthcoming months and identifies those which are key decisions.

A key decision is a decision to be taken by the Executive which (1) is likely to result in the local authority incurring expenditure or making savings of above £100,000 and/or (2) is significant in terms of its effects on communities living or working in an area comprising two or more wards.

Please direct any enquiries about the Forward Programme to the Democratic Services Manager, Fiona Cameron, at the Council Offices on 01483 523226 or email [email protected] .

Executive Forward Programme for the period 4th March, 2020 onwards

TOPIC DECISION DECISION KEY ANTICIPATED CONTACT TAKER EARLIEST (OR OFFICER NEXT) DATE FOR DECISION &S 0 CORPORATE STRATEGY, POLICY AND GOVERNANCE, LEP AND PARTNERSHIP WORKING - CLLR JOHN WARD (LEADER)

Annual Pay To agree the Council Yes February 2021 Robin Taylor, Policy Annual Pay Policy Head of Policy Statement Statement & Governance 2021/22

VFM & CS VFM CS & O&S CORPORATE STRATEGY, POLICY & GOVERNANCE, BENEFITS & WELFARE, AND COMMUNICATIONS - CLLR PAUL FOLLOWS (DEPUTY LEADER)

Review of To make Council Yes July 2020 Robin Taylor, Governance recommendations Head of Policy on changes to the arrangements & Governance Council’s governance arrangements FINANCE, ASSETS AND COMMERCIAL SERVICES - CLLR MARK MERRYWEATHER

Property To bring forward Executive Yes April 2020 Peter Vickers, Acquisitions opportunities for Head of [E3] approval as they Finance and arise Property VFM & CS VFM CS & O&S Budget To seek approval Executive Yes April 2020 Peter Vickers, Management for budget Head of [E3] variations, if Finance and required. Property VFM & CS VFM CS & O&S

Page 21 TOPIC DECISION DECISION KEY ANTICIPATED CONTACT TAKER EARLIEST (OR OFFICER NEXT) DATE FOR DECISION O&S Property To approve Executive Yes April 2020 Peter Vickers, Matters [E3] matters as they Head of arise Finance and Property VFM & CS VFM CS & O&S General Fund To agree the Council Yes February 2021 Peter Vickers, Budget 2021/22 General Fund Head of and MTFP Budget for 2021/22 Finance and 2021/22 - 23/24 and MTFP Property 2021/22-2023/24. VFM & CS VFM CS & O&S Capital Strategy To agree the Council Yes February 2021 Peter Vickers, 2021/22 Capital Strategy Head of 2021/22 Finance and Property VFM & CS VFM CS & O&S HEALTH, WELLBEING AND CULTURE - CLLR DAVID BEAMAN

BUI SNESS TRANSFORMATION AND IT = CLLR PETER CLARK

PLANNING POLICY & SERVICES - CLLR ANDY MACLEOD

Affordable To approve the Council, Yes June 2020 Andrew Smith, Housing SPD Affordable Housng Executive Head of SPD Housing Delivery and Communities Housing O&S Housing Local Plan Part Approval for Executive, Yes April 2020 Zac Ellwood, II - Approval to publication Council Head of Publish pre- Planning and submission draft Economic Development Environment Environment O&S Local Plan Part Approval to submit. Executive, Yes April 2021 Zac Ellwood, II - Approval to Council Head of adopt Planning and Economic Development Environment Environment O&S OPERATIONAL & ENFORCEMENT SERVICES - CLLR NICK PALMER

Weyhill To agree a Council, Yes April 2020 Richard Fairground supplementary Executive Homewood, Carpark - estimate for Head of Request for resurfacing the Environmental Supplementary car park Services Estimate

VFM/Environment VFM/Environment O&S

Page 22 TOPIC DECISION DECISION KEY ANTICIPATED CONTACT TAKER EARLIEST (OR OFFICER NEXT) DATE FOR DECISION O&S Car Parking To recommend to Council Yes July 2020 Richard Strategy Council the Homewood, adoption of a new Head of Car Parking Environmental Strategy. Services Environment Environment O&S Planning To approve a Executive Yes July 2020 Zac Ellwood, Enforcement reivsed action Head of Action Plan plan Planning and

Economic O&S nt Development Environme HOUSING AND COMMUNITY SAFETY - CLLR ANNE -MARIE ROSOMAN

Housing To agree the Executive Yes April 2020 Hugh

Responsive procurement Wagstaff, Repairs and approach for a Head of O&S

Voids Contract new contract Housing Housing Operations Safeguarding Approval of the Council Yes April 2020 Andrew Smith,

Policy revised Head of Safeguarding Housing

Policy O&S

Delivery and Housing Communities HRA Business To agree the HRA Council Yes February 2021 Andrew Smith, Plan 2021/22 - Business Plan Head of 2023/24 Housing Delivery and Communities, Hugh Wagstaff, Head of Housing Operations Housing O&S Housing ENVIRONMENT AND SUS TAINABILITY - CLLR STEVE WILLIAMS

Pesticides To approve a Executive Yes April 2020 Kelvin Mills, Policy policy on the use of Head of pesticides on

Commercial Waverley Borough Services Council land. Environment Environment O&S

Page 23 TOPIC DECISION DECISION KEY ANTICIPATED CONTACT TAKER EARLIEST (OR OFFICER NEXT) DATE FOR DECISION O&S Air Quality To note the AQ Executive Yes July 2020 Richard Action Plan Annual Status Homewood, Report 2019 and Head of response from Environmental DEFRA, and to Services approve the revised AQ Action Plan. O&S nvironment E Electric Vehicle To approve an EV Council Yes July 2020 Richard Charging Strategy for Homewood, Strategy Waverley Head of Environmental Services Environment Environment O&S ECONOMIC DEVELOPMENT , PARKS AND LEISURE - CLLR LIZ TOWNSEND

Leisure Centre To update and Executive Yes April 2020 Kelvin Mills, Investment, agree next steps. Head of Cranleigh Commercial Services Community Community Wellbeing Development of To support the Executive Yes April 2020 Zac Ellwood, Business development of a Head of Improvement BID in Cranleigh, Planning and Districts (BIDs) Farnham, Economic in Waverley Godalming and Development Haslemere VFM CS& O&S

Background Information The agenda for each Executive meeting will be published at least 5 working days before the meeting and will be available for inspection at the Council Offices and on the Council’s Website (www.waverley.gov.uk ). This programme gives at least 28 days notice of items before they are considered at a meeting of the Executive and consultation will be undertaken with relevant interested parties and stakeholders where necessary.

Exempt Information - whilst the majority of the Executive’s business at the meetings listed in this Plan will be open to the public and press, there will inevitably be some business to be considered which contains confidential, commercially sensitive or personal information which will be discussed in exempt session, i.e. with the press and public excluded. These matters are most commonly human resource decisions relating to individuals such as requests for early or flexible retirements and property matters relating to individual transactions. These may relate to key and non-key decisions. If they are not key decisions, 28 days notice of the likely intention to consider the item in exempt needs to be given.

This is formal notice under the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 that part of any of the Executive meetings listed below may be held in private because the agenda and reports or annexes for that meeting contain exempt information under Part 1 of Schedule 12A to the Local

Page 24 Government Act 1972 (as amended), and that the public interest in withholding the information outweighs the public interest in disclosing it. Where this applies, the letter [E] will appear after the name of the topic, along with an indication of which exempt paragraph(s) applies, most commonly:

[E1 – Information relating to any individual; E2 – Information which is likely to reveal the identity of an individual; E3 – Information relating to the financial or business affairs of any particular person (including the authority holding that information); E5 Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings; E7 – Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime].

Page 25 Page 26 Agenda Item 7.

WAVERLEY BOROUGH COUNCIL

[HOUSING O&S – 16 MARCH 2020 ENVIRONMENT O&S – 23 MARCH 2020 COMMUNITY WELLBEING O&S – 24 MARCH 2020 VALUE FOR MONEY AND CUSTOMER SERVICE O&S – 30 MARCH 2020]

Title: CORPORATE PERFORMANCE REPORT Q3 2019-2020 (OCTOBER – DECEMBER 2019)

Portfolio Holder: All members of the Executive Head of Service: All Heads of Service Key decision: No Access: Public

1. Purpose and summary

The Corporate Performance Report provides an analysis of the Council’s performance for the third quarter of 2019-20. The report, set out at Annexe 1, is being presented to each of the Overview and Scrutiny Committees for comment and any recommendations they may wish to make to senior management or the Executive.

2. Recommendation

It is recommended that the Overview & Scrutiny Committee: 1) considers the performance of the service areas under its remit as set out in Annexe 1 to this report and makes any recommendations to senior management or the Executive as appropriate and 2) recommends approval by the Executive of the new proposed performance indicators, as set out in the table below, starting from the 1 April 2020.

Performance Indicators Item Action for Service affected by annual PI Action for OS no. Executive review 1 Environmental Ref. E4 - Number of refuse Recommends Approves Services and recycling and food discontinuation of discontinuation of (remit of waste missed bin the KPI and its the KPI and its Environment collections per 100,000 replacement by more replacement by O&S) collections per week detailed PIs as listed more detailed PIs below as listed below 2 Environmental Number of refuse and Recommends Approves Services recycling missed bins out introduction of this introduction of this (remit of of 100,000 collections per PI as a replacement PI as a replacement Environment week. for E4 for E4 O&S) 3 Environmental Number of food waste Recommends Approves Services missed bins out of 100,000 introduction of this introduction of this (remit of collections per week PI as a replacement PI as a replacement Environment for E4 for E4 O&S)

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4 Environmental Number of fly tipping Recommends Approves Services incidents in a quarter (data introduction of this introduction of this (remit of only) – data already new PI new PI Environment collected. O&S) 5 Housing % of tenancy audits Recommends Approves Operations completed against introduction of this introduction of this (remit of scheduled appointments in new PI new PI Housing O&S) a quarter.

3. Reason for the recommendation

The quarterly review of the Council’s performance is subject to internal as well as external scrutiny in which the O&S committees play a crucial role. This approach allows for a transparent assessment on how each service performs against its set goals and targets. It also allows the O&S Committees to raise any areas of concern to senior management and the Executive, which in turn can result in improvement actions where required.

4. Background

4.1 The Council’s Performance Management Framework provides the governance structure to enable the delivery of the Council’s objectives. Performance monitoring is conducted at all levels of the organisation, from the strategic corporate level, through the operational/team level, leading to individual staff performance targets. The focus of this comprehensive report is the corporate level performance analysis. The data is collated at the end of each quarter and a broad range of measures have been included to provide a comprehensive picture, and these are:  Key performance indicators  Progress of Service Plans actions  Progress of Internal Audit recommendations  Complaints monitoring  Workforce data  Financial forecasting  Housing Delivery monitoring

4.2 The report is comprised of the corporate overview section with the Chief Executive’s and Section 151 Officer’s (Finance Director) comments, followed by service specific sections with Heads of Service feedback on the performance in their area. The report is used as a performance management tool by senior management.

4.3 Although the report contains information about all services, each of the Overview & Scrutiny Committees is only required to consider those sections of the report, specific to its service area remit.

The Overview and Scrutiny Committees remits are listed below:

Overview and Services and areas of responsibility Report Dashboard Scrutiny covered / remits Committee All O&S Corporate Dashboard - Chief Executive All Services Committees Summary

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Overview Services and areas of responsibility and Scrutiny Report Dashboard covered / remits Committee Corporate Dashboard - Corporate overview of: Complaints, Workforce Profile and Finance All Services Summary from Section 151 Officer Business Transformation & Corporate Customer Services Dashboard Business Transformation & Corporate IT Dashboard Finance & Property Dashboard Corporate Finance Finance & Property Dashboard Revenues and Benefits Customer Finance & Property Dashboard Property Service and Value for Finance & Property Dashboard Procurement and Commissioning Money Planning & Business Development Dashboard Economic Development Planning & Business Development Dashboard Business Liaison Policy & Governance Dashboard Corporate Plan Policy & Governance Dashboard Communications and Public Relations Policy & Governance Dashboard Democratic Services Policy & Governance Dashboard Elections Policy & Governance Dashboard Complaints Policy & Governance Dashboard HR and Recruitment

Overview Services and areas of responsibility and Scrutiny Report Dashboard covered / remits Committee Commercial Services Dashboard Health and Wellbeing Commercial Services Dashboard Leisure and Sport Commercial Services Dashboard Arts, Culture and Museums Commercial Services Dashboard Youth and Young People Commercial Services Dashboard Waverley Training Services Community Environment Dashboard Licensing Wellbeing O&S Housing Delivery & Community Dashboard Community Services Housing Delivery & Community Dashboard Day Centres Provision for Older People in the Housing Delivery & Community Dashboard Community Housing Delivery & Community Dashboard Community Safety Housing Delivery & Community Dashboard Grants

Overview Services and areas of responsibility and Scrutiny Report Dashboard covered / remits Committee Commercial Services Dashboard Building Control Refuse, Recycling, Food Waste Environment Dashboard Collection Environment Dashboard Car Parking Environment O&S Environment Dashboard Street Cleaning Environment Dashboard Parks, Countryside and Open Spaces Environment Dashboard Rural Issues Environment Dashboard Land Drainage and Flooding

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Environment Dashboard Sustainability Environment Dashboard Environmental Health Planning & Business Development Dashboard Planning and Major Developments

Overview Services and areas of responsibility and Scrutiny Report Dashboard covered / remits Committee Housing Operations Dashboard HRA Business Plan Housing Operations Dashboard HRA Asset Management Housing Operations Dashboard Tenancy and Estates Housing Housing Delivery & Community Dashboard Housing Development O&S Housing Delivery & Community Dashboard Provision of Housing Services Housing Delivery & Community Dashboard Homelessness Housing Delivery & Community Dashboard Housing Allocation Housing Delivery & Community Dashboard Senior living housing

5. Relationship to the Corporate Strategy and Service Plans

Waverley’s Performance Management Framework and the active management of performance information helps to ensure that Waverley delivers its Corporate Priorities.

6. Implications of decision

6.1 Resource (Finance, procurement, staffing, IT)

The report presents the performance status of a wide range of measures from across the Council, including the quarterly update on the budget position and staffing situation.

6.2 Risk management

The scrutiny process of key performance indicators, goals and targets, laid out in this report, allows for an ongoing assessment of potential risks arising from underperformance and the monitoring of improvement or mitigation actions put in place to address potential issues.

6.3 Legal

There are no legal implications arising directly from this report, however some indicators are based on statutory returns, which the council must make to the Government.

6.4 Equality, diversity and inclusion

There are no direct equality, diversity or inclusion implications in this report. Equality impact assessments are carried out when necessary across the council to ensure service delivery meets the requirements of the Public Sector Equality Duty under the Equality Act 2010.

6.5 Climate emergency declaration

The report doesn’t have direct climate change implications, however each service has reviewed its service plan proposals, the delivery of which is monitored through this

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report, to take into consideration new environmental and sustainability objectives arising from the Corporate Strategy 2019-2023 in light of the Climate Emergency introduced by the Council in September 2019. Further revision of the objectives might be required once the Climate Emergency Action Plan has been created and approved.

7. Consultation and engagement

The report goes through an internal sign off process by the Senior Management Team. The external scrutiny stage starts with the review by the Overview and Scrutiny Committees at the quarterly cycle and, if required due to any substantial recommendations, travels to the Executive to seek its approval.

8. Other options considered

Standing report, no further considerations required.

9. Governance journey

The Overview and Scrutiny Committees will pass on their comments and recommendations to the senior management or the Executive, who will initiate any improvement actions where required.

Annexes:

Annexe 1 Q3 2019-20 Corporate Performance Report – Annexe 1 Final

Background Papers

There are no background papers (as defined by Section 100D(5) of the Local Government Act 1972) relating to this report.

CONTACT OFFICER:

Name: Nora Copping Title: Policy & Performance Officer Telephone: 01483 523465 E-mail: [email protected]

Agreed and signed off by: Legal Services: Agreed on 9 January 2020 with DB Head of Finance: Agreed in the SMT meeting on 18 February 2020 Strategic Director: Agreed in the SMT meeting on 18 February 2020 Portfolio Holder: Agreed in the Executive Briefing on 3 March 2020

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ANNEXE 1

Corporate

Performance Report

Q3 2019/20

(October–December 2019)

Final version

Report Publication Date: 6 March 2020

Officer Name: Nora Copping Title: Policy & Performance Officer Telephone: 01483 523465 Email: [email protected] Page 33 1 | P a g e

Return to Contents Page Report Content Page

Item Report Section Responsible Service Head of Service Page

1 Corporate Dashboard Management Board Management Board 3

Scrutinised by Environment Overview & Scrutiny Committee on 23/03/2020

2 Service Dashboard Planning and Economic Development Chris Berry 9

All Environment Services teams except for 3 Service Dashboard Licensing which is under remit of the Community Richard Homewood 16 Wellbeing O&S committee

Scrutinised by Community Wellbeing Overview & Scrutiny Committee on 24/03/2020

Licensing Team aspect from Environment 3 Service Dashboard Richard Homewood 16 Services section (when required)

4 Service Dashboard Commercial Services Kelvin Mills 22

Communities aspect from Housing Delivery and 5 Service Dashboard Andrew Smith 27 Communities section

Scrutinised by Housing Overview & Scrutiny Committee on 16/03/2020

5 Service Dashboard Housing Delivery and Communities Andrew Smith 27

6 Service Dashboard Housing Operations Hugh Wagstaff 34

Scrutinised by Value for Money & Customer Service O&S Committee on 30/03/2020

7 Service Dashboard Business Transformation David Allum 40

8 Service Dashboard Finance and Property Peter Vickers 44

9 Service Dashboard Policy & Governance Robin Taylor 47

RAG Rating Legend

Performance Indicators RAG Legend (RAG = Red, Amber, Green)

Data only Data only KPI, no target Green On target Amber Up to 5% off target Red More than 5% off target

Service Plans, Internal Audit, Project Management RAG

Completed Off track - action taken / in hand On track Off track - requires escalation Cancelled / Deferred / Transferred

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1. Corporate Dashboard – All Services

Performance Summary from the Management Board on Key Successes, Lessons Learnt, Areas of Concern – Q3 2019/20

Q3 Chief Executive’s summary:

This Quarter 3 report provides a performance overview for the period October to December 2019. The service chapters provide commentary and detail, focusing on those areas of the Council’s business that have required intervention to keep them on track.

Particular headlines for the quarter are: • Service and financial plans are largely on track, albeit with some areas of risk outlined in more detail in this report. • A snap General Election was called for 12 December and then managed successfully at the most challenging time of the year. • As requested by the Council, officers continued to develop a plan to meet the climate emergency target of net carbon neutrality by 2030. • We mobilised major new contracts for waste, recycling, street cleaning and grounds maintenance. • The Court of Appeal supported emphatically the Council’s Local Plan Part 1 and the challenge to the Council was not successful. • The Council approved an Article 4 Direction in Godalming to help protect offices from being converted to flats. • A new Communications and Engagement Strategy was agreed by Full Council. • The periodic polling place review concluded and was approved by Full Council, to take effect at the scheduled May 2020 election for the Surrey Police and Crime Commissioner. • The Council and its specialist contractors continued to tackle the incidence of non-pneumophila legionella in a property, with some positive progress. • The criminal investigation that the Council invited into historical air quality data resulted in a conviction. • Brexit 'no deal' preparations continued and were then abandoned, both as directed by the Government. • We were greatly saddened at the sudden passing of Cllr Jack Lee, who, in his short time on the Council, impressed all with his dedication to the community and his good humour.

The quarter has seen some momentous decisions and projects, and I am proud of the staff team for bringing so many important initiatives to fruition while providing high quality services every day.

Particular issues for attention in quarter 4 are: • Agreeing a climate emergency action plan, with the lobbying for funding and Government support to make it achievable. • Agreeing and implementing a balanced budget for 2020/21, in challenging financial circumstances and amid continuing uncertainty from Government about its strategy for sustainable public services. • Continuing to implement our business transformation, customer service and commercial projects that are each crucial elements of our financial plan. • Progressing with Local Plan Part 2, and the Farnham Neighbourhood Plan referendum. • Progressing the Farnham strategic plan project, in collaboration with the community and the town and county councils, to improve air quality and traffic, and to agree a long-term vision for the borough's largest settlement. • Continuing our housing projects and seeking opportunities to develop new truly-affordable homes. • Bringing forward options for the future of our leisure and housing maintenance services.

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The Council continues to perform very well in challenging times and is setting out strategies and plans to put valued local services on a more sustainable footing. As Government policy is such a key factor in this, we will be increasing our lobbying efforts and seeking alliances with others to support our future plans and corporate strategy.

Tom Horwood, Chief Executive

Performance Indicators Status 21%

Q3 All Corporate KPIs Total 100% 34 Green 71% 24 9% Amber - less than 5% off target 9% 3 Red - over 5% off target 21% 7 71%

Data only / Not available N/A 16

Comment: In the third quarter 71% of indicators performed on target. The annual trend analysis has been included in the chart below. The service specific dashboards contain further details on underperforming indicators, including corrective actions where appropriate.

Performance Indicators - % per status Q3 2018/19 - Q3 2019/20

100% 74% 64% 69% 68% 71%

50% 21% 21% 13% 13% 15% 17% 14% 13% 18% 9% 0% Q3 2018/19 Q4 2018/19 Q1 2019/20 Q2 2019/20 Q3 2019/20

Green Amber - less than 5% off target Red - over 5% off target

Service Plans - Actions Status 4% 2% 22% Q3 update on all Service Plans 2019/2022 Total 100% 440 Completed 22% 98 On track 72% 318 Off track - action taken / in hand 4% 17 Off track - requires escalation 0% 0 72% Cancelled / Deferred /Transferred 2% 7

Comment: At the end of the third quarter the majority of service plan actions are on target for completion. Further details of service specific performance can be found under individual dashboards.

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Return to Contents Page Internal Audit – Overdue Actions Status

The Internal Audit section is included for information only as the scrutiny function for this service falls under the remit of the Audit Committee, which monitors the delivery of Internal Audit recommendations at their quarterly meetings. For further details, please refer to the most recent “Progress on the Implementation of Internal Audit Recommendations” report from the Audit Committee meeting 26 November 2019.

Comment: Further details of service specific performance can be found under individual dashboards.

Complaints Q3 2019/20

Q3 2019-2020 (1 October 2019 - 31 December 2019)

Level 1 (10 working days) Level 2 (15 working days) Ombudsman Number of Total Dealt Total Dealt Complaints Number of with Respons Number of with Respons Service Area Concluded Status Complaint on e Rate Complaint on e Rate in the s time s time quarter Business Transformatio 0 0 n/a 0 0 n/a n Commercial 5 5 100% 0 0 n/a Environment 18 16 89% 6 5 83% Finance & 7 5 71% 1 1 100% Property No Housing 18 12 67% 7 6 86% 1 maladministratio Operations n found Housing Delivery and 2 2 100% 0 0 n/a Communities Both closed after Planning & initial enquiries 13 13 100% 1 1 100% 2 Economic Dev with no further action Closed after Policy & initial enquiries 0 0 n/a 1 1 100% 1 Governance with no further action. Total 63 53 84% 16 14 88%

Total 79 Complaints

Response Target Status Rate Level 1 84.13% 95% over 5% off target Level 2 87.50% 95% over 5% off target Total 85.81% 95% over 5% off target

*Details of Local Government & Social Care Ombudsman Decisions can be found on: https://www.lgo.org.uk/decisions. Housing Ombudsman doesn’t currently publish their decisions.

Comment: Additional monitoring has been introduced at service level in order to improve our response rate. Further details of service specific performance can be found under individual dashboards, with the corporate performance indicators information in the Policy and Governance Dashboard. The chart below illustrates the three yearly complaints trends analysis, with an average lower number of complaints received compared to previous years.

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Return to Contents Page Total Number of Complaints 1 April 2017 - 31 December 2019 200 165 150 111 109 93 107 100 85 77 82 85 81 79

50

0 NumberofComplaints Q1 Q2 Q3 Q4

2017/18 2018/19 2019/20

Workforce data – Corporate Level Q3

Waverley’s staff are critical to delivering the Council’s immediate priorities and for ensuring that the organisation is able to respond to the opportunities and challenges ahead. The following KPIs demonstrate our staff turnover and employee sickness absence levels over a 12 month rolling period.

Staff Turnover % Rolling 12 months - Q3 2018/19- Q3 2019/20 30 21.49 18.35 17.78 18.93 17.51 20 15.06 15.5 13 12.95 13.21 11.08 10 0 Jan 18 - Dec 18 Apr 18 - Mar 19 Jul 18 - Jun 19 Oct 18 - Sept 19 Jan 19 - Dec 19

Percentage Turnover Total Staff Turnover for Rolling 12 month period (%) Resignation Turnover for Rolling 12 month period (%) Public Sector Average Turnover (%) *Xpert HR 2016 Survey

Comment: The HR Team has revised the exit interviews process to allow collection of more meaningful data. The team is also currently conducting more in depth analysis and the findings will be reported to senior management.

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Return to Contents Page Absence Data Rolling 12 months - Q3 2018-19 to Q3 2019-20

8 6.5 6 3.10 3.02 3.25 3.15 3.18 4

2 3.48 3.69 3.93 3.92 4.13 0

Jan 18 - Dec 18 Apr 18 - Mar 19 Jul 18 - Jun 19 Oct 18 - Sept 19 Jan 19 - Dec 19 Days Days lost peremployee Days lost per employee (Long Term) Days lost per employee (Short Term) Waverley Annual Target

Comment: There are no areas of particular concern regarding staff sickness levels, which over the year are on track and under public sector averages. In the third quarter the sickness level has slightly increased compared to quarter two. Further details can be found in the Policy and Governance Dashboard.

Finance update on budget position and progress against the delivery of General Fund Medium Term Financial Plan (MTFP) – Q3 2019/20

Section 151 Officer summary Q3 2019/20:

Budget Position I have reviewed the position against budget at the end of the third quarter of the financial year. Overall, staff costs are within budget and at this stage it is forecast that the vacancy target will be achieved. Most of the major income areas are currently being projected to be at or above budget level, with the exception being Planning which is falling significantly short against budget. Planning income has fallen short of budget for three consecutive years so the budget level is being reviewed, also Waverley is experiencing a continued reduction in the number of applications from the previous year. An audit of planning income is underway to provide assurance on the controls and accounting framework in this area. Building Control income continues to show signs of recovery and will be closely monitored throughout the year. The main concern on general fund income is from the investment property void from one building, Wey Court East, in Farnham. Officers have had interest in renting major parts of this building and it is hoped that lettings will be secured this financial year. Waverley does have an investment void rent provision to cover unexpected shortfalls in income from empty investment properties and officers are proposing to draw on this to mitigate the impact against budget this financial year. Investment interest and Waverley Training Services continue to perform well against budget in the year so far. Significant areas of cost including contract spend are within budget and the inflation provision appears to be sufficient to meet demands overall. There are some non-material cost under and overspends which are explained later in the report.

Progress of the Medium Term Financial Plan (MTFP) delivery A balanced budget for the current year 2019/2020 was approved by the Council in February 2019, however, in order to address the projected budget shortfall between 2020 and 2024, the Council has developed a MTFP 2020-24 Budget Strategy for this period. Preparatory work for its execution is underway under the main themes of  cost review  property investment  income generation through our commercial review  Business Transformation Programme of council services.

For further details please refer to the Full Council meeting from the 18 February 2020.

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Return to Contents Page Q3 2019-20 General Fund Account Services Approved Variance £ % Adverse/ Budget £'000 '000 Variance Favourable Business Transformation Expenditure 3,596 -12 0% Favourable Income -446 -84 19% Favourable Business Transformation Total 3,150 -96 3% Favourable Commercial Expenditure 6,736 -222 3% Favourable Income -5,249 242 5% Adverse Commercial Total 1,487 20 1% Adverse Environment Expenditure 8,611 -21 0% Favourable Income -7,408 -72 1% Favourable Environment Total 1,203 -93 8% Favourable Finance & Property Expenditure 31,143 21 0% Adverse Income -29,188 243 1% Adverse Offset transfer from void provision 0 -395 - - Finance & Property Total 1,954 -131 7% Favourable Housing Operations Expenditure 22 0 0% - Income -22 0 0% - Housing Operations Total 0 0 0% - Housing Delivery & Communities Expenditure 2,630 -109 4% Favourable Income -680 0 0% - Housing Delivery & Communities Total 1,950 -109 6% Favourable Planning & Economic Development Expenditure 3,607 -68 2% Favourable Income -1,812 549 30% Adverse Planning & Economic Development Total 1,795 481 27% Adverse Policy & Governance Expenditure 3,840 -122 3% Favourable Income -986 27 3% Adverse Policy & Governance Total 2,854 -95 3% Favourable General Fund Total 14,393 -23 0% Favourable

Housing Revenue Account Services Approved Variance £ % Adverse/ Budget £'000 '000 Variance Favourable Housing Operations Expenditure 20,215 -1,024 5% Favourable Income -30,321 593 2% Adverse Housing Operations Total -10,106 -431 4% Favourable Housing Delivery & Communities Expenditure 696 -67 10% Favourable Income -1 -7 714% Favourable Housing Delivery & Communities Total 675 -74 11% Favourable Housing Revenue Account Total -9,411 -505 5% Favourable

Grand Total GF & HRA 4,982 -528 11% Favourable

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2. Service Dashboard – Planning and Economic Development

This Serv ice includes the following Sections: Development Management, Planning Policy and Economic Development.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/20

Q3 Head of Service summary:

Key actions and issues:  Planning applications processing has met all required targets for major, minor and other categories – other than in respect of KPI P1 relating to the ‘Planning Guarantee’ (i.e. the percentage of all planning applications determined within 26 weeks). Q3 output was 401 out of 406 applications determined within the ‘guarantee period.’ However, performance in this regard is consistently hovering around the 99% mark and is not considered to be an issue of significant concern at the present time.  Overall application numbers and income from fees continue to reduce and we are projected to fall well-below our income target for the year. This is mainly due to matters outside of our direct control and may be, in part, a reflection of the impact of economic uncertainty nationally due to Brexit and the state of the world economy generally. The introduction of our CIL Charging Schedule in March 2019 may have also been an influencer – noting that in Q4 2018/19 we determined 477 applications (as opposed to 406 in Q3 2019/20) suggesting that many applications were pushed through in advance of CIL taking effect. The Planning Service is not able to set its own application fees to ensure cost recovery, as these are set nationally, but we do need to look critically at our charging structure for non-statutory functions, such as providing pre-application advice, hard copies of documents, etc. An internal audit of planning fees for the 2020/21 financial year will be undertaken shortly, with the draft report expected at the end of April 2020.  A new Local Development Scheme has been published in January 2020 that includes an updated timetable for the preparation of Local Plan Part 2 (LPP2). The timetable is challenging, with the Reg.19 Consultation Draft of the LPP2 due to be considered by Full Council on 21 April 2020. If approved by Council, the 6-week public consultation will take place in May/June of this year, with an Examination to follow in late 2020/early 2021. Formal adoption is anticipated in late Spring/early Summer 2021. The Planning Policy team is working hard to meet the reporting deadlines as the draft will, in turn, need to go to O&S, Executive, and then on to Full Council. LPP2 will include some additional housing allocations for Milford/Witley and Haslemere. A focused green belt assessment has been commissioned in respect of the two former settlements and discussions are ongoing with Haslemere Town Council and the Ward Councillors regarding proposed allocations for the latter. LPP2 will include updated Development Management policies to replace the ‘saved policies’ from the adopted 2002 Waverley Local Plan and to take account of the National Planning Policy Framework (NPPF) and Planning Practice Guidance (PPG). These will include further focus on addressing the Climate Change Emergency that the Council declared in autumn 2019.  Planning Performance Agreements are in place for the Milford Golf Course and Woodside Park proposed development, as well as for Dunsfold Aerodrome.

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Return to Contents Page  The Planning Policy team continues to support the preparation and examination of Neighbourhood Plans in Farnham (referendum scheduled for 12 March 2020), Cranleigh, Alfold, Ewhurst, Chiddingfold and Witley.  A Housing Delivery Action Plan (HDAP) has been prepared, to include information regarding housing starts, completions and performance. This is required in connection with the new Housing Delivery Test.  Contractor activity has ceased on the Woolmead development in East Street, Farnham, but a S73 (Minor Material Amendment) application to reduce the overall level of car-parking to serve the development has now been submitted and is under consideration.  Work continues apace on implementation of the Brightwells scheme.  Good progress made on the introduction of the Horizon IT programme for Development Management with Statmap, with rollout scheduled for July 2020. It is believed this will reduce double-handling of data and help address the current significant delays in validating applications, which has a negative knock-on impact on our performance against KPIs P1, P2, P123, P151 and P153 (see table below).  Initiation of a project to reform planning committee structures and operation, with Governance Committee; to streamline development management procedures and improve relationships between officers and Members and improve the quality of decision-making. A draft report is in preparation.  We have initiated a process review of technical and administrative support to the Development Management function; to include customer service and an integrated support approach. The Customer Service Centre is due to be rolled out in the autumn and will encompass planning.  Appeals performance overall in Q3 was disappointing and we are putting measures in place to improve our chances at appeal and to have a more collegiate approach to defending our decisions across Development Management and Planning Policy. A comprehensive review of appeals costs and performance was taken to the Environment and VFM & Customer Services O&S Committees in January 2020.  The Appeal Court decision on Local Plan Part 1 was quashed and the LPP1 has full weight as part of the development plan.  Our 5 year Housing Land Supply is coming under significant pressure, with numerous challenges from developers/applicants at planning appeals. We are proactively undertaking further detailed work to seek to demonstrate a 5 year supply and are seeking counsel’s advice on calculation methodology, given some inconsistencies in recent appeal decisions.  Positive discussions with Dunsfold Aerodrome Limited have started again with a number of Planning Performance Agreement meetings and Workshops scheduled for Q4 2019/2020 with the aim of the masterplan being submitted early in the next financial year.

Zac Ellwood, Head of Planning & Economic Development

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Performance Indicators Status Q3

Q3 18- Q4 18- Q1 19- Q2 19- Q3 19- Q3 KPI Description 19 19 20 20 20 Target Percentage of all planning P1 applications determined within 26 % 99.3% 99.0% 99.5% 98.9% 98.8% 100.0% weeks (higher outturn is better) Processing of planning applications: P151 Major applications - % determined 100.0 % 92.3% 85.7% 81.8% 86.7% 80.0% (NI) within 13 weeks (NI157a) (higher % outturn is better) Processing of planning applications: P153 Non-major applications - % % 93.4% 94.3% 94.4% 92.8% 92.2% 80.0% (NI) determined within 8 weeks (higher outturn is better) Processing of planning applications: P123 Other applications (higher outturn is % 90.3% 93.6% 97.1% 94.7% 91.2% 90.0% (NI) better) Processing of all other residual applications - % determined within its P2 target (Internal) (higher outturn is % 93.1% 92.4% 79.4% 86.2% 94.1% 80.0% better) All planning appeals allowed out of all planning appeals determined P3 % 39.6% 38.5% 46.7% 41.3% 40.7% 30.0% (cumulative year to date) (lower outturn is better) Major planning appeals allowed as a % of Major Application decisions LP152 made (cumulative) (P3) (lower % 7.4% 6.3% 7.1% 8.0% 12.5% 10.0% outturn is better) Non-Major planning appeals allowed as a % of Non-Major Application LP154 decisions made (cumulative) (lower % 1.5% 1.6% 3.5% 3.1% 2.4% 10.0% outturn is better) Percentage of enforcement cases P4 actioned within 12 weeks of receipt % 81.3% 64.2% 93.2% 86.4% 97.6% 75.0% (higher outturn is better) Percentage of tree applications 100.0 100.0 P5 determined within 8 weeks (higher % 90.5% 98.1% 100.0% 95.0% outturn is better) % % Percentage of pre-application advice New KPI 33.93 35.71 Data P6 provided within 28 days target % introduced from 31.75% % % only (higher outturn is better) Q1 2019/20 Actual number of dwellings New KPI commenced (all housing providers) introduced from P7 No 14.0 20.0 11.0 147 (higher outturn is better) Q1 2019/20

(2018/19 - annual Cumulative target projection for quarterly backlog backlog 373 / calculation Q1=147, Q2=2x147, Q3=3x147, -133.0 -260.0 -396.0 441 No 590) Q4=4x147

Actual number of dwellings completed New KPI P8 (all housing providers) (higher No introduced from 80.0 108.0 184.0 147 outturn is better) Q1 2019/20 (2018/19 - annual Cumulative target projection for quarterly backlog backlog 244 / calculation Q1=147, Q2=2x147, Q3=3x147, -67.0 -106.0 -69.0 441 No 590) Q4=4x147

* refers to KPIs P7 and P8, representing quarter on quarter cumulative backlog figure calculated as: (Target – Q1 figure) = Q1 Backlog, than Q1 Backlog + ((Target - Q2 figure) = Q2 Backlog) = Q1 and Q2 cumulative backlog, and so forth.

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Return to Contents Page Comment: Q3 All statutory indicators performed above target. A handful of local indicators performed off target and further details are set out below:

P1 – represents 401 out of 406 applications determined within 26 weeks – as set out in the Q3 summary above, this is not considered to be a particular area of concern at this time. However, the Planning Guarantee does involve the potential for application fees to be refunded upon demand, so it cannot be overlooked entirely, particularly at a time when our overall fee receipts have dropped significantly.

P3 – this cumulative local indicator represents 33 appeals allowed or allowed in part out of 81 appeal decisions to date, during 2019/20. Overall appeals performance is disappointing and is consistently hovering around the 40% mark, as opposed to national averages of around 30% of all planning appeals being allowed. A comprehensive review of appeals costs and performance was taken to the Environment and VFM & Customer Services O&S Committees in January 2020 with a number of suggested actions that were welcomed by Councillors. We are also putting measures in place to improve our chances at appeal and to have a more collegiate approach to defending our decisions across Development Management and Planning Policy LP152 – Q3 was a particularly difficult quarter in terms of three major appeals having been allowed in the quarter, taking our cumulative performance to 5 out of 40 major appeal decisions going against the Council in the year to-date (12.5%). However, the government assessment of this KPI in terms of identifying potential ‘standards authorities’ is calculated over a 2-year rolling period, as opposed to annual, and our outturn performance in 2018/19 was just 6.25% (5 out of 80 major decisions) meaning our 2 year rolling performance is currently standing at 8.33% (i.e. 10 out of 120 major decisions being allowed on appeal)

P7 – Housing commencement performance is still disappointing, but is largely out of the control of Waverley BC in its capacity as local planning authority. This does, however, impact on the national Housing Delivery Test and upon our 5 year housing land supply, so we need to be more proactive with developers in seeking to bring forward sustainable and policy-compliant development. The 2020/21 Service Plan touches on this.

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year.

Service Plans - Actions Status 3% 9% 6%

Q3 Planning Service Plans 2019/2022 Total 100% 67 Completed 6% 4 On track 82% 55 Off track - action taken / in hand 9% 6 Off track - requires escalation 0% 0 82% Cancelled / Deferred /Transferred 3% 2

Q3 Comment The table above presents the progress status of Service Plan actions for this service area at the end of Q3 2019/20. Certain actions have not yet been completed and further details can be found below. Delays have occurred in the IT system (Outcome 6) and negotiations continue with the contractor to rectify and it is coming back on track.

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Return to Contents Page Outstanding action from Service Plan 2019/2020 Code Title Original Lead Status Revised Q3 Action taken to Due Date Officer Due Date rectify Outcome New IT system is implemented 6. P6.1 Scoping of project 01/03/19 Developm Off track - 01/07/20 Q3 2019/20 update. 80% completed (transferred ent action Completed. Go Live date from Service Plans Manager taken proposed to be 1 July 2018/19, action ref. (BHS) 2020. Migration, testing SP18/19P1.1) and training proposed to take place over April, May and June. New due date 01/07/2020. P6.2 Test phase carried out 01/06/19 Developm Off track - 01/07/20 Q3 2019/20 update. As and completed ent action per above Manager taken (BHS) P6.3 Training for all 01/07/19 Developm Off track - 01/07/20 Q3 2019/20 update. As Officers/users ent action per above Manager taken (BHS) P6.4 New system 01/08/19 Developm Off track - 01/07/20 Q3 2019/20 update. As implemented for ent action per above Development Manager taken Management/Enforceme (BHS) nt Outcome Customer satisfaction with Planning Service is improved 9. P9.1 Customer engagement 30/06/19 Head of Q3 2019/20 update. protocol for Planning Planning Arrangements underway Service adopted and Services to organise Town and implemented to include (ES) Parish Council forums. Councillors, developers, Procedures being Town and Parish Off track - updated to highlight Councils and resident action 31/03/20 importance of engaging groups taken with Members throughout pre-application, application and post- decision processes. Revised due date 31/03/2020 P9.5 Scope parameters of the 31/08/19 Head of Q3 2019/20. Cancellation Systems thinking review Planning comment: of processes. Services This action will no longer (transferred from (ES) be pursued due to Service Plans 2018/19, change of priorities in the Cancelled N/A action ref. service. New SP18/19P1.3) improvement approach has been included in the Service Plans for 2020/21. P9.6 Systems Thinking 31/08/19 Head of Q3 2019/20. Cancellation review undertaken and Planning comment: actions implemented. Services This action will no longer (transferred from (ES) be pursued due to Service Plans 2018/19, change of priorities in the action ref. service. New SP18/19P1.3) improvement approach Cancelled N/A has been included in the Service Plans for 2020/21.

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Return to Contents Page Outcome Suitable communication channels to reach businesses, investors and homeworkers are 19. developed P19.1 Carry out Conservation Off track - Q3 2019/20 update: The Area appraisals in line action Springhead and River with Project Plan taken Wey Conservation Area (2018/19 not delivered – Appraisal is on track for action transferred to being adopted by April 2019/20) 2020. The forward Planning (transferred from programme for delivering Policy Service Plans 2018/19, 31/10/18 31/03/20 CAAs is currently under Manager action ref. review and it is expected (GP) SP18/19P4.4)) that a new CA designation for the Shepherd & Flock Roundabout will be brought forward as the next CAA. Outcome Suitable communication channels to reach businesses, investors and homeworkers are 22. developed P22.1 Development of external 31/07/19 Economic Complete Q3 2019/20 update: website hub and regular Developm Completed Dec 2019. e-newsletter to increase ent Newsletter completed, N/A awareness of Council's Project takes place regularly. support of business Officer (GD) Outcome Support healthy town centres by working closely with the local chambers and town clerks 24. P24.1 Fund a Business 01/07/19 Economic Complete Q3 2019/20 update: Improvement (BID) Developme Completed. Researching feasibility study for the nt request for further loan four town centres Partnershi funding 2020. ps Officer (CK) N/A /Communit y Service Manager (KW)

Outcome The actions of the Economic Development Strategy Action Plan (2018 - 2020) are delivered and 25 monitored P25.2 Present performance 30/11/19 Economic Complete Q3 2019/20 update: This indicators of action plan Developm action will be completed to Overview and ent at the end of March N/A Scrutiny annually. Project 2020. Officer (GD)

Internal Audit - Actions Status Q3

At the end of the third quarter all Internal Audit actions have been completed for this service area.

Complaints Q3 update

Q3 19-20 Planning and Economic Development - Level 1 Complaints KPI Q3 Q4 Q1 Q2 Q3 Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 complaints Data Level 1 Number 11 20 18 10 13 received in a quarter only Number of Level 1 complaints dealt Data Level 1 Number 4 19 15 7 13 with on time in a quarter only

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Return to Contents Page Level 1 Response rate (the percentage of complaints responded Level 1 % 36.36% 95.00% 83.33% 70.00% 100.00% 95.00% to against the 10 working days target)

Q3 19-20 Planning and Economic Development - Level 2 escalations KPI Q3 Q4 Q1 Q2 Q3 Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 complaints Data Level 2 Number 6 6 10 11 1 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 5 6 9 10 1 with on time in a quarter only Level 2 Response rate (the percentage of complaints responded Level 2 % 83.33% 100.00% 90.00% 90.91% 100.00% 95.00% to against the 10 working days target)

Comment: The Service met the Level 1 and Level 2 targets for response rates in 100% of cases, albeit it is acknowledged that there was an unusually small number of Level 2 complaints within the quarter.

Finance – Q3 update

General Fund Account Approved Variance Adverse/ Services Budget £'000 £'000 % Variance Favourable Planning & Economic Development Expenditure 3,607 -68 2% Favourable Income -1,812 549 30% Adverse Planning & Economic Development Total 1,795 481 27% Adverse

Comment: Our Q3 expenditure has been managed successfully, partly as the result of vacancies not being filled immediately and more prudent use of consultants and agency staff.

There was reduced development activity as a result of wider economic circumstances. Overall application numbers and income from fees continued to reduce in Q3 and we are projected to fall well-below our income target for the year. This is mainly due to matters outside of our direct control and may be, in part, a reflection of the impact of economic uncertainty nationally due to Brexit and the state of the World economy generally. The introduction of our CIL Charging Schedule in March 2019 may have also been an influencer – noting that in Q4 2018/19 we determined 477 applications (as opposed to 406 in Q3 2019/20) suggesting that many applications were pushed through in advance of CIL taking effect.

The Planning Service is not able to set its own application fees to ensure cost recovery, as these are set nationally, but we do need to look critically at our charging structure for not statutory functions, such as providing pre-application advice, hard copies of documents, etc.

An internal audit of planning fees for the 2019/20 financial year will be undertaken shortly, with the draft report expected at the end of April 2020.

Discussions are continuing with Business Transformation with regard to the introduction of systems which will increase efficiencies and lead to lower staff resource requirements. As the new Head of Service, I will be looking critically at our staffing needs across the board, particularly if fee income continues to reduce/stagnate.

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Return to Contents Page A 3. Service Dashboard – Environment

This service area includes the following teams: Car Parks, Environmental Health, Environmental Services, Emergency Planning, Finance, Licensing and Sustainability

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/2020

Q3 Head of Service summary:

 Qtr. 3 has been an extremely busy period with the new refuse, recycling and street cleaning contract, work on the parking strategy and progress on a number of projects whilst work has also continued on planned work programmes.  The Council has recently mobilised a long term contract with Biffa Municipal for the supply of refuse, recycling and street cleaning services which started on 2 November 2019. As part of this mobilisation, there were changes to the kerbside service which presented some challenges. This was due to the introduction of new food waste only vehicles and new food waste collection rounds.  These allowed Biffa to ensure operational efficiencies by having to tip less frequently, and reduce the mileage and travel time associated with tipping. It is fair to say that although every household was informed of this change, it did generate a high level of queries and reports of missed bins, particularly where people were calling to report that their recycling or residual waste bin had been emptied, but their food waste caddy had not. In reality the food waste vehicle had not arrived at their address by the time of their call but was following on later in the day. To mitigate some of the operational time pressures, Biffa introduced additional vehicles to support food waste collections a week into the start of the contract. This meant that for up to four weeks at the start of the contract food waste rounds were being changed and balanced to ensure consistent workloads across the rounds. Drivers were therefore having to learn new rounds and locate properties new to them, particularly in rural areas. This is not uncommon at the start of a contract, and generally as an industry it would be expected that with any significant change such as this, the collections would take around 10-12 weeks to settle down.  Christmas arrived closely behind these changes to food waste collections, just 7 weeks into the start of the contract. In spite of a comprehensive communications plan being delivered, the changes to collection days over Christmas combined with a lack of tipping facilities preventing Sunday working, certainly compounded the levels of complaints and delayed the recovery after Christmas.  The level of performance is much improved currently, however, we will be going into another period of change from the end of February when we carry out the route optimisation.  On the parking scene, the strategic review of parking is continuing and the Base Case report has been circulated to all councillors. Work is progressing on the proposals going forward and development of the overall strategy.  Consultants appointed for Weyhill Fairground car park are continuing to refine the design and specification for the work and consultation will begin on the proposals and its future management arrangements in the coming months. Discussions will also begin shortly on appropriate works for Sun Brow Wood and common land.  Detailed specifications have been agreed with Sainsbury’s and Crest Nicholson on the refurbishment of South Street car park in Farnham to ensure it can be delivered by the end of March 2021. Tenders have now been invited for the work. Discussions are also underway with Crest Nicholson on the future management of the new Brightwells Yard multi-story car park.  Electric vehicle charging points have now been installed in car parks in Godalming, Cranleigh and Haslemere. Work is continuing on the installation in Farnham. Plans are also underway to include these in the South Street and Weyhill car park refurbishments. We are also continuing to work with Surrey County Council to introduce on-street charging points, subject to successful bids for funding from the Office for Low Emission Vehicles (OLEV).

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Return to Contents Page  Following the MPs air quality summit in Farnham, work has begun by Surrey County Council, Farnham Town Council and Waverley Borough Council on developing ideas to address the air quality issues in Farnham. This work will continue through the Air Quality Steering Group and the Farnham Air Quality Working Group. We now have a full 12 month’s data for 2019 and work will begin on preparation of the 2020 Annual Air Quality Status Report.  The Public Space Protection Order No2 in relation to dog controls has been adopted by Council and took effect on 1 January 2020. Minor changes to the restrictions in some areas are under discussion following feedback from councillors and residents. A low key targeted approach to enforcement is being applied based on reports of problems from residents.  Our robust approach in recent years and the work we have carried out to protect vulnerable sites has resulted in fewer unauthorised encampments on Waverley BC land this year so far. Discussions are under way on a county wide basis regarding potential transit sites which will strengthen our ability to deter unauthorised encampments.  Officers have continued to work hard to meet statutory duties and responsibilities by delivering the services relating to licensing, food, health and safety, environmental protection inspections and enforcement programmes, car park maintenance programmes and responding to incidents and emergencies alongside other agencies. Through the Joint Enforcement Initiative, officers have also worked in partnership with colleagues in other services and other agencies to tackle fly tipping, illegal waste carriers, unauthorised encampments and a range of community safety issues associated with serious organised crime and modern slavery.

Richard Homewood, Head of Environmental Services

Performance Indicators Status

Comment: Rejection rates for Dry Mixed Recyclables (DMR) continue to be a concern and the problems with abuse of the Household Recycling Centres is a significant factor. A separate report on “Household Recycling Centre issues and proposals” will be presented to this committee in due course. Work continues with the contractor to identify contamination of household DMR collections and the use of bin hangers and warning letters to those who present contaminated bins. Missed bin rates have increased since the start of the new contract. A report has been prepared on the performance of the new contractor over Christmas 2019 and has been circulated to all councillors. Performance has been affected by a combination of contract mobilisation, the introduction of new food waste collection rounds with crews unfamiliar with the area, revised Christmas collection arrangements and tipping facilities not being available on Sundays over the Christmas period. The change of the contractor has affected the receipt of data for the waste, recycling and reject rate (ref. indicators E1, E NI 191, E NI 192), with delays in obtaining these figures from Surrey Waste Partnership experience across the county. The situation is monitored closely. The current indicator E4 has been discontinued as it reflected performance of the previous contractor, and will be replaced by two new indicators to reflect the new performance measurement method used by the new contractor, splitting monitoring of refuse and recycling missed bins from missed food collections, as these are now done by different vehicles and as such counted separately. The data is being collected and will be included in this report once the mobilisation period and rounds rearrangement has been completed and a “new normal” has been established.

Proposed changes to KPI set for 2020/2021. There are three new proposed indicators to be introduced from 1 April: 1) Number of refuse and recycling missed bins out of 100,000 collections per week (lower outturn is better) – proposed target 40 2) Number of food waste missed bins out of 100,000 collections per week (lower outturn is better) – proposed target 40 3) Number of fly tipping incidents in a quarter - Data only – (data already collected for LG Inform)

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Q3 Q4 Q1 Q2 Q3 KPI Description Q3 19-20 18-19 18-19 19-20 19-20 Target Materials recovery facilities E1 (MRF) Reject Rate (lower % 10.0% 8.1% 7.4% 7.8% Awaiting data 5.0% outturn is better) Average number of days to E2 remove fly-tips (lower outturn Days 2.0 2.0 2.0 2.0 1.3 2.0 is better) (NI 195) Improved street and environmental cleanliness - E3 levels of litter, detritus, graffiti % 90.0% 90.0% 93.0% 89.0% 90.0% 90.0% and fly posting (higher outturn is better) Number of missed bin Discontinued – collections per 104,000 to be replaced E4 No. 22 40 24 21 40 collections per week (lower by new set of outturn is better) KPIs Percentage of higher risk food premises inspections (category E5 A&B) carried out within 28 days % 100% 100% 100% 100% 100% 100% of being due (higher outturn is better) Satisfaction of business with E local authority regulation % 100% 81.0% 84.0% 82.0% 93% 85.0% NI182 services (higher outturn is better) Residual household waste per E household (lower outturn is kg 90.6 90 86.5 87.5 Awaiting data 90.00 NI191 better) Percentage of household waste E sent for reuse, recycling and % 59.0% 54.0% 60.4% 57.8% Awaiting data 54.0% NI192 composting (higher outturn is better)

Air Quality All of our Diffusion Tube monitoring data is published on our website and Waverley’s automatic analyser data is available on the Air Quality England website. The Annual Air Quality Status Report 2019 will also be published on our website in the near future.

Service Plans - Actions Status 6% 10%

Q3 Environment Service Plan Actions 2019/22 Total 100% 72 Completed 10% 7 On track 85% 61 Off track - action taken / in hand 6% 4 Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 0% 0 85%

Comment: The majority of Service Plan actions are progressing on track for completion. The details on outstanding and completed actions from this and the previous year have been listed below including further details on their progress.

Outstanding actions for Service Plans 2019/2020 Lead Revised Original Code Title Officer Status Due Q3 Actions taken to rectify Due Date Date Outcome Team Projects 2019/2022 - Environmental Health 3.

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Return to Contents Page SP19/20 Contribute and monitor 31/12/19 Environ Q3 2019-20 update. The ES3.2 progress on the Surrey Air mental Programme has been Alliance Schools Air Health extended and WBC is part Quality Programme in Manage funding. The extended respect of participating r (VB) programme will run until Complete 30/09/20 schools in Waverley. Sept 2020. Six WBC schools Review progress at are participating in the stakeholder meetings programme. Updates will be given to the Air Quality Steering Group. SP19/20 Once the modelling 31/12/19 Environ Q3 2019-20 update. The ES3.4 project is complete (ES mental draft modelling report is 3.3) develop a revised Air Health being considered by Surrey Quality Action Plan with Manage Air Alliance. A further stakeholders to reduce r (VB) Off track interpretive report is being emissions to air and - action 31/06/20 commissioned. The report improve air quality. taken will be used to inform the Review progress at revised Air Quality Action stakeholder meetings Plan which will be shared with the Air Quality Steering Group. Lead Revised Original Code Title Officer Status Due Q3 Actions taken to rectify Due Date Date Outcome The standard of performance of the current waste, recycling and street cleaning contractor during 4. the final year of the contract is maintained. SP19/20 Maintain close working 31/10/19 Environ Q3 2019-20 update. ES4.1 relationship with the mental Pressure was maintained on contractor and hold Services the outgoing contractor to regular performance Manage maintain performance until review meetings to ensure r (JCP) Complete N/A the end of the contract. the existing high level of performance is maintained for the remainder of the contract Outcome Improved customer satisfaction with waste, recycling and street cleaning services. 5. SP19/20 Monitor street cleaning 31/10/19 Environ Q3 2019/ 20 update. ES5.2 performance to ensure mental In Q3 90% of streets were 100% of scheduled street Services graded as A or B so this cleans take place on time. Manage target is well on track. Off track When inspected, at least r (JCP) - action N/A 90% of street cleans taken carried out to be graded as grade A (immaculate) or B (small levels of detritus SP19/20 Work with contractors to 31/10/19 Environ Q3 2019/20 update. The ES5.3 ensure missed collections mental level of performance dipped per week do not exceed Services when Biffa took over the 40 per 104,000 Manage contract- this is explored collections. r (JCP) more in the performance report and in the appended detail. However, the main Off track reasons for this were - action N/A changes to the food waste taken services, and collections being operated on separate vehicles, meaning new rounds, new crews on food waste, leading to much higher than expected missed caddy collections. Lead Revised Original Code Title Officer Status Due Q3 Actions taken to rectify Due Date Date

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Return to Contents Page Outcome Improve local arrangements to support the Councils legal responsibility under the Civil 10. Contingencies Act (CCA) 2004 to provide Emergency Planning SP19/20 Work with Surrey Local 01/10/19 Emerge Q3 2019/20 update. ES10.1 Resilience Forum for the ncy Waverley is now combined development of Plannin represented at the recovery and response g Officer Resilience Forum and a planning within the local emergency group for Borough of Waverley. emergency planning, in order to participate in Complete N/A development of the combined recovery and response plan. Waverley's Emergency Planning Officer will represent local authorities at the next COMET emergency exercise taking place in May 2020. SP19/20 Review/update and 01/12/19 Emerge Q3 2019/20 update. The ES10.2 deliver appropriate ncy Flood plan has been fully contingency plans on Plannin updated. The work will time. g Officer continue in the new financial Complete N/A year through new Service Plans 2020/21 to deliver the review of the overarching emergency plan. Outcome Continue to build and grow Waverley's Business Continuity Management Planning 11. SP19/20 Embed into the 01/12/19 Emerge Q3 2019-20. All but one ES11.1 organisation Business ncy service completed their Continuity Management - Plannin business impact analysis in regular training and g Officer preparation for the review of Off track exercising business continuity - action 29/05/20 procedures, followed by taken training and exercises. An additional couple of months are required for full completion. Outcome Ensure the organisation complies with its duties and responsibilities under the Health and Safety 12. at Work Act SP19/20 Monitoring and 31/03/19 Emerge Q3 2019-20 update. The ES12.2 investigating accidents ncy ongoing monitoring and and near misses. Plannin investigation of accidents Identifying trends and g Officer and near misses is now well Complete N/A implementing control established with the use of measures to reduce direct an internal "ReportIt!" and indirect costs to the system available to all staff. Organisation.

Outstanding action for Service Plans 2018/19 Lead Revised Original Code Title Officer Status Due Q3 Actions taken to rectify Due Date Date Introduction of Public Q3 2019/20 update. Space Protection Orders Approved by the Full Council Enforce SP18/19E (PSPO) for dog issues 10 December 2019. 31/12/18 ment Complete 10/12/19 S3.3 and anti-social behaviour Team in partnership with Surrey Police. Implement a procedure Q3 2019/20 update. The and training programme Enforce SP18/19E 31/08/19 action was completed on the for front line field officers 31/12/18 ment Complete S3.10 31/08/2019. Further training for unauthorised Team planned during 2020. encampments

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Return to Contents Page Internal Audit - Actions Status – Q3 update

Comment: At the end of Q3 there are no outstanding Internal Audit actions for this service area.

Complaints – Q3 update

Q3 19-20 Environmental Services - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 Data Level 1 complaints received in a Number 10 10 7 7 18 only quarter Number of Level 1 Data Level 1 complaints dealt with on Number 10 6 7 6 16 only time in a quarter Level 1 Response rate (the percentage of Level 1 complaints responded to % 100.00% 60.00% 100.00% 85.71% 88.89% 95.00% against the 10 working days target)

Two Level 1 complaint responses slightly overdue as a result of complexity of Comment answers required.

Q3 19-20 Environmental Services - Level 2 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 Data Level 2 complaints received in a Number 3 3 2 3 6 only quarter Number of Level 2 Data Level 2 complaints dealt with on Number 2 3 2 3 5 only time in a quarter Level 2 Response rate (the percentage of Level 2 complaints responded to % 66.67% 100.00% 100.00% 100.00% 83.33% 95.00% against the 10 working days target)

One Level 2 complaint response overdue by 1 day as a result of ill-health of those Comment preparing the response.

Finance – Q3 update

General Fund Account Approved Budget Variance Adverse/ Services £‘000 £‘000 % Variance Favourable Environment Expenditure 8,611 -21 0% Favourable Income -7,408 -72 1% Favourable Environment Total 1,203 -93 8% Favourable

Comment: There are no areas of concern.

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4. Service Dashboard – Commercial

This service area includes the teams of Building Control, Careline, Leisure, Parks & Countryside, Waverley Training Services and Arts.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/20

Q3 Head of Service summary: This has been a great quarter for Waverley Training Services (WTS) who successfully passed their quality assurance assessment Matrix. This is a quality standard mark for information advice and guidance for learners, employers and parents, another external verification of the quality of provision offered by WTS. This quality is further demonstrated by the fact that the service is now offering more apprenticeships than ever before, well done all.

The Memorial Hall in Farnham continues to develop as a key community Hall in the area, hosting a variety of events from swing dancing, hairdressing, to wedding fayres and parties. The Borough Hall in Godalming hosted its first pantomime which created an exciting buzz within Godalming, another great success and recognition of the team’s hard work.

Positive discussions have happened with our Towns and Parishes and we have agreed to begin the transfer of key land assets back to more local stewardship. We look forward to maintaining positive working relationships as we look to work closely together in partnership on place making projects across the Borough. An unsung area within Commercial services is that of the Tree Risk Management Team, a group who assess trees in our ownership to ensure the safety of our residents. One member of the team attained their Level 6 qualification in Arboriculture with a further member of team well on their way to achieving this as well. With this level of expertise we hope to able to carry out further partnership working with our Towns & Parishes.

The Leisure team continue to manage our leisure contract well. The challenges of overseeing an ageing leisure centre such as Cranleigh are multiple and the team work well with our contractor to ensure the service continues to thrive. The next quarter looks to be one of progress for the leisure investment projects and I look forward to updating Councillors and members of the public soon.

The Cranleigh Friday Night Project has won the Active Surrey ‘Active Community Project of the Year’ award. The project was launched in November 2018 by the Leisure team in partnership with Places Leisure, and with funding from Active Surrey and Cranleigh Parish Council. It has exceeded all expectation attracting an average of 70 young people per week to take part in activities at Cranleigh Leisure Centre. This award is recognition of all the hard work of everyone involved.

Building Control continues to perform well this year whilst facing several IT challenges. This quarter has seen a new Team Leader start and we look forward to fully embedding the outcomes of the transformation project over the coming months. We will look to bring forward key performance indicators for the coming year.

This quarter is always a tough one for the clients of Careline, the cold weather can be hard for some of our vulnerable clients. The service took its highest numbers of calls reflecting these issues but it is pleasing to report that all calls were dealt with proactively and our clients were supported well throughout this period. The team also took it upon themselves to be available over the Christmas period to ensure, if required, that our equipment continued to operate effectively over this critical period.

This has been another positive quarter for the Commercial Services Team.

Kelvin Mills, Head of Commercial Services

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Performance Indicators Status Q3

2018 Comment: A good performance from all teams.

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year.

KPI Q3 18- Q4 18- Q1 19- Q2 19- Q3 19- Q3 Description 19 19 20 20 20 Target Total number of visits to Waverley leisure Visit 473,50 502,96 506,86 459,21 C1 464,452 448,000 centres (higher outturn is better) s 7 4 2 6 Total number of attendees of the health and Data C2 wellbeing activities throughout the borough No. 6,112 6,559 5,886 5,570 6,070 in a quarter (higher outturn is better) only Percentage of complete building Data Data control applications checked within 10 not not Data not C4 % 98.7% 80.0% availabl availabl available 80.0% days (higher outturn is better) (P8) e e Total number of Careline clients (data Clien Data C5 only, no target set - higher outturn is N/A N/A 1,925 1,928 1,905 ts only better) Total number of Careline calls per quarter Data C6 Calls 5,444 5,308 5,041 4,953 6,397 (data only, no target set ) only Critical faults dealt with within 48 hours per Fault C7 100.0% 100.0% 100.0% 100.0% 100.0% 90.0 quarter (higher outturn is better) s % Apprentice overall success rate per quarter C8 (higher outturn is better) % 82.1% 76.2% 78.6% 78.4% 77.3% 75.0% Apprentice timely success rate in gaining C9 qualification in the time expected (higher % 70.0% 69.0% 70.7% 75.7% 71.7% 70.0% outturn is better) Number of apprentices on study programmes (cumulative year to date with Data C10 No. 19 26 29 24 21 the annual target of 30) (higher outturn is only better)

Service Plans - Actions Status Q3 3% 22% Q3 Commercial Service Plans 2019/2022 Total 100% 107 Completed 22% 24 On track 75% 80 Off track - action taken / in hand 3% 3 Off track - requires escalation 0% 0 75% Cancelled / Deferred /Transferred 0% 0

Comment: The majority of the service plan actions are progressing on target for completion. The list of outstanding actions as well as those completed in the quarter can be found in the table below, with the comments on actions taken and where required new revised due dates.

Outstanding Service Plans Actions 2019/2020

Outcome 8. Delivery of high performing grounds maintenance service for the Council Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify

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Return to Contents Page Development The IT team needed to of new carry out additional work Grounds to ensure the Grounds Maintenance Maintenance Database Green database is fully interacted with all Spaces SP19/20CS8.2 fully tested and 01/11/19 Complete N/A other software Manager commissioned applications. (ML) to allow more effective contractual management. Outcome 22. The service supports young people into work and education and is sustainable Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Create a This work was carried marketing and out in partnership with communication the Communications WTS SP19/20CS22. s strategy that Team and is now 01/12/19 Manager Complete N/A 3 increases completed. (AO) learner and Apprenticeship numbers employer are currently at their numbers highest ever. Outcome 23. A service is created capable of achieving Ofsted Outstanding Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Create a The last quarter has governance seen the appointment of structure that a critical friend to the effectively WTS governance group. SP19/20CS23. challenges the 31/07/19 Manager Complete N/A Adding the final element 1 delivery of (AO) to create an effective Waverley group Training Services. Outcome 24. Focus team direction with implementation of an overarching Leisure Policy Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Review and Written and completed. update the Leisure Leisure SP19/20CS24. Contract O&S Contracts 31/12/19 Complete N/A 1 review and Manager produce an (TM) overarching Leisure policy Leisure Policy Completed Leisure adopted; via SP19/20CS24. Contracts consultation 31/12/19 Complete N/A 2 Manager with O&S and (TM) Executive Outcome 28. Dementia friendly opportunities within our leisure facilities Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Effective All events organised and management delivered with numbers and increased Leisure at a record high. SP19/20CS28. participation of Contracts 31/08/19 Complete N/A 1 skate park Manager events in four (TM) population centres Deliver the pre-construction phase for the leisure investment projects at Farnham and Outcome 30. Godalming Leisure Centres

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Return to Contents Page Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Negotiations finalised Negotiate Leisure and legal documentation SP19/20CS30. financial return Contracts 31/12/19 Complete N/A completed creating an 2 with Places Manager improved financial Leisure (TM) position for the Council. Procure and Slight delay as adjusted appoint Leisure facility mix needs to be Off track - SP19/20CS30. external Contracts agreed by Executive. 31/12/19 action TBC 5 building Manager Following this the taken contractor/s to (TM) appointments can be construct made. Building Control & Street Naming will be electronic achieving efficiencies in process and Outcome 34. customer service Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Implement Building IT supplier is required. Off track - SP19/20CS34. agile working Control This will not be delivered 31/01/20 action TBC 1 for Building Manager until later this calendar taken Control (JC) year. Outcome 37. Delivery of Weyhill project Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Oversee the Agreement has been successful reached with all groups. relocation of Head of Next steps to be agreed Off track - SP19/20CS37. key community Commercia by governance board. 01/01/20 action TBC 1 groups such as l Services This will be completed taken St John; (KM) later this calendar year. Guides; Scouts & Cadets

Outstanding Service Plans Actions 2018/19 Maximisation of The Leisure Centres operated by Place for People (PfP) on behalf the Outcome 1. Council, in usage, service offering and profitability Original Lead Revised Q3 Actions taken to Code Title Status Due Date Officer Due Date rectify Q3 2019/20 Transfer comment. This action will Leisure be now executed under Design and Contracts Transferre 31/10/202 the new Service Plans SP19/20CS1.6 tender the 31/10/19 Manager d 0 2020/21. Transferred to project (TM) action SP20/21CS28.3 for completion by 31/10/2020.

Internal Audit - Actions Status Q3

Comment: There were no outstanding internal audit actions for this service area at the end of Q3.

Complaints Q3

Q3 2019-20 Commercial Services - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 complaints Data Level 1 Number 1 1 4 7 5 received in a quarter only

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Return to Contents Page Number of Level 1 complaints dealt Data Level 1 Number 1 1 3 5 5 with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 % 100.00% 100.00% 75.00% 71.43% 100.00% 95.00% responded to against the 10 working days target)

Comment No areas of concern.

Q3 2019-20 Commercial Services - Level 2 Complaints KPI Q3 Q4 Q1 Q2 Q3 Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 complaints Data Level 2 Number 0 0 0 0 0 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 0 0 0 0 0 with on time in a quarter only Level 2 Response rate (the Level 2 percentage of complaints responded % N/A N/A N/A N/A N/A 95.00% to against the 10 working days target)

Comment No areas of concern.

Finance – Q3 update

’ General Fund Account

Approved Budget Variance Adverse/ Services % Variance £'000 £'000 Favourable Commercial Expenditure 6,736 -222 3% Favourable Income -5,249 242 5% Adverse Commercial Total 1,487 20 1% Adverse

Comment: The small adverse financial position reported reflects a much improved position from the previous quarter. This recognises the improvement in the financial performance of Waverley Training Services and Careline. Throughout the final quarter all efforts will be made to achieve budget.

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Return to Contents Page 5. Service Dashboard – Housing Delivery & Communities

This service area includes the following teams: Housing Development, Housing Options, Private Sector Housing, Service9. Improvement and Communities.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/2020

Head of Service summary: Q3

Communities

The Safer Waverley Partnership (SWP) began work on Waverley’s sixth Domestic Homicide Review (DHR) and the first panel meeting is set for early January.

Youth anti-social behaviour (ASB) is a major challenge to the SWP. The SWP Joint Action Group has commissioned a Youth ASB Task and Finish Group to address the issues facing a particular area in order to alleviate serious ASB. A meeting was held for the community in October, hosted by the Town Council and concentrated intervention work with the Police and the SWP Community Harm and Risk Management Meeting is ongoing.

Organisations that the Council funds through Service Level Agreements are carrying out Organisational Health Checks, overseen by Voluntary Action South West Surrey. The first two are underway. One organisation saw a root and branch restructure with a new Board in place before Christmas, and a new interim manager in post first week of January. It is hoped that the organisation will now become firmly financially established and develop its offer to the community, particularly in the area of those experiencing dementia and their carers.

The Community Wellbeing Overview and Scrutiny Committee has set up a working group to look at the best way of funding and monitoring the organisations supported by the Council, and whether the current range of services provided by these organisations needs to be expanded. The group had its first meeting in November.

Housing Delivery

The major regeneration project at Ockford Ridge continues to make excellent progress. The first of the 37 homes on Site A are due to be handed over in spring 2020. The Executive were able to see the work first hand when they visited the site in November.

The contractor is hard at work on phases 2 and 3 of the refurbishment programme, with work due to complete in March 2020. Tender documents are being prepared for Site B. A community consultation event was held prior to submission of an application for reserved matters for Site C. This scheme is being actively considered for the introduction of fabric first and energy reduction measures, including options on electric boilers, ground and air source heat pumps and use of solar panels, as we look to respond to the Climate Change Emergency declared by the Council.

Work has progressed well on the CALA Homes development at Amlets Lane in Cranleigh, where the Council will acquire five new homes – they will be handed over early in 2020, and marketing is underway for the shared ownership properties. These will be Waverley’s first new build homes for this tenure. Discussions are at an advanced stage for offers to be accepted and contracts signed for S.106 homes in Witley and Ewhurst.

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Return to Contents Page Planning applications were submitted for three sites in Chiddingfold (total 25 homes) and applications for two schemes in Churt (total 16 homes) are nearing completion, with outstanding highways consultation remaining. A number of schemes across the Borough are coming forward and will be presented to the Housing Delivery Board early in 2020.

The Aarons Hill scheme, Godalming, has been considerably held up by footpath issues. Work is expected to commence in Spring 2020.

Forty six new affordable homes were delivered by our Housing Association partners during the quarter, with the bulk in Farnham. One scheme has been completed by Aster, who are a new partner developing in the Borough.

Planning permission was granted for 8 new affordable homes in Hambledon in November. English Rural Housing Association will build the homes for those with a strong local connection to the parish. Officers took part in English Rural’s Surrey Hills Housing Summit in October, which was also attended by Waverley councillors.

The draft Affordable Housing Supplementary Planning Document was finalised post consultation and will now go through the Committee process to adoption. The adopted document will give clear and detailed guidance to planning officers, developers and affordable housing delivery partners on the delivery of affordable housing in the Borough. Work has been undertaken on affordability of rents across the Borough, and a report is being prepared for Management Board initially on how the Council and its partners can provide homes at rent levels affordable to all who are in need.

This was driven in part by a powerful presentation by the Town and County Planning Association (TCPA) urging the Council to take a very strong line with developers and affordable housing providers on delivering homes that were genuinely affordable to our residents, especially those on the lowest incomes for who accessing suitable and sustainable housing is increasingly difficult. A similar event for members to be run by the TCPA is scheduled for March 2020.

The Private Sector Housing Team reviewed its structure and advertised for a Grants and Empty Homes Officer. The new post will facilitate an increasing number of disabled facilities grants, which are given to enable residents to stay in their own homes. The new officer will also explore ways of bringing the many empty homes in Waverley back into use. Until now, there has not been the resource to carry out this work.

Waverley’s Handyperson Service has joined up with the ‘Hoppa’ bus company to introduce the ‘Safe and Settled’ Scheme, for those returning from hospital to be provided with necessary small adaptations to enable them to settle back, and staff have now been appointed to the scheme through Guildford Borough Council.

The Housing Options Team reported continued success in maintaining very low numbers of homeless households placed into temporary accommodation. The Ministry of Housing Communities and Local Government confirmed Flexible Homelessness Grant funding for another year, and again the Council’s success in preventing homelessness and delivering suitable and sustainable housing options was recognised.

The completion of the Business Transformation work stream in November 2019 resulted in an annual saving of over £60,000. This contributes to the targets set out in the Medium Term Financial Plan. As part of the transformation work benchmarking with equivalent services in Surrey was carried out, the work and methodology of the Team were re-examined.

The staffing structure was streamlined by the departure of a number of long serving staff.

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Return to Contents Page A very successful Homelessness Forum took place in October, attended by statutory and voluntary partners, and a number of councillors. The Forum clearly demonstrated the partnership work going on across the Borough to prevent and relieve homelessness.

The Service Improvement Team successfully recruited to two Service Improvement Officer posts adding capacity to the team to develop and implement Service Plan actions.

The celebration of 100 years of council housing continued in October as we hosted an event with the Chartered Institute of Housing for housing professionals and interested Members and tenants. We presented our Attitudes to Council Housing: Pride or Prejudice scrutiny report and displayed the 100 year of council homes timeline. The event was well received and Waverley’s commitment to social housing was recognised.

In November over 100 Waverley and Guildford tenants attended our Home Exchange event to meet each other and explore a mutual exchange (home swap). The event was supported by our Tenants Panel and Homeswapper (online national database). A number of tenants found homes to view and consider.

The tenants newsletter, Homes and People Winter Edition was drafted and designed but was put on hold during the pre-election period and published in early January 2020. The edition includes a wide range of articles celebrating the work we do, advice on housing, health and wellbeing and many ways to exchange views and suggestions.

Andrew Smith, Head of Housing Delivery and Communities

Performance Indicators Status

Q3 18- Q4 18- Q1 19- Q2 19- Q3 19- Q3 KPI Description 19 19 20 20 20 Target Number of homeless households in temporary accommodation at the HD1 (NI) No. 1 1 0 0 0 5.0 end of the quarter (lower outturn is better) Number of Affordable homes - Data HD2 Granted planning permission (Data No. 69 153 62 0 14 only - higher outturn is better) only Number of Affordable homes - Started on site within a quarter Data HD3 No. 21 59 0 13 19 (Data only - higher outturn is only better) Number of affordable homes delivered by the Council and other Data HD4 No. 8 53 11 31 46 providers (gross) (Data only - only higher outturn is better)

Comment: The Housing Options team continue to successfully prevent homelessness and minimise the need for temporary accommodation.

Details on affordable homes delivered (HD4) in Q3 were listed below:

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Return to Contents Page HD4 Number of affordable homes delivered (gross) during Q3 (46):

UNITS SCHEME TENURE PROVIDER 12 Little Acres, Badshot Lea Affordable rents Aster 7 Juniper Close, Farnham Five shared ownership and two Metropolitan Thames Valley affordable rents 10 Skylark Place, Farnham Five affordable rents and five shared VIVID ownership 17 Nugents Close, Dunsfold Eight shared ownership, seven VIVID affordable rents and two social rent

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year. 

Service Plans - Actions Status Q3 4% 4% 2%

Q3 Housing Delivery & Communities Service Plan 2019/2022 Total 100% 48 Completed 2% 1 On track 90% 43 Off track - action taken / in hand 4% 2 Off track - requires escalation 0% 0 90% Cancelled / Deferred /Transferred 4% 2

Comment: The majority of service plan actions are progressing on track for completion by the end of the financial year. The details of any exceptions occurring during the quarter has been listed below highlighting any outstanding, completed or transferred actions.

Outstanding actions - Service Plans 2019/20 Original Revised Q3 Actions taken Code Title Due Lead Officer Status Due Date to rectify Date Outcome The Ageing Well Strategy (2015 - 18) and Action Plan is reviewed to reflect current needs and 1. priorities Q3 2019/20 update: Commencement of Work with this project has Community been postponed Wellbeing Overview Community due to temporary and Scrutiny Services resource Off track - Committee to review Manager/ shortages. The HDC1.1 30/09/19 action 31/03/20 strategy and link to Community new start and taken the overall work Partnerships finish dates have around Health Officer (KW) been agreed by Wellbeing and the organisation inequalities and the Chairman of the CW O&S (Jan 2020 – March 2020).TBC Q3 2019/20 update: Community Commencement of Services Off track - this project has Updated Action and Manager/ HDC1.2 30/09/19 action 31/03/20 been postponed Implementation Plan Community taken due to temporary Partnerships resource Officer (KW) shortages. The new start and

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Return to Contents Page finish dates have been agreed by the organisation and the Chairman of the CW O&S (Jan 2020 – March 2020).

Outcome Prevent homelessness and provide housing advice and assistance for all households in need: 8 Housing Strategy: Objective 2: Optimise Social and Economic Wellbeing Q3 2019/20 update: Cashable saving of £68k to the General Fund realised without any redundancies

HRA/General Fund Carry out a review of resource levels re- the Housing Options balanced and Homechoice

Team and make a Housing Needs Debate opened on recommendation on Manager/Housing HDC8.2 30/09/19 Complete 30/11/19 debt collection the structure and size Options Manager performance and of the team going (MR) practice balanced forward, including with vulnerability of commentary on the the client group budget implications. and on the strategic/ financial value in preventing homelessness by helping clients secure private sector accommodation Outcome Improving the customer experience 12 Implement the digital Q3 2019/20 transformation update: This strategy to increase Project was range of means to deferred and access services: incorporated into Develop and deliver the corporate at least three business initiatives with transformation Housing Service programme for Managers Service execution in the HDC12.1 Increase in online 30/09/19 Improvement Transferred N/A coming financial transactions Manager (AH) year 2020/21. Reduction in phone calls – work with the Housing Customer Manager to establish a baseline by July 2019 and set target. System to monitor satisfaction with online services

Outstanding actions - Service Plans 2018/2019 Original Lead Officer Revised Actions taken to Code Title Due Status Due rectify Date Date

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Return to Contents Page SP18/19H3.2 Implement the new 30/09/18 Transferred 31/03/20 Q3 2019/20. 75% Housing and Completed. Work is Planning Act powers progressing on the for Private Sector new Enforcement and Housing Charging Schedule (Transferred for and will be presented execution to action to Management SP20/21HDC9.1) Board by 31 March 2020. The Audit Committee is requested to allow this short extension. Interview are taking place 30 January for additional PSH officer bringing team up to strength. Transferred for execution to action SP20/21HDC9.1 under the new Service Plans 2020/21.

Internal Audit - Actions Status Q3

Comment: Due to the election and change in Committee, this work had been pushed back. A report has been produced on the up-to-date Allocation Scheme which is going to Housing Overview & Scrutiny in March 2020. The Committee may consider the Scheme as fit-for-purpose or commission a task-and-finish group to review the scheme. However the audit recommendations highlighted above have been completed and evidence was uploaded onto the performance management system Pentana. We also have just completed a report on affordability of rents – and that might have an impact on any review of the Allocation Policy.

Complaints – Q3 update

Q3 19-20 Housing Delivery and Communities - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 Data Level 1 complaints received in a Number 2 5 1 3 2 only quarter Number of Level 1 Data Level 1 complaints dealt with on Number 2 5 1 3 2 only time in a quarter Level 1 Response rate (the percentage of complaints Level 1 % 100.00% 100.00% 100.00% 100.00% 100% 100% responded to against the 10 working days target)

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Return to Contents Page Q3 19-20 Housing Delivery and Communities - Level 2 escalations Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 Data Level 2 complaints received in a Number 0 1 5 2 0 only quarter Number of Level 2 Data Level 2 complaints dealt with on Number 0 1 4 2 0 only time in a quarter Level 2 Response rate (the percentage of complaints Level 2 % N/A 100.00% 80.00% 100.00% N/A 95.00% responded to against the 10 working days target)

Comment: There are no areas of concern.

Finance – Q3 update

General Fund Account Approved Variance Adverse/ Services Budget £'000 £'000 % Variance Favourable Housing Delivery & Communities Expenditure 2,630 -109 4% Favourable Income -680 0 0% - Housing Delivery & Communities Total 1,950 -109 6% Favourable

Comment: When we give a deposit or rent in advance it is a debit to the homelessness account. However, when we raise an invoice for the debt we are credited the same amount in accounting terms. Therefore as we have over spent in terms of providing deposits and rent advance our ‘income’ in accounting terms is also up on what was budgeted for as we have raised invoices for the deposits etc.

NB: This does not relate to the actual collecting of the debt.

Housing Revenue Account Approved Budget Variance Adverse/ Services % Variance £'000 £'000 Favourable Housing Delivery & Communities Expenditure 696 -67 10% Favourable Income -1 -7 714% Favourable Housing Delivery & Communities Total 675 -74 11% Favourable

Comment: The 714% variance is due to rental from the York Road Project. It is a high % as the budget was so small.

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Return to Contents Page

6. Service Dashboard – Housing Operations

This service area includes the following teams: Property Services, Tenancy and Estates, Rent Account, Senior Living and Family Support.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/2020

Head of Service summary: Q3

It has been a full and active quarter in the run up to the end of the decade. The team effectively managed legal cases, continued our celebration of 100 years of Council housing, successfully recruited to key positions, improved community areas, supported corporate projects and responded to notice of a contract termination.

Quarter Three Star team We gained possession orders to recover three homes to relet to people in genuine need. None of the three tenants were living in the homes, two had moved abroad and one to another council home with a new partner (he was also suspected of illegally subletting his home). Over two years of investigation and evidence gathering resulted in the successful possession cases and we were awarded legal costs.

I am delighted with the work undertaken by the team and the support of neighbours who gave evidence to tackle tenancy fraud. The majority of tenants value their homes and recognise the scarce resource of social housing. Although tenancy fraud is not a big issue in Waverley we take it seriously and investigate all reports to ensure our homes are used appropriately.

Our Fraud Investigation Officer has also successfully completed a three month intensive training course to become an Accredited Counter Fraud Specialist. He shares his knowledge with ongoing training to the wider team on the signs of fraud, appropriate actions and case law.

Last quarter I reported the success of joint working with the police to gain a closure order following ongoing anti-social behaviour. The former tenant breached the injunction to stay away from the property. He appeared in court and has received a suspended four week prison sentence for the duration of the order until September 2021.

Events The celebration of council housing continued in October as we hosted an event with the Chartered Institute of Housing for housing professionals and interested Members and tenants. We presented our Attitudes to Council Housing: Pride or Prejudice scrutiny report and shared the 100 year of council homes timeline. Both pieces of work were well received and Waverley’s commitment to social housing was recognised.

In November over 100 Waverley and Guildford tenants attended our Home Exchange event to meet each other and seek a mutual exchange (home swap). The event was supported by our tenants Panel and Homeswapper (online national database). A number of tenants found homes to view and consider.

The team assisted with the General Election in December providing support by responding to telephone enquiries and providing polling station and count staff whilst maintaining usual services

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Return to Contents Page All managers in housing attended a corporate training session on Action Centred Leadership which was cascaded to all housing operations team leaders. The training supported the teams work on developing a comprehensive service plan focussing on peak performance by considering task, team and individual.

Community works Our Community and Estates Development team have been working with tenants, homeowners, Surrey County Council and Councillors to resolve long standing problems on a number of un-adopted roads in the borough. Seeking funding for improvement works and ongoing maintenance. Pot holes have been filled and new bollards and planters installed to designate parking spaces. The work has been positively recognised by councillors and the community.

I have previously advised on the works at Blunden Court to address the presence of legionella. The ongoing monitoring is showing a reduction in bacteria and we will meet with tenants in the New Year to discuss replacing the water pipes in the scheme. In the run up to the festivities our Family Support Team worked with Eagle Radio to deliver food parcels and presents to 35 local families who needed a little support this Christmas.

Strategic view The team have been busy consulting, reviewing and developing key documents to run the service in 2020. The draft service plan and HRA Business Plan were on the Housing Overview and Scrutiny Committee Agenda for January 2020.

The team are also working with the Corporate Business Transformation team. Members of the service improvement team attended customer journey mapping training and jointly held the first workshop to map the customer journey for aid and adaptations requests. Work will progress during 2020 to map ”as is” and “to be” main housing enquiry processes focusing on customer needs and developing a digital first and digital support scheme to simplify processes, set expectations and be more efficient.

Recruitment Following the internal appointment of the Tenancy and Estates Manager three new Housing Officers have been appointed. The new team has been created by reallocating resources to frontline roles. The new team will be publicised to tenants in the Spring.

A permanent Compliance Manager has also been recruited due to start in March 2020. The current interim will remain in post during January and February.

The Service Improvement Team also successfully recruited to two Service Improvement Officer posts adding capacity to the team to develop and implement the service plan actions

Communications The tenants newsletter, Homes and People winter edition was drafted and designed but was put on hold during the pre-election period and published in early January 2020. The edition includes a wide range of articles celebrating the work we do, advice on housing, health and wellbeing and lots of ways to share views and suggestions.

A letter was sent to all tenants and copied to Members the week before Christmas advising them of the future change in our responsive repair contractor. The current contract will end March 2020 following the receipt of notice to terminate the contract early from MPS. We had expected that a termination may be served so the team had initiated alternative provision enquiries and Executive approval to waive procurement rules to appoint an interim contractor. The team’s focus is on delivering a responsive repairs service to tenants and they are working hard to ensure the service is not adversely impacted.

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Return to Contents Page The team continue to be industrious and committed and are looking forward to 2020 to develop and deliver improved services reflecting tenants’ needs and aspirations

Hugh Wagstaff, Head of Housing Operations

Performance Indicators Status

Q3 Q4 Q1 Q2 Q3 Q3 KPI Description 18-19 18-19 19-20 19-20 19-20 Target Total current tenants rent arrears as a Reintroduced HO1 percentage of the total estimated gross % from Q1 0.68% 0.66% 0.65% 0.7% debit (lower outturn is better) 2019/20 Average number of working days taken to HO2 re-let 'normal void' property (lower Days 21 20.0 27 22 26 20 outturn is better) Percentage of annual boiler services and HO3 gas safety checks undertaken on time % 100% 100% 100% 100% 100% 100.0% (higher outturn is better) Responsive Repairs: How would you rate the overall service you have received? HO4 % 89% 90% 90.6% 92.0% 90% 93.0% (Tenants' view of the service) (higher outturn is better) Responsive Repairs: Was repair HO5 completed right first time? (Tenants' view % 78 74% 84.6% 80% 80% 78.0% of the service) (higher outturn is better)

Q3 Comment: The rents team continue to collect rent efficiently and support tenants on Universal Credit to prioritise rent payments. The compliance team have a robust programme to maintain 100% annual gas boiler and safety checks continually achieving target since April 2017 (the last 11 quarters). We continue to experience challenges with responsive repairs and void contract which is impacting satisfaction and relet performance. A total of 52 normal voids were relet in Q3. On average homes were relet in 26 working days. 27 homes (52%) were let within the target of 20 working days and 25 homes over target (the longest taking 120 days and six homes took over two months to be relet. A range of issues including two homes held for decant / disabled adaptations cases, gas pipe installation, poor DIY and contract issues contributed to failing to meet target.

However performance has improved month on month during the quarter as backlogs are cleared.

Normal Void Relet Time 35 30 25 20 15 10 5 0 APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MAR

average 2019/20 average 2018/19 target

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Return to Contents Page

Proposed changes to KPI set for 2020/2021: A new indicator monitoring tenancy audits will be introduced from the 1 April 2020.  HO6 - % of tenancy audits completed against scheduled appointments in a quarter.

Service Plan - Actions Status Q3 12% Q3 Housing Operations Service Plans 2019/2022 6% 35% Total 100% 17 Completed 35% 6 On track 47% 8 Off track - action taken / in hand 6% 1 Off track - requires escalation 0% 0 47% Cancelled / Deferred /Transferred 12% 2

Comment: At the end of the third quarter, six actions have been completed including the review of HRA, mobilisation of 2019 maintenance contracts, minimising risk of Universal Credit and active CIH partner. The majority of service plan actions are progressing on track for completion, with exceptions listed below.

Outstanding Service Plans Actions 2019/2022

Code Title Original Lead Status Revised Q3 Actions taken Due Officer Due Date Date Outcome 2. The service meets the needs of residents by meeting satisfaction targets annually SP19/20HO Implement the 31/03/20 Deferred 2020/21 Q3 2019/20 update: This 2.1 "understanding residents’ Project was deferred for needs" project execution in the coming recommendations to ensure financial year 2020/21 the service provides choice, under the new service information and plans 2020/21 communication that is appropriate for the diverse needs of tenants. Our people will be skilled and professional to put residents at the heart of everything we do (50% Outcome 3. with professional qualification by 2023) SP19/20HO Develop Housing Human 31/10/19 Off track - TBC Q3 2019/20 update: 75% 3.2 Resources action plan to action Completed. Analysed support Corporate Human taken housing teams responses Resources Strategy to to Staff Survey identifying recruit, retain and develop key areas of good practice high quality staff to deliver and for improvement. high quality, value for Opportunities to train in money frontline service role and successful internal recruitment to promotions. Initiatives and actions taken to be recorded in formal action plan. The customer experience will be improved by meeting and exceeding satisfaction targets Outcome 5. annually Implement the digital Transfer N/A Q3 2019/20 update: transformation strategy to red Incorporate to the SP19/20HO increase range of means to corporate business 31/03/20 5.2 access services transformation programme for execution in 2020/21.

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Return to Contents Page Internal Audit - Actions Status Q3

Comment: At the end of Q3 there were no outstanding Internal Audit actions for this service area.

Complaints Q3

Q3 19-20 Housing Operations - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 complaints Data Level 1 Number 33 38 21 25 18 received in a quarter only Number of Level 1 complaints Data Level 1 Number 28 31 11 15 12 dealt with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 % 84.85% 81.58% 52.38% 60.00% 66.67% 95.00% responded to against the 10 working days target)

Housing Operations - Level 2 Q3 19-20 escalations Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 Data Level 2 Number 8 13 5 6 7 complaints received in a quarter only Number of Level 2 complaints Data Level 2 Number 8 13 4 6 6 dealt with on time in a quarter only Level 2 Response rate (the percentage of complaints 100.00 Level 2 % 100.00% 100.00% 80.00% 85.71% 95.00% responded to against the 10 % working days target)

Comment: There has been a reduction in the total number of complaints with only one recorded in December. This can be attributed to the communication work the team are completing. Despite a fall in responsive repairs service performance and contract uncertainty, the Housing Customer Service Team are keeping tenants up to date with progress and booking mutually convenient appointments.

Cases not meeting target have raised complex issues requiring the involvement of contractors and third parties. Complainants are kept updated whilst waiting for a formal response.

Finance – Q3 update

General Fund Account Approved Variance Adverse/ Services Budget % Variance £'000 Favourable £'000 Housing Operations Expenditure 22 0 0% - Income -22 0 0% - Housing Operations Total 0 0 0% -

General Fund Comment: No areas for concern.

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Housing Revenue Account (HRA)

Approved Variance Adverse/ Services % Variance Budget £'000 £'000 Favourable

Housing Operations Expenditure 20,215 -1,024 5% Favourable Income -30,321 593 2% Adverse Housing Operations Total -10,106 -431 4% Favourable

Q3 HRA Comment: The favourable expenditure variance is largely due to the reduced responsive repairs and grounds maintenance expenditure. There have been fewer responsive repairs than originally predicted as demand changed and a new grounds maintenance contract commenced in November 2019. The reductions are partially offset by increased council tax arising from vacant (decant) homes at Ockford Ridge.

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7. Service Dashboard – Business Transformation & Corporate

This service area covers teams of Facilities, IT, Office Support, Property/Engineering and Business Transformation

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/2020

Q3 Head of Service summary:

This quarter we have seen accelerated progress in respect of the Business Transformation Programme and preparation for some significant changes for our IT systems.

During Quarter 2 we made three fixed term contract appointments to the Business Transformation Team will all three appointees taking up their posts at the beginning of Quarter 3. The additional staff resource has enabled us to make much more meaningful progress in the delivery of the Business Transformation Project.

The Customer Services Project is the largest extending to all parts of the organisation. There are three current work-streams all now underway. Work-stream 1 is around the procurement and provision of the IT infrastructure that we will need. The Master Data Management system has been acquired and the Team has made its recommendation in respect of the Customer Relationship Management system and associated Service Centre telephony. Work-stream 2 is the mapping of all customer journeys so we have a comprehensive picture of customer touch-points which will allow us to replicate journeys electronically and allow the development of self-service options as well as re-evaluating and optimising existing procedures. Work-stream 3 is the development of the Customer Service Centre which actually began early in Quarter 4.

We have also made good progress with:  The Staff Travel Project as we look at alternatives to the current arrangements  Planning, as we seek to dovetail changes to procedure demanded by the new Horizon IT system and Customer Services as well as accounting for any changes to governance arrangements  Print, Post and Planning as we ran the procurement exercises for new post and print contracts  Housing, which concluded by delivering a £68k saving to the General Fund  The Burys, culminating in a report to Executive seeking funding for a development appraisal.

In IT terms as well as supporting the changes required by the Customer Services Review the service also made preparations for the organisation wide transitions to Microsoft In Tune, Office 365 and the new Citrix Environment following the upgrade to the server farm delivered at the start of the quarter.

David Allum Head of Business Transformation

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Performance Indicators Status Q3

Comment: This service area does not have any established KPIs. The current customer service review will be exploring what measures could be used for performance monitoring in the future. This service consists of the following teams: Facilities, IT, Support Services, Property and Engineering, Business Transformation.

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year.

Service Plan - Actions Status Q3 3%

Q3 Business Transformation Service Plan 2019/2022 28% Total 100% 36 Completed 69% 25 On track 28% 10 Off track - action taken / in hand 3% 1 69% Off track - requires escalation 0% 0 Cancelled / Deferred /Transferred 0% 0

Comment: The majority of the service plan actions are progressing on track for completion. The table above presents the progress and status of all Service Plan actions for this service area at the end of third quarter. The list of outstanding actions can be found below with comments on steps taken and new revised dates where applicable.

Outstanding Service Plan action 2019/2020 Revised Original Lead Q3 Actions taken to Code Title Status Due Due Date Officer rectify Date Outcome Provide a profitable staff catering service 6. BT6.2 Ensure staff satisfaction 30/11/19 Facilities N/A Q3 2019/20 update. increases as evidenced by Manager Survey completed with the internal survey returns. (SH) Complete results generally being positive.

Outcome Ensure the post and print delivery model is the most cost effective that can be achieved without 12. compromising quality standards BT12.1 Comprehensively review 30/09/19 Support 31/03/20 Q3 2019/20 update. all existing external Services Procurement for both contracts regarding post Manager contracts has concluded. Complete and printing services and (HB) explore alternative delivery models Outcome Identify a viable option for the Council as regards office accommodation and the future of The 15. Burys BT15.1 Within the One Public 30/06/19 Estates Off track - Q3 Q3 2019/20 update. Estate initiative work with and action 2020/21 The Executive have our partner organisations Valuation taken agreed to fund via the to define realistic options s Investment Advisory Board Manager for the re-development of a Development Appraisal. (AC)/Hea this site which will deliver d of Tender documentation has cashable savings Customer been drafted. and Corporate Services (DA)

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Return to Contents Page Outcome Review and determine the corporate strategy for the maintenance of Waverley owned bus shelters 18. BT18.1 Assess the cost 30/06/19 Property Q3 2019/20 update. implications for effectively and Assessment completed. A maintaining the 95 bus Engineer consultation exercise is shelters for which we have ing planned to be carried out Complete N/A responsibility and test the Manager with Towns and Parishes corporate appetite for the (NL) about ongoing continued provision of this management options. service

Outstanding Service Plan action 2018/19 Revised Original Lead Q3 Actions taken to Code Title Status Due Due Date Officer rectify Date Outcome Maintain and improve the IT infrastructure which supports the activity of the Council. 3. SP18/19C Support the Planning 31/03/19 Facilities 31/10/20 Q3 2019/20. Transfer C3.2 Service in the acquisition Manager comment. The Building of a new core system (SH) Control system is live and (Part 1 – Building Control that element of the project Application, is very close to conclusion. (Part 2 – Internal Planning Transferre We hope to be in the test Application). d period for the Planning ( Transferred to Service system in Q4. To be Plans 2020/21 action ref. executed under action PR19BT16.2) PR19BT16.2 by 31/10/2020.

Internal Audit - Actions Status at Q3

Comment: There were no outstanding Internal Audit actions at the end of Q3 for this service area.

Complaints – Q3 update

Q3 19-20 Business Transformation - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 complaints Data Level 1 Number 1 0 0 0 0 received in a quarter only Number of Level 1 complaints dealt Data Level 1 Number 0 0 0 0 0 with on time in a quarter only Level 1 Response rate (the Level 1 percentage of complaints responded % 0.00% N/A N/A N/A N/A 95.00% to against the 10 working days target)

Q3 19-20 Business Transformation - Level 2 escalations Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 complaints Data Level 2 Number 1 0 0 0 0 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 1 0 0 0 0 with on time in a quarter only Level 2 Response rate (the percentage Level 2 of complaints responded to against the % 100% N/A N/A N/A N/A 95% 10 working days target)

Comment: There were no complaints received for this service area in quarter three.

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Finance – Q3 update

General Fund Account Approved Budget Variance Adverse/ Services £'000 £'000 % Variance Favourable Business Transformation Expenditure 3,596 -12 0% Favourable Income -446 -84 19% Favourable Business Transformation Total 3,150 -96 3% Favourable

Comment: The favourable financial position is partly generated by underspend on the IT staffing budget. This has been generated by us deferring recruitment of a systems analyst post pending procurement of the CRM system. It is also partly generated by increased income for a range of services including cleaning and the staff restaurant also by the income for the licensing of the Wharf Car Park.

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8. Service Dashboard – Finance and Property Investment

This service includes the following teams: Accountancy, Benefits and Revenues, Exchequer Services, Insurance, Procurement and Property Investment.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/20

Q3 Head of Service summary:

Accountancy / Financial management: The Executive have recommended approval of the draft Medium Term Financial Plan (MTFP) and 2020/21 Budget proposals by the Full Council at their meeting on the 18th February 2020. The team have the year end financial closedown and statement of accounts production plan under way. Automation and externalisation of the invoice scanning process is now underway with a specialist provider called Proactice. This will be live at the end of April. Benefits and Revenues service: This team is performing well with all operational stats on target. Budget Strategy Working Group (BWSG): The Value for Money and Customer Services Overview & Scrutiny Committee reported findings on the budget scrutiny to the Executive, incorporating the outcome of the public consultation. Asset management team: Letting of Wey Court has been challenging and work is still underway to sign up prospective tenants. This is impacting upon budget performance and can be seen in the financial section. Sourcing new investments has also been challenging, there are some investment opportunities now coming through to be considered by the recently re-constituted Investment Advisory Board.

Peter Vickers, Head of Finance and Property

Performance Indicators Status Q3

Q3 18- Q4 18- Q1 19- Q2 19- Q3 19- Q3 KPI Description 19 19 20 20 20 Target Time taken to process Housing F Day Benefit/Council Tax Benefit new 13 11.4 12 18 18 20 NI181a claims (lower outturn is better) s Time taken to process Housing F Day Benefit/Council Tax Support change 7 6 4 7 6 9 NI181b events (lower outturn is better) s Percentage of Council Tax collected (cumulative target Q1-Q4, 24.8%, F1 49.5%, 74.3%, 99.0%) (higher % 86.2 98.7 29.7 57.7 85.6 74.3 outturn is better) Percentage of Non-domestic Rates Collected (cumulative target Q1-Q4, F2 24.8%, 49.5%, 74.3%, 99.0%) % 74.7 98.0 27.6 51.7 74.8 74.3 (higher outturn is better) Percentage of invoices paid within 30 F3 days or within supplier payment terms % 95.5 99.0 98.4 77.0 97.8 99.0 (higher outturn is better)

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Return to Contents Page Q3 Comment: A good performance from the teams in the third quarter, with all indicators performing on target. In Q2 the performance for the indicator F3 was impacted by staff vacancies in a small team, which affected the overall percentage of invoices paid in Q2. The situation has presented an opportunity to bring forward a plan to automate the service via accessing an external bureau who use electronic document reading functionality that would not be cost effective to procure directly due to our low volume (17k invoices per year). This will also provide service resilience and a significant budget saving. This will be live in April, the contract has a target that all invoices will be processed within two days and ready for approval.

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year.

Service Plans - Actions Status Q3 4% 12%

Q3 Finance & Property Service Plan Actions 2019/20 Total 100% 26 Completed 85% 22 On track 12% 3 Off track - action taken / in hand 0% 0 Off track - requires escalation 0% 0 85% Cancelled / Deferred /Transferred 4% 1

Comment: At the end of quarter three the majority of service plan actions are progressing on track for completion. One action was transferred to the Business Transformation Team to be executed in 2020/21 as a work stream of the Business Transformation Programme.

Outstanding actions from 2019/20 Service Plan Original Lead Code Revised Due Q3 Actions taken to Title Due Officer Status Date rectify Date Outcome The Agresso financial IT system and supporting financial administrative processes provide an 7. efficient and cost effective F7.1 Develop a work 31/03/19 Head of To be Q1 2019/20 comment. programme of service Finance executed as This has now been reviews (interventions) (PV) one of included within the to identify the required Business transformation Agresso configuration, Transformation programme to Transferred including cost benefit Programme compliment the work analysis for each work streams. being undertaken intervention. To be corporately delivered by March 2021

Internal Audit - Actions Status Q3

Comment: At the end of Q3 there were no outstanding internal audit recommendations for this service area.

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Complaints Q3

Q3 19-20 Finance - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 complaints Data Level 1 Number 5 8 3 7 7 received in a quarter only Number of Level 1 complaints dealt Data Level 1 Number 5 7 3 6 5 with on time in a quarter only Level 1 Response rate (the percentage of complaints Level 1 responded to against the 10 % 100.00% 87.50% 100.00% 85.71% 71.43% 95.00% working days target)

Two Level 1 complaints overdue by 2 and 9 days respectively as a result of Comment workload and reduced staffing.

Q3 19-20 Finance - Level 2 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 complaints Data Level 2 Number 0 2 2 2 1 received in a quarter only Number of Level 2 complaints dealt Data Level 2 Number 0 2 2 2 1 with on time in a quarter only Level 2 Response rate (the percentage of complaints Level 2 responded to against the 10 % N/A 100.00% 100.00% 100.00% 100.00% 95.00% working days target)

Comment No areas of concern, all complaints responded to on time.

Finance– Q3 update

General Fund Account Approved Budget Variance Adverse/ Services £'000 £'000 % Variance Favourable Finance & Property Expenditure 31,143 21 0% Adverse Income -29,188 243 1% Adverse Offset transfer from void provision 0 -395 - - Finance & Property Total 1,954 -131 7% Favourable

Q3 Comment: An investment property purchased to preserve office space in the borough is proving hard to let, this was anticipated and mitigated by a provision. No new investment properties have been acquired this year, however, the search is still ongoing.

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9. Service Dashboard – Policy & Governance

This service includes the following teams: Legal Services; Democratic Services; Elections; Corporate Policy (including customer complaints); Communications and Engagement; and Human Resources.

Key Successes & Lessons Learnt, Areas of Concern – Q3 2019/2020

Q3 2019/2020:

Q3 was busy for all teams within the Policy and Governance service. Amongst a range of other matters, the following were progressed during the quarter:

 Planning and successfully delivering the snap General Election for the South West Surrey Constituency. The elections team and the wider team of temporary staff pulled together in difficult circumstances and challenging timescales to deliver an efficient and effective polling day and count.  Further work of the informal working group undertaking a comprehensive review of the Council’s corporate governance  Arranging, supporting and recording a busy timetable of public committee meetings, including: Executive; Full Council; Overview and Scrutiny; Licensing; Standards, Audit and Planning committee meetings.  Budget review and service planning activity, including identification of 5% budget savings and engagement with the Budget Strategy Working Group process  Appointment of a new HR Manager  Completion of the Annual Canvass of Electors  Adoption of a new Communications and Engagement Strategy, with a greater focus on public engagement and more strategic approach.  Commissioning of a range of learning and development activities for staff, including senior management team development workshops  Provision of high quality legal, communications, policy, democratic and HR support across a range of corporate priorities including in relation to the Council’s essential business transformation programme.

Robin Taylor, Head of Policy & Governance

Performance Indicators Status Q3

Comment: Short and Long term sickness absence (HR2) target was not met in Q3 of 2019/20. Further analysis shows the top three reasons for absence in this quarter were “Mental health – anxiety & stress”, “General Surgery” and also a spike in the number of spells of “Cold & Cough and Flu-like symptoms”. While Cold and flu-like symptoms can be called seasonal, the council is aware of the staff’s rising mental health issues. Various measures like “Time to talk” are being taken by Waverley to increase mental health awareness. The corporate indicator PG2a, which monitors an average response rate to Level 1 complaints across all service areas is still off target (53 out of 64 dealt with on time). The underperformance concerns the following areas: Environment (89%), Finance and Property (71%), Housing Operations (67%), Housing Delivery and Communities (67%). Further details can be found in the individual

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Return to Contents Page service dashboards. The Level 2 complaints (PG2b) have also experienced a small dip with 2 out of 16 cases taking a bit longer to resolve due to their complexity.

KPI Q3 18- Q4 18- Q1 19- Q2 19- Q3 19- Q2 Description 19 19 20 20 20 Target Total Staff Turnover for Rolling 12 Data HR1a % 21.5 18.4 17.8 18.9 17.5 month period (%) (data only) only Total Staff Short & Long term Sickness Absence - Working Days Lost per HR2 Employee - Rolling 12 months (lower Days 6.6 6.9 7.0 6.8 7.38 6.52 outturn is better) ref. HR2 - Short term Sickness Absence 3.2 3.2 3.1 3.0 3.3 Days 6.52 ref. HR2 - Long term Sickness Absence 3.5 3.7 3.9 3.8 4.1 The number of complaints received - Data PG1a No. 63 82 57 68 64 Level 1 (data only) only The number of complaints received - Data PG1b No. 18 25 20 25 16 Level 2 (data only) only The % of complaints responded to on PG2a time - Level 1 (higher outturn is % 79.4% 84.0% 87.2% 81.8% 82.8% 95.0% better) The % of complaints responded to on 100.0 PG2b time - Level 2 (higher outturn is % 88.9% 94.0% 98.2% 87.5% 95.0% % better)

More detailed monitoring has been introduced for each service area, to allow consistent performance analysis. The details specific to each service have now been embedded in every dashboard allowing Heads of Service and their teams to take appropriate improvement actions when required. The table presenting a summary view of Q3 complaints can be found in the Corporate Dashboard.

Waverley’s complaints escalation process:  Level 1 – investigated by the appropriate manager or team leader, with a detailed response within 10 working days.  Level 2 – if the response received to Level 1 isn’t satisfactory, a complaint can be escalated to Level 2 where it will be reviewed by a Head of Service and the Corporate Complaints Officer (independent from services).  Ombudsman – if Level 2 response still isn’t satisfactory, the matter can be escalated to an external independent review body (Ombudsman).

Proposed changes to KPI set for 2020/2021: There are no proposed changes to the current KPI set for the coming year.

Service Plans - Actions Status Q3 13% Q3 Policy and Governance – Service Plans 2019/20 Total 100% 67 Completed 13% 9 On track 87% 58 Off track - action taken / in hand 0% 0 Off track - requires escalation 0% 0 87% Cancelled / Deferred /Transferred 0% 0

Comment: The majority of service plan actions are progressing on track for completion. The list of all actions completed in quarter three and those still overdue can be found in the table below.

Outstanding or Completed Actions from Service Plans 2019/2020 Code Title Original Lead Status Revised Q3 Actions taken to Due Date Officer Due rectify Date Outcome 8 Deliver an excellent programme of Councillor Learning and Development

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Return to Contents Page Induct, inform and Q3 2019/20 update: This support new and action was successfully returning members. completed, with a series Deliver an Induction of topic specific training Democra Programme for sessions and workshops tic Councillors following taking place throughout PG8.2 31/12/19 Services Complete N/A elections in May 2019. spring, summer and Manager autumn. On-going (FC) evaluation of training needs is taking place as part of the "business as usual" team activities. Outcome The Council prepares for, organises and conducts all types of elections, polls and 9. referendums held in the Waverley borough. Canvass Prepare for N/A Q3 2019/20 update: and conduct annual Annual canvass was voter registration completed when we canvass process. republished the revised Elections Register of electors on 5 PG9.3 13/12/19 Complete Manager November 2019. This was brought forward due to the snap General election. There are no actions to follow up. Outcome Undertake electoral / community governance reviews 11. Review polling places N/A Q3 2019/20 update: The in the Borough Prepare Polling Districts and for and conduct Places review was Borough wide polling completed in November places review including Elections and passed at full council PG11.1 31/01/20 Complete consultation process Manager on December 10 2019. All and assessment of any new Polling Stations have alternative polling now been written to and places identified. confirmed for the May 2020 PCC elections.

Internal Audit - Actions Status Q3

Comment: There were no outstanding internal actions at the end of third quarter for this service area.

Complaints Q3

Q3 19-20 Policy and Governance - Level 1 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 1 Level 1 complaints received in a Number 0 0 3 1 0 Data only quarter Number of Level 1 complaints Level 1 Number 0 0 3 1 0 Data only dealt with on time in a quarter Level 1 Response rate (the percentage of complaints Level 1 % N/A N/A 100.00% 100.00% N/A 95.00% responded to against the 10 working days target)

Comment No areas of concern.

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Return to Contents Page Q3 19-20 Policy and Governance – Level 2 Complaints Q3 Q4 Q1 Q2 Q3 KPI Description Target 18-19 18-19 19-20 19-20 19-20 Total number of Level 2 Level 2 complaints received in a Number 0 0 0 1 1 Data only quarter Number of Level 2 complaints Level 2 Number 0 0 0 0 1 Data only dealt with on time in a quarter Level 2 Response rate (the percentage of complaints Level 2 % N/A N/A N/A 0.00% 100.00% 95.00% responded to against the 10 working days target)

Comment No areas of concern.

Comment: In the third quarter one complaint was esalated to Level 2 and was resolved on time. One complaint was escalated to the Local Government and Social Care Ombudsman regarding a Policy and Governance matter, but was closed after initial enquiry with no further action.

Finance – Q3 update

General Fund Account Approved Budget Variance Adverse/ Services £'000 £'000 % Variance Favourable Policy & Governance Expenditure 3,840 -122 3% Favourable Income -986 27 3% Adverse Policy & Governance Total 2,854 -95 3% Favourable

Comment: A modest underspend is currently projected.

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Agenda Item 9.

WAVERLEY BOROUGH COUNCIL

ENVIRONMENT OVERVIEW AND SCRUTINY COMMITTEE

23 MARCH 2020

Title: Covering Report for Green Spaces Strategy O&S Working Group Report

Portfolio Holder: Cllr Beaman, Portfolio Holder for Health, Wellbeing and Culture

Head of Service: Kelvin Mills, Head of Commercial Services

Key decision: No

Access: Public

1. Purpose and summary

The purpose of the attached report is to set out the discussion and recommendations of the working group that this Committee set up in September 2019.

2. Recommendation

It is recommended that the Committee endorses the recommendations of the Group set out in annexe 1 of the attached report.

3. Reason for the recommendation

The reasons for the individual recommendations are discussed within the attached report.

4. Background

In September 2019 the Environment O&S Committee set up a working group to contribute to the scope of the Green Spaces Strategy. The working group has prepared the attached report including its recommendations as to the content of the Strategy and wider recommendations relating to the Council’s approach to providing and maintaining green spaces within the borough.

5. Relationship to the Corporate Strategy and Service Plan

In order to achieve the Council’s Corporate Priority of promoting and sustaining ‘high quality public services accessible for all, including sports, leisure, arts, culture and open spaces’, the Commercial Services 2020-23 Service Plan includes actions to draft a ‘Greenspace Strategy document, gaining sign off for key stages of the document writing’ and gain ‘approval for final version and Council adoption of Greenspace Strategy’. This report contains the recommendations from a working group of the Environment O&S Committee as to the content of this Strategy.

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6. Implications of decision

6.1 Resource (Finance, procurement, staffing, IT)

Any decisions taken informed by the outcome of this in-depth piece of work will need to consider the resource implications. Financial implications of the Strategy will need to be reflected in the Medium Term Financial Plan with supporting business cases and funding identified.

6.2 Risk management

The risks associated with any decisions made as a result of this report will need to be managed appropriately.

6.3 Legal

At this stage there are no specific legal implications to consider arising from the implementation of the recommendations in this report. However, there will be implications arising from the issues considered over the course of the life of the strategy, and these will need to be considered in due course.

6.4 Equality, diversity and inclusion

There are no direct equality, diversity or inclusion implications in this report. Equality impact assessments are carried out when necessary across the council to ensure service delivery meets the requirements of the Public Sector Equality Duty under the Equality Act 2010.

6.5 Climate emergency declaration

The attached report discusses the role of the Green Spaces Strategy in meeting the Council’s environmental and sustainability objectives and makes recommendations to ensure the Strategy fulfills this role.

7. Consultation and engagement

The O&S Committee is a consultee of the process of developing a Green Spaces Strategy. The report discusses and makes recommendations as to the other stakeholders in the Strategy’s development and the level of engagement.

8. Other options considered

N/A

9. Governance journey

This report will be presented to the Executive (earliest at its meeting Tuesday 7 April) for a decision on the recommendations.

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Background Papers

There are no background papers, as defined by Section 100D(5) of the Local Government Act 1972).

CONTACT OFFICER: Name: Yasmine Makin Position: Policy Officer for Scrutiny Telephone: 0148 3523078 Email: [email protected]

Agreed and signed off by: Legal Services: 3 March 2020 Head of Finance: 13 March 2020

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Waverley Borough Council Scrutiny Review

Green Spaces Strategy Working Group Report

A Review Report of the Environment Overview & Scrutiny Committee

March 2020

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Chair’s Foreword

Part of Waverley’s unique character comes from its abundance of green space. Whilst this green space is a major asset and contributes to the borough’s unique character, it requires protection and management. As the Council begins to develop its first Green Spaces Strategy in order to provide this, I am pleased to Chair the Overview and Scrutiny Working Group (the Group) that has been tasked with contributing to the scope of the Strategy.

There are a multitude of benefits to green spaces for the environment, the economy and the population. In environmental terms green spaces play a vital role in the resilience against climate change. The Climate Emergency declared by the Council in September 2019 makes it even more important that the new Green Spaces Strategy enables the borough’s green space to meet its potential in the tackling of climate change. Green spaces also form the habitats for various wildlife which in turn maintains biodiversity and keeps the borough’s natural resources attractive for residents and visitors. This use of green spaces by the public is an economic benefit in itself. As our report highlights, green spaces in general are valued economically, something that is demonstrated through the well documented fact that close proximity to green space results in higher property values. In terms of benefits to our well-being, the World Health Organisation highlights some of these by advising that “having access to green spaces can reduce health inequalities, improve well-being, and aid in treatment of mental illness1”. This report recognises these environmental, economic and well-being benefits and sets out the Group’s views as to how the Strategy should safeguard them.

The benefits of green space within the borough of Waverley are increasingly threatened by overwhelming development pressure. The UK 2008 Climate Change Act Section 182 requires that ‘development plan documents must (taken as a whole) include policies designed to secure that the development and use of land in the local planning authority's area contribute to the mitigation of, and adaptation to, climate change’. Too often this objective has not been given the priority that Climate Change mitigation demands.

This working group report sets out the recommendations of the Group to ensure that the Council’s Green Spaces Strategy plays its part in climate change mitigation and provides direction to the work of the Parks and Countryside team. As the Chair of this Group I am delighted O&S has been able to contribute to the development of such an important strategy. Councillor Brian Edmonds Chair of the Green Spaces Strategy O&S Working Group

1 World Health Organization, https://www.who.int/sustainable-development/cities/health-risks/urban- green-space/en/

2

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Contents Chair’s Foreword ...... 2 Recommendations ...... 4 Introduction ...... 4 What is a Green Spaces Strategy? ...... 4 Purpose of the Green Spaces Working Group ...... 4 Methodology ...... 4 Meetings ...... 4 Scope of the Green Spaces Strategy ...... 4 Research ...... 4 Report ...... 5 Definitions ...... 5 Relevant documents ...... 5 Stakeholders List ...... 6 Categories of Land ...... 6 Public Engagement ...... 7 Scope of the Strategy ...... 8 Land Ownership ...... 8 Lifetime of the Strategy ...... 9 Maintenance of New Developments’ Green Spaces ...... 9 Economic Opportunities ...... 10 Grass Verges ...... 10 Planning Policy ...... 11 Climate Change ...... 13 Green Corridors, Biodiversity and Natural Capital ...... 13 Officers to contact ...... 14 Annexes ...... 14

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Recommendations The recommendations of the Group are listed at the end of each section and again, with action owners should the recommendations be agreed by the Executive, in annexe 1 of this report. Introduction What is a Green Spaces Strategy? A Green Spaces Strategy is a document that guides and directs the delivery and management of the Council’s green spaces. It helps plan and maintain existing, newly- created and future sites. The Strategy would provide a structured approach to the provision and maintenance of green spaces across the borough. Purpose of the Green Spaces Working Group The Green Spaces Strategy Working Group was formed as a working group of the Environment Overview and Scrutiny (O&S) Committee in September 2019. The purpose of the Group was to develop recommendations regarding the scope of the Strategy. Some of these recommendations, if accepted, will inform the work of an external company that will be charged with undertaking research to support the final Strategy, and officers who will be writing the final Strategy. The recommendations of the Group refer to a significant amount of what the Strategy will cover but there will be parts of the Strategy on which the Group has not given conclusions. For example, the quality standards to which various green spaces should be maintained is not explicitly referred to within the report but will be set out in general terms within the Strategy. This report and the recommendations within it do not provide a blueprint for the creation of the Strategy but instead provide the Group’s views on certain potential features. Methodology Meetings The Group met approximately once a month between November 2019 and March 2020 supported by the Policy Officer for Scrutiny, the Green Spaces Projects and Promotions Officer and a Democratic Services Officer. Scope of the Green Spaces Strategy To develop informed recommendations the Group received a presentation from the Green Spaces Projects and Promotions Officer setting out the potential of the Strategy. The presentation posed and generated questions about the scope of strategy in terms of land ownership and use of green space for generating income. Research Given that the Strategy will be the principal document to which the Green Spaces team would refer, the Group briefly outlined other relevant strategies and policies that would sit under it. The Group also studied examples of Green Spaces Strategies of other local authorities and considered the different elements of the strategies.

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Given the inherent links between Planning and the provision of green spaces, the Group invited Planning Policy Officers to one of its meetings. This enabled discussion on the potential weight and level of influence the Strategy could have on planning policy and developments within the borough. Report Definitions Given the specialist topic of the Green Spaces Strategy it is important that it is understood by those who are not experts or professionals in the field. The Group felt that the Strategy should include a ‘definitions’ section to explain the specialist phrases it uses such as ‘Natural Capital2’ but also more familiar phrases such as ‘grass verges3’, ‘biodiversity’ and ‘rewilding’. Recommendation 1a: the Strategy includes a ‘definitions’ section to explain the specialist phrases.

Relevant documents The Green Spaces Strategy will form part of a wider network of documents and plans used and referenced by the Council relevant to the delivery, maintenance, development and protection of green spaces in the borough. Some of these will be the Council’s own strategies but consideration of other documents will be key to providing and maintaining well designed and well managed green spaces. For example, plans of partner organisations and guidance from relevant charities4 will need to be recognised within the Strategy and as a result inform its implementation. The Green Spaces Strategy will be the principal strategy for the Green Spaces team of the Council and it will guide the rest of the team’s strategies and policies. These include the existing the Playing Pitch Strategy 2018-32, Play Area Strategy 2014-2024 and management plans of the individual green space sites but also the Pesticides Policy, Biodiversity Policy and Tree Planting Policy that are currently being developed. To ensure a consistent approach across the service it is vital that there is clear hierarchy of these documents and that the Green Spaces Strategy contains active reference to the existing and developing documents. The Strategy should both contain a list of these relevant documents and make provision for plans and guidance as they are developed and implemented by the relevant organisations. In September 2019 the Council declared a Climate Emergency5. Within this declaration was an aim for the Council to become carbon neutral by 2030, taking into account both production and consumption emissions, and to take a leadership role to

2 Natural Capital has been defined as the world’s stocks of natural assets which include geology, soil, air, water and all living things (World Forum on Natural Capital). 3 Grass verges is used to refer to all green verges which include those made up of plants other than just grass. 4 Such as Fields in Trust and National Trust 5 Council 18 September 2019, https://modgov.waverley.gov.uk/ieListDocuments.aspx?CId=130&MId=3214&Ver=4

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achieve this working with other councils, including town and parish councils within the borough. Given the clear link between green spaces and climate change the Climate Emergency Declaration is actively considered within the Strategy and included in the ‘relevant documents’ list. Recommendation 1b: the Strategy includes a list of relevant documents.

Recommendation 2b: the Strategy should make provision for plans and guidance as they are developed and implemented by the relevant organisations

Stakeholders List There are various stakeholders in Waverley’s green spaces, primarily the residents and visitors who use them including local sports clubs and community groups. However, the green spaces are owned and managed by a range of stakeholders other than the Council, including Towns and Parish Councils, Surrey Wildlife Trust (SWT) and the Royal Society for the Protection of Birds (RSPB). This Group recommends that the Strategy should recognise and include a wide ranging list of stakeholders in Waverley’s green spaces. The public engagement section of this reports sets out the Group’s conclusions on the way in various organisations engaged in the management, development and protection of Waverley’s green spaces should be consulted in the development of the Strategy.

Recommendation 1c: the Strategy includes a wide ranging list of stakeholders in Waverley’s green spaces.

Categories of Land Waverley is one of the most wooded boroughs in the country and has significant publicly accessible green space. These green spaces range from small areas of green to large nationally significant sites. In order for the Green Spaces Strategy to make provisions for all of the green spaces in Waverley it will need to contain a comprehensive list of specific categories and their criteria. Following this report of the O&S Working Group, the Council plans to put out to tender a piece of work researching and gathering data on the green spaces across the borough. Depending on the tenders received, the identification and mapping of the green spaces could form part of this work which would in turn inform the categories of land section within the report and their criteria. One area the Group felt would need to be made particularly clear within the Strategy was the difference in definition between ‘green spaces’ and the Planning term ‘local green spaces’. Whilst the former is a general term used to cover a wide variety of sites, the latter is a Planning Policy term used to refer to specific designated sites6.

6 Historic England concisely sets out the requirements for green spaces to assigned the designation of ‘local green space’ https://historicengland.org.uk/advice/hpg/has/localgreenspace/

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Recommendation 1d: the Strategy includes a section on categories of land and their criteria. Recommendation 2a: the section on categories includes explicit differentiation between the commonly used term ‘green space’ and the planning term ‘local green space’.

Public Engagement As part of its research the Group considered the results of two public surveys carried out in the past 6 months. The first set of results considered were those of the Participatory Budgeting Survey, undertaken as a work-stream of the Budget Strategy Working Group. Whilst the main purpose of this survey was to understand residents’ priorities to inform the Council’s Medium Term Financial Plan, it did ask residents to rank specific services in order of importance to them, against the backdrop of increasing funding pressures. Out of six specific services, residents ranked ‘maintaining parks, open spaces, playing fields and the countryside’ as the second most important to them, very closely behind the highest-ranking service, street cleaning. Despite the very general nature of the question this response from participants does give an encouraging indication of the value residents attach to green spaces and their maintenance. This finding is consistent with results of research undertaken by various organisations when looking at how the public values green spaces. For example, in its report, The Value of Our Green Spaces 20167, The Land Trust states that ‘9 out of 10 [people they surveyed] feel that…green spaces play a positive part in their happiness and wellbeing’. Research by the Office for National Statistics (ONS) shows that ‘homes close to parks, gardens, playing fields and other publicly accessible green spaces in urban areas of England and Wales are more expensive than they would be if they were further away’8 suggesting that the value the public places on green spaces also translates into an economic value. Given the importance of green spaces to the public, the Group discussed a possible commitment within the Strategy for a public survey to be undertaken several years after it is first implemented. The purpose of this survey would be to obtain data on public opinion of the Council’s green spaces to further our understanding of what they are used for and how we can continue to maintain and improve them. The insight gained from this exercise could inform the implementation of the Strategy, particularly given that The James Hutton Institute, a well-respected and globally recognised research organisation, found that there is ‘significant community interest in involvement in decision-making about local green spaces (Green Health Briefing 5)’9.

7 The Value of Our Green Spaces, January 2016, The Land Trust https://thelandtrust.org.uk/wp- content/uploads/2016/01/The-Value-of-our-Green-Spaces-January-2016.pdf 8 Ubran green spaces raise nearby house prices by an average of £2,500, Office for National Statistics https://www.ons.gov.uk/economy/environmentalaccounts/articles/urbangreenspacesraisenearbyhous epricesbyanaverageof2500/2019-10-14 9 The contribution of green and open spaces in public health, The James Hutton Institute https://www.hutton.ac.uk/research/projects/contribution-green-and-open-spaces-public-health

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Recommendation 2c: there is a commitment within the Strategy for a public survey to be undertaken several years after it is implemented.

The second survey was designed to provide data to the Parks and Countryside team in order to monitor the performance of the ground maintenance contractor. As a result of this specific purpose the survey produced operational results valuable to the monitoring of residents’ perceptions of Waverley’s green spaces. For example, 75% of people surveyed visit one of Waverley’s green spaces twice a week and 95% of people who visit spend between 30 minutes and 2 hours on site. Although these results are useful to understand the frequency and length of visits for those who responded to the survey, they are less valuable to the work of the Group and only served to provide some background on the public opinion of specific elements of our green spaces. In addition to reviewing the results of recent public surveys relating to Waverley’s green spaces, the Group considered the level of engagement that should inform the creation of the Strategy. The stakeholder list suggested by the Group would include various organisations with an interest in the management, development and protection of Waverley’s green spaces. In order to ensure the Strategy aligns with the work of these organisations the Group makes the following recommendation. Recommendation 2d: the organisations on the stakeholder list are engaged early in the process to allow their positive input into the development of the Strategy, and the Strategy is shared with them before it is finalised.

Scope of the Strategy Land Ownership In the initial presentation to the Group, the Green Spaces Projects and Promotions Officer outlined the various options for the scope of the Strategy in terms of land- ownership. For example the Group could have chosen to recommend that the Strategy only recognises Waverley-owned land given that this is directly under its control. The Group agreed that for the Strategy to be a comprehensive document, it should take account of other green spaces that are publicly accessible but owned by other organisations. This would result in a more comprehensive Strategy and support partnership working across ownership boundaries. It was also agreed that the Strategy should have the potential to act as guidance for other public land owners, enabling these organisations, such as Town and Parish Councils, to use or refer to the Strategy to inform their own plans for and maintenance of their green spaces. Although the Group decided that the Strategy should not include privately-owned land, it did agree that the Strategy should recognise the inter-linked nature of some publicly-owned land with privately-owned land, particularly in terms of green corridors important to wildlife and the ecology of the green spaces. Recommendation 2e: the Strategy should take account of other green spaces that are publicly accessible but owned by other organisations.

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Recommendation 2f: the Strategy should have the potential to act as guidance for other public land owners. Recommendation 2g: the Strategy should recognise the inter-linked nature of some publicly-owned land with privately-owned land.

Lifetime of the Strategy Once adopted the Strategy will be considered when the review of Local Plan Part 1 is undertaken. The Council will be considering ‘new evidence’ since its adoption in February 2018, including the strategies that have been adopted. The group felt that the strategy should have the same duration as the Local Plan (until 2032). Recommendation 2h: the Strategy should have the same duration as the Local Plan (until 2032).

Maintenance of New Developments’ Green Spaces The maintenance of green spaces is an important part of the Green Spaces Strategy. Whilst the Council has control of the standard to which it maintains its own green spaces, other green spaces across the borough are maintained by a variety of organisations and companies. The Land Ownership section of this report details the Group’s recommendations in terms of the types (by ownership) of green space to which the Strategy should apply. The Council has specific standards it requires new developments of a certain size to meet in terms of amount and type of green space. The Group learnt from the Planning Policy team that for these developments the Section 106 agreement will always contain a clause requiring the developer to set up a management company to take on the long-term maintenance of the shared spaces of the development. Once these green spaces have been developed their maintenance should be delivered according to the requirements set out in the section 106 agreement. However, the Group raised concern over cases in the borough where the maintenance of these spaces was not continued long term and some green spaces, particularly equipped play areas, were at risk of not being maintained to an acceptable standard. There are various possible reasons for this, for example the company originally responsible for maintenance of the space has ceased operation, the requirement has ended (for example if a lease has ended) or the company is simply not meeting its responsibility. The Council has a number of options available to it to attempt to tackle this lack of maintenance (ranging from approaching the management company informally to enforcement measures) but ultimately, this is not land that the Council owns and so these options are limited. In order to avoid these cases in future developments the Group agreed to recommend the below: Recommendation 3a: the Parks and Countryside team considers obtaining advice from relevant parties in order to better understand whether or not the Council could be the developers’ first choice of contractor for discharging its maintenance requirements set out in the s106 agreement.

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Economic Opportunities Waverley is a popular borough with film-makers and creative agencies. Its wooded nature and characterful settlements are often used as backdrops for arts and cultural projects. This use of green spaces is welcomed and encouraged by the Group as it raises the profile of the borough and allows others to benefit from its assets. Given the financial challenges the Council is facing as a result of changes to government funding, there is need to pursue economic opportunities with a view to developing the Council’s commercial profile. The Green Spaces team sits within the Commercial Service of the Council. Given this funding pressure and the popularity of the borough’s green spaces with the creative industry, the Group felt it would be appropriate for the Green Spaces Strategy to make provision for engaging with organisations wanting to use the borough’s green spaces for creative purposes, and taking advantage of the economic opportunities this presents. This activity should not undermine the quality of the green space, the protection and maintenance of which should be highest priority. Therefore the Group recommends the below: Recommendation 2i: the Strategy should contain provision for the pursuit of suitable and appropriate economic opportunities which protect and preserve the green spaces of the borough.

Grass Verges The Group strongly felt that the definition of green spaces used for the Green Spaces Strategy should include grass verges. The footnote to paragraph X.X sets out the difference between ‘grass’ and ‘green’ verges and suggests the term ‘grass verges’ is used within the Strategy to refer to both grass and green verges. Whilst the size of grass verges varies greatly across the borough the Group felt it was important to acknowledge these pieces of land as they contribute to the borough’s character and network of green spaces. The ownership of grass verges across the borough also varies. Some are privately owned, for example by management companies or housing associations; some are owned by Waverley’s Housing Service; some are owned by the Green Spaces team itself and a significant number are owned by Surrey County Council (SCC). This fragmentation of ownership results in fragmented responsibility for maintenance. Surrey contracts Waverley to maintain the grass verges it owns within the borough but has reduced the level of funding provided to do this over recent years. In its report to the Environment O&S Committee in October 2018, a task and finish group of the Committee recommended the Council ‘continue to deliver the current level of enhanced grass cutting for SCC Highway verges’ despite the reduced funding. Waverley has largely maintained the specification to which the verges are kept, taking on some of the cost which was originally met by SCC’s funding. Given the significant financial pressure the Council is facing, the Group recommends this decision should be reconsidered given the financial pressure the Council is facing.

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Despite the fact the Council does not have responsibility for on-street parking or the maintenance of all of the grass verges in the borough, the Group felt that the damage being caused by anti-social parking to grass verges was an issue that the parent Committee (Environment O&S Committee) should add to its work programme with a view to make recommendations aimed at reducing the frequency of parking on grass verges and in turn improving their quality. The results of the survey undertaken to understand the views of residents regarding the performance of the grounds maintenance contract showed there is increasing support for the rewilding of grass verges. If the Council chose to implement this strategy it would not necessarily lead to a reduction in cost of maintaining grass verges. Nevertheless, the Group felt that rewilding suitable grass verges would enhance the green spaces of the borough and enhance biodiversity, and that provision for this should therefore be made within the Strategy. However, as a result of the fragmented ownership of verges, the Council has varying levels of control and authority in terms of implementing any provision it makes for the rewilding of grass verges. In order to rewild verges it does not own but does maintain, the Council will need to consult and gain permission from the land owner. Encouragingly this approach does align with the decision of SCC to ‘review and reduce the timing and frequency of highway verge cuts…to increase biodiversity and manage our verges as wildlife habitats’10. Recommendation 3b: the Council reconsiders the decision to maintain the enhanced level of specification to which it cuts SCC’s grass verges. Recommendation 3c: the parent Committee (Environment O&S Committee) should add an item on grass verges to its work programme with a view to make recommendations aimed at reducing the frequency of parking on grass verges and in turn improving their quality. Recommendation 2j: provision for the rewilding of suitable grass verges should be made within the Strategy. Recommendation 3d: Waverley consults the land owner of the grass verges which it cuts in order to gain permission to rewild suitable verges.

Planning Policy As set out in the Methodology section of this report, Planning Policy colleagues attended one of the meetings of the Group to provide advice on the potential weight of the Strategy in Planning Policy terms and as a result the impact the Strategy could have on developments within the borough. The possibility of developing and adopting a Green Spaces Supplementary Planning Document (SPD) was discussed and examples from other councils were shared. Whilst an SPD legally cannot place additional requirements on developers, it can provide further detail to the policies and guidance on particular issues. SPDs are capable of being a material consideration in planning decisions but they cannot

10 Surrey County Council, Council meeting 9 July 2019 https://mycouncil.surreycc.gov.uk/documents/g6659/Public%20reports%20pack%20Tuesday%2009- Jul-2019%2010.00%20Council.pdf?T=10

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introduce new planning policies into the development plan11. The Group felt that the development and adoption of a Green Spaces SPD would be a positive step in protecting, maintaining and enhancing the borough’s green spaces and would allow the Council to articulate the standards it expects from the green spaces. developed. This section of the report lists the policies within LPP1 that the Group argues would support a Green Spaces SPD. Green spaces are a major part of green infrastructure in the borough and whilst the term ‘open spaces’ does not explicitly require them to be green, the significant portion are. Therefore all references to green infrastructure and open spaces within LPP1 are relevant to a Green Spaces SPD. Given that an SPD must support pre-existing policies the Group studied the Local Plan Part 1 to identify the policies to which the SPD could add further detail. These policies include, but may not be limited to the below list: 1. ICS1 Infrastructure and Community Facilities – which refers to the prioritisation of the provision of SANG as items of essential green infrastructure. 2. LRC1 Leisure and Recreation Facilities – the aim of which is to retain and enhance existing leisure and recreation facilities and require new facilities within new developments. Most encouragingly the policy sets out that ‘the Council will encourage the provision of new open space, sports, leisure, and recreation facilities and the promotion of outdoor recreation and access to the countryside, taking account of the most up to date assessments’. 3. NE2 Green and Blue Infrastructure – the aim of this policy is to seek to protect and enhance benefits to the existing river corridor and canal network, including landscaping, water quality or habitat creation. It also states that ‘new development should make a positive contribution to biodiversity by creating or reinforcing habitat linkages between designated sites, in order to achieve a connected local and regional ecological network of wildlife corridors and green infrastructure. The Council will seek, where appropriate, to maintain and enhance existing trees, woodland and hedgerows within the Borough’. 4. CC1 Climate Change – this policy states ‘development will be supported where it contributes to mitigating and adapting to the impacts of climate change.’ The limitations on the powers of an SPD meant the Group felt there was still a need for the Strategy to inform Planning Policy and, as set out in the Lifetime of the Strategy section of this report, the Group recommends that the Strategy be part of the supporting documentation when Local Plan Part 1 is reviewed. Recommendation 3e: the Council produces a Green Spaces Supplementary Planning Document. Recommendation 3f: the Strategy is part of the supporting documentation when Local Plan Part 1 is reviewed.

11 Planning Practice Guidance (Paragraph: 008 Reference ID: 61-008-20190315)

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Climate Change The Council declared a Climate Emergency in September 2019. The development of the Green Spaces Strategy will enable the Council to make best use of its green spaces in order to contribute to its commitment to tackle climate change. Different types of green space have different primary uses, but will also have a number of secondary ones. Green spaces have a key role to play in the Council’s response to climate change through mitigation, adaptation and resilience:

 Mitigation - actions to reduce the rate of global warming (by reducing greenhouse gases)  Adaptation - taking steps to live with the impact of climate change (e.g. increased summer temperatures, more frequent storms, changes in rainfall patterns and levels)  Resilience – the ability to absorb and recover from the effects of climate change (such effects could include extreme weather events leading to flooding, drought or heatwave)

Recommendation 2k: a central part of the Strategy should be the recognition that all green spaces should contribute to managing and coping with climate change.

Green Corridors, Biodiversity and Natural Capital Green corridors and well connected green spaces support the web of interdependency between species. This gives an ecosystem its resilience and maintains it through a continual process of evolution, adaptation and change, allowing it to provide us with the vital services we rely upon. However, green spaces can be isolated from each other and one of the biggest problems for wildlife is this fragmentation of habitats, where the area may be too small to support a population, and too isolated to encounter other populations. This in turn impacts on the biodiversity of our green spaces. The Group agreed that the Strategy should make provision for, and encourages, green corridors where appropriate. In parallel to the development of the Green Spaces Strategy is the development of the Council’s Biodiversity Policy (the Policy). Well designed and maintained green spaces contribute a healthy ecosystem and support biodiversity. These two documents have clear links and the Policy will sit underneath the Strategy to provide detail on the Council’s objectives for the biodiversity of its green spaces. Green spaces constitute and support the ‘Natural Capital’ of the borough. Green corridors and biodiversity are both vital to maintaining the natural capital of our green spaces and the Definitions section of this report sets out the need for the Strategy to explain such specialist phrases in order to fully demonstrate the value of, and within, our green spaces. Recommendation 2l: the Strategy makes provision for, and encourages, green corridors where appropriate. Recommendation 2m: the Strategy explains specialist phrases in order to fully demonstrate the value of, and within, our green spaces.

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Officers to contact Yasmine Makin Policy Officer for Scrutiny [email protected]

Faye Pringle Projects and Promotions Officer [email protected] Annexes Annexe 1 – Recommendations List from the Green Spaces Strategy O&S Working Group report Annexe 2 – Green Spaces Strategy Working Group Scoping Document

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The Green Spaces Strategy O&S Working Group recommends that… Action owner (if agreed by Executive) Structure …the Strategy includes the following: of the 1a. a ‘definitions’ section to explain the specialist phrases. Parks and Countryside Strategy 1b. a list of relevant documents. Team 1c. a wide ranging list of stakeholders in Waverley’s green spaces. 1d. the Strategy includes a section on categories of land and their criteria. Content of …the Strategy: strategy 2a. includes explicit differentiation between the commonly used term ‘green space’ and the planning term ‘local green space’ within its categories of land section. 2b. should make provision for plans and guidance as they are developed and implemented by the relevant organisations. 2c. includes a commitment for a public survey to be undertaken several years after it is implemented. Page 101 Page 2d. is shared with the organisations in the stakeholder list to engage them early in its development and again before it is finalised. 2e. should take account of other green spaces that are publicly accessible but owned by other organisations. 2f. should have the potential to act as guidance for other public land owners. 2g. should recognise the inter-linked nature of some publicly-owned land with privately- owned land. 2h. should have the same duration as the Local Plan (until 2032). 2i. should contain provision for the pursuit of suitable and appropriate economic opportunities which protect and preserve the green spaces of the borough. 2j. makes provision for the rewilding of suitable grass verges 2k. has the recognition that all green spaces should contribute to managing and coping with climate change, as a central part. 2l. makes provision for, and encourages, green corridors where appropriate. 2m. explains specialist phrases in order to fully demonstrate the value of, and within, our green spaces. Annexe 1

Other (not 3a. …the Parks and Countryside team considers obtaining advice from relevant parties Parks and Countryside directly in order to better understand whether or not the Council could be the developers’ Team relating to first choice of contractor for discharging its maintenance requirements set out in the the s106 agreement. Strategy) 3b. … the Council reconsiders the decision to maintain the enhanced level of Executive specification to which it cuts SCC’s grass verges. 3c. …the parent Committee (Environment O&S Committee) should add an item on Environment O&S grass verges to its work programme with a view to make recommendations aimed Committee at reducing the frequency of parking on grass verges and in turn improving their quality. 3d. …Waverley consults the land owner of the grass verges which it cuts in order to Parks and Countryside gain permission to rewild suitable verges. 3e. …the Council produces a Green Spaces Supplementary Planning Document. Planning Policy 3f. … the Strategy is part of the supporting documentation when Local Plan Part 1 is Planning Policy Page 102 Page reviewed.

Waverley Borough Council Scrutiny Review

Green Spaces Strategy Working Group Scoping Document

A review of the Environment Overview and Scrutiny

November 2019

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Background information 1. Title of proposed review Green Spaces Strategy Scrutiny Working Group Scoping Document 2. Proposed by Green Spaces team 3. Chair of the Group Cllr Brian Edmonds

4. Membership of the group (once Cllr Martin D’Arcy confirmed) Cllr Michaela Martin Cllr Liz Townsend (part) 5. Scrutiny Policy Officer supporting Yasmine Makin the review 6. Service officer(s) supporting the Faye Pringle review 7. How does this review link with the Links to the vision of ‘promoting and corporate priorities within the sustaining high quality public services Corporate Strategy1? accessible for all, including sports, leisure, arts, culture and open spaces.

Purpose and objectives 8. Reason for / The need for a Green Spaces Strategy has been identified in background to the order to provide overarching direction for the service, focus review priorities and support funding bids and planning of work. 9. Purpose (what does The purpose of this review is to provide direction as to what the review hope to the Green Spaces Strategy should cover and include. achieve) 10. Objectives (what Recommendations on what the Strategy should cover and actions / outcomes include will be produced as an outcome of this review. are expected as a result of the review?) 11. Research questions / How wide should the scope of the Strategy be? considerations (any Which categories of land should be included (e.g. Waverley’s questions posed so own etc)? far for the review to Are there any potential sources of income? cover) Level of quality and quantity of provision. Community use of sites. How can the Strategy link with the Local Plan (regarding future greenspace provision and contributions to existing sites)? Guidance for new greenspace provision.

1https://www.waverley.gov.uk/info/200287/council_policies_and_strategies/524/waverley_corporate_strateg y_2019-2023

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Methodology 12. What form will this review take Three 2hr meetings (e.g. half day, full day, meetings over several weeks/months, standing Group until…)? 13. What evidence will need to be The original committee report on the Strategy, gathered in order to undertake summary document of other policies (not covered this review (e.g. current policies, by the Green Space Strategy), examples of other satisfaction data, literature)? strategies.

14. What methods will be used to Desktop research. compile information for this review (e.g. desktop research, public consultation, interviews, focus groups)? 15. What (if any) external resource No external resource required for the O&S work. will be required (e.g. external expertise, consultants etc)? Limitations 16. What does this review not Private land. include in its scope? (Consider Separate strategies and policies of the Council (the remit of the committee and ones referred to in the summary document) purpose of the review.) Post review 17. To where will the Executive recommendations ultimately be addressed (e.g. Executive, Council, external organisation)? 18. When will the final report be Anticipated March 2020 presented to the parent committee? 19. When will the report be April 2020 depending on when presented to parent presented to Executive/Council committee (meeting dates)? 20. How will the impacts of the The recommendations should directly impact the review be measured? final Strategy. 21. When / how often will the The final Strategy will be shared with the working impacts be assessed? group and the parent committee once completed. 22. When / how often will the impacts be reported to O&S?

Page 105 This page is intentionally left blank Agenda Item 10.

WAVERLEY BOROUGH COUNCIL

ENVIRONMENT OVERVIEW & SCRUTINY COMMITTEE

23 MARCH 2020

Title: Pesticide Policy and Action Plan

Portfolio Holder: Cllr Liz Townsend, Portfolio Holder for Greenspaces

Head of Service: Kelvin Mills, Head of Commercial Services

Key decision: Yes

Access: Part Exempt : Note pursuant to Section 100B (5) of the Local Government Act 1972

Annexe 1 to this report contains exempt information by virtue of which the public is likely to be excluded during the item to which the report relates, as specified in Paragraph 3 of Part I of Schedule 12A to the Local Government Act 1972, namely:

Information relating to the financial or business affairs of any particular person (including the authority holding that information).

1. Purpose and summary

1.1 To inform the Environment O&S Committee of the draft Pesticides Policy and action plan and to make the Committee aware of the potential financial and reputational implications in delivering this policy.

1.2 To seek the comments and input of the committees in regards to the Pesticides Policy and action plan.

1.3 Request that the Environment O&S Committee recommends the draft Pesticides Policy and action plan to be approved by the Executive and the Council subject to any amendments requested by the Environment O&S Committee

2. Recommendation

It is recommended that the Environment Overview & Scrutiny Committee considers the draft Pesticides Policy and action plan and:

1. makes any observations, and suggests any amendments, to the Executive; 2. notes that the Pesticides Policy and action plan will require further amendment and updating following adoption by the Council, to reflect ongoing changes in industry practices relating to advances in technology and product availability; and 3. notes that some proposals highlighted in the action plan have a number of options

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identified for delivery, each option may have differing financial implications for the Council, however, to make significant progress the Highways verges element of the Grounds Maintenance contract should be reviewed first.

3. Reason for the recommendation

To eliminate wherever possible pesticide usage by the Council within the borough.

4. Background

4.1 There is a growing movement within society to end the use of pesticides. This has been triggered by the growing public concern over the possible health effects of exposure to pesticides and the effects that pesticide use is having on our environment and wildlife. The decline of bees and pollinators, bird species and mammals have all been linked to pesticide use.

4.2 The level of public attention towards pesticides has increased significantly in recent years, due to the debate over the safety of the most widely used amenity herbicide, Glyphosate. The World Health Organisation concluded in 2015 that Glyphosate was probably carcinogenic, in addition to this, the chemical is also linked to a number of other health concerns in humans and animals with direct and indirect impacts on our environment and biodiversity in general

4.3 There are however counter claims regarding Glyphosates safety, citing inconclusive evidence being gained from some studies, as the debate over its safety continues, it is expected further studies will be undertaken.

4.4 Whilst there is no clear outcome in this regard, many cities and areas in Europe and elsewhere have now banned the use of pesticides, in particular Glyphosate. Indeed some of these bans have been in place over several decades.

4.5 In the UK, there are several Councils who are leading the way in regards to the reduction and pledging the banning of use of Glyphosate and pesticides. For example, Lewes, Eastbourne, Brighton & Hove Councils and Glastonbury Town Council.

4.6 Public awareness has hugely increased and many are now calling for a more precautionary approach to be taken and for the use of pesticides, notably Glyphosate to be phased out and ceased.

4.7 Recently a petition was submitted to the Council regarding its use of pesticides and the impact it has on bees. The petition called for the stopping of pesticide usage by the Council in the general Farnham area.

4.8 It is a realistic possibility that the Council may receive further petition submissions in the future as public concern grows over the fear of the effects of pesticide usage on human health and the environment.

4.9 The Council has also received several individual complaints and enquiries from concerned local residents over the spraying of pesticides on land or near to their homes, it is expected that these will increase over time as public concern

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continues to grow.

4.10 Whilst the Council does not presently have a policy regarding the use and application of pesticides within the borough, the use of pesticides is already controlled and there are various legislative requirements we must adhere to as an organisation.

4.11 It would seem a good time for the Council to develop and adopt a policy in relation to the use and phasing out of pesticides on Council-owned land. The draft Pesticides Policy with action plan is attached as Annexe 2.

5. Relationship to the Corporate Strategy and Service Plan

This report relates to the following sections of the Council’s Corporate Strategy:

5.1 Vision 4 - Promote and sustain high quality public services accessible for all, including sports, leisure, arts, culture and open spaces

5.2 Vision 8 - Promote and sustain a sense of responsibility for our environment, promoting biodiversity and protecting our planet

This report relates to the following section of the Council’s service plan;

5.3 Outcome 18 – Reduce and phase out pesticide usage by the Council

6. Implications of decision

6.1 Resource (Finance, procurement, staffing, IT)

Resource implications are set out in Exempt Annexe 1.

6.2 Risk management Significant changes made to the contract specification in a short timescale, as outlined in Exempt Annexe 1, could present a legal risk in respect of the Council’s grounds maintenance contract. The Legal Services team’s view on the level of risk is set out in the Legal Implications section below.

If some of the financial implications and costs associated with pesticide alternatives are too difficult and challenging to implement and absorb, the Council may wish to consider altering its expectations in relation to the setting of specifications for service delivery.

For instance the Council may wish to consider the acceptance that there will be an increased presence of weeds throughout the year on footways, roads and sites in general. This may of course may well lead to a rise in complaints from the public and Councillors over the increase in ‘so called’ weeds species in the borough, conversely it may also receive a lot of support as well.

If the Council decided to give back SCC highway works to SCC, it should be noted that the Council first took on the SCC highways works in order to improve standards for its residents and improve the specification of grass cutting. Whilst handing this back to SCC would pass back the responsibility, SCC would only

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deliver a very low specification grass cut on highway areas and may probably still use a Glyphosate based approach to weed control for weeds for the time being.

It is likely that the Council would receive high numbers of complaints in relation to this lower level of service and the expected continued use of Glyphosate for some time, as the public do not tend to differentiate between the two Councils.

6.3 Legal The Council’s grounds maintenance contractor has made a clear commitment within its contract to gradually reduce its use of Glyphosate. There is potential for a procurement challenge in relation to the grounds maintenance contract should the Council wish to implement the phasing out of pesticides more rapidly than envisaged, as this will require a significant change to the contract specification. However, officers consider that such a challenge would have no legal basis as the reduction of Glyphosate use is anticipated within the contract.

6.4 Equality, diversity and inclusion There are no direct equality, diversity or inclusion implications in this report. Equality impact assessments are carried out when necessary across the council to ensure service delivery meets the requirements of the Public Sector Equality Duty under the Equality Act 2010.

6.5 Climate emergency declaration This report helps contributes towards environmental and sustainability objectives, through the promotion of a Pesticides Policy that seeks to eliminate the use of pesticides wherever possible within the borough.

There will be a positive effect on plant life, aquatic life and pollinators and a general increase in biodiversity.

There may be negatives associated with the elimination of pesticides; such as an increase in weeds present across the borough, rise in complaints associated with weeds/grasses growing areas where they are not desired. There is also the potential for an increase in pests and diseases, or, more occurrences of infestations due to a reduced control. Some of the alternatives methods of control could increase the cost to the Council when eliminating pesticides.

Mitigation measures could include, borough wide communications to residents on the changes and impacts associated with the implementing the Pesticides Policy, increasing frequencies of alternative control measures.

7. Consultation and engagement

7.1 The policy has been to the Executive on a number of occasions already and has been amended accordingly.

8. Other options considered

8.1 Do nothing has been considered but discounted as it doesn’t achieve any reduction or phasing out of pesticide usage.

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9. Governance journey

9.1 The intention is for the Pesticides Policy report to go back to the next Executive following Environment O&S Committee for final approval and to then be adopted by the Council as a formal policy.

Annexes:

Exempt Annexe 1. Table 1, Initial findings on Grounds Maintenance Contract cost implications. Annexe 2. Pesticides Policy and Action Plan

Background Papers

There are no background papers, as defined by Section 100D(5) of the Local Government Act 1972).

CONTACT OFFICER: Name: Matthew Lank Position: Greenspaces Manager Telephone: 01483 523190 Email: [email protected]

Agreed and signed off by: Legal Services: date Head of Finance: date Strategic Director: date Portfolio Holder: date

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Document is Restricted

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Waverley Borough Council

Pesticides Policy & Action

Plan

Latest version number: v0.2 Latest publication date: 13/03/2020

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Document Information & Governance

Approval & Publication: [Please advise the Corporate Policy Team of any Strategies, Policies and Procedures which need to be added to the Corporate Documents Review Register.) Approval & Publication: Approving Approval Publication Publication Review Document Next Body route Type requirement frequency owner Review requirement Date

Executive, Overview & Internal and There are no Annual Matthew To be Council for Scrutiny external legal or Lank confirmed the 1st Committee – constitutional approval only Environment, requirements Executive for publication

Version Control Information: [Please ensure changes to your document are recorded in the Version Control History section below. As a guide versions 0.1, 0.2, etc. are used until document is published when it becomes V1. The v2, v3, v4 would indicate new versions following a review and v1.1, v2.1, would indicate in year smaller corrections to the document] – remove.

Version Version Status Date Version Comment Version (Draft, Approved Author /Published Internally or Externally) V0.1 1st Draft 11/02/2020 Reviewed of the proposal at the Matthew Executive Briefing Lank V0.2 2nd Draft 23/03/2020 Review of the proposal at Overview & Matthew Scrutiny Committee - Environment Lank

Impact Assessments and Consideration: Impact Assessment Required / Date Impact Assessments and Assessment Type Not Completed Considerations Comment Owner Required Equality Impact Not required N/A N/A N/A Assessment Health in all Policies Not required N/A N/A N/A

Data Protection Not required N/A N/A N/A Impact Assessment Climate Change Required 12/03/2020 Climate Change Implications Matthew considered in the proposal Lank

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Contents

Document Information & Governance ...... 2 Introduction ...... 4 The growing concern around pesticides and trends in reduction ...... 4 The council’s use of pesticides ...... 5 The phasing out and use of alternatives to pesticides ...... 6 Policy Aim ...... 7 Aim ...... 7 Summary of policy statements supporting the Pesticides Policy ...... 8 Table 1. Summary of policy statements ...... 8 The use of pesticides ...... 9 Sports pitch surfaces...... 9 Mole infestations ...... 9 Scrub clearance and control of regrowth ...... 9 Hard surfaces in certain areas ...... 10 Invasive and pernicious weeds ...... 10 Oak Processionary Moth (OPM) Control ...... 10 Pest control in residential and commercial areas ...... 11 Environmental Considerations ...... 12 Alternatives to Pesticide use ...... 14 Table 1. Alternative weed control methods ...... 14 Phasing out of pesticides and the creation of pesticide free greenspaces ...... 17 Glyphosate ...... 18 How will we monitor the use and application of pesticides...... 20 Maintenance and Pest Control Specifications ...... 22 Third party owners ...... 23 References ...... 24 Appendix 1 – Table of pesticide use by the Council and its Contractors in the last year...... 25 Appendix 2 – Proposed action plan and timescales for the phasing out of pesticides and the development of pesticide free areas ...... 27

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Introduction

The growing concern around pesticides and trends in reduction

Throughout the UK, Europe and the rest of the World there is a growing movement to phase out the use of pesticides; which have traditionally been used as a cost effective way to control fungi, bacteria, insects, plant diseases and weeds amongst others.

This movement has been triggered by the growing public concern over the possible health effects on humans through exposure to pesticides, with particular concern over the impacts on children.

Equally there are also concerns over the effects that pesticide use is having on our environment and wildlife. The decline of bees and other pollinators, bird species, mammals, fish and freshwater invertebrates have all been linked to pesticide use.

Another major concern is the contamination of water sources, including potable water used for human consumption.

Pesticides are used widely throughout the world and in the UK, and agriculture is by far the biggest user. However it is not just the agricultural use of pesticides that is causing concern.

Hundreds of tonnes of pesticides are being used annually in rural areas, towns and cities, roads and footways by local authorities and this is potentially presenting an unacceptable risk of exposure to the public and is also possibly having a negative effect on local biodiversity in these areas throughout the UK.

It is clear that throughout the UK that people are concerned about the use of pesticides and are keen to see changes made. A recent poll carried out for the Pesticide Action Network UK (PAN UK)1 showed that 68% of the public want their schools, parks, playgrounds and other open spaces in the their local area to be pesticide-free.

This level of public attention has increased significantly in recent years, since the debate over safety of the most widely used amenity herbicide, Glyphosate and the ongoing discussions about its use in public spaces2. In April 2015, the International Agency for Research on Cancer (IARC), part of the World Health Organisation, concluded that Glyphosate based weed killer was “probably carcinogenic to humans”.

There are however counter claims regarding Glyphosate and its use, with some organisations stating that the evidence is currently inconclusive with regard to its apparent carcinogenic effects.

Despite there being no clear outcome on the Glyphosate debate yet, public awareness has hugely increased as a result and many people are calling for a more precautionary approach to be taken and for its use to be phased out.

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The Council itself has received a petition calling for the end of the spraying of Pesticides in the Farnham area of the borough. It is realistic to expect further petitions to be submitted in due course calling for similar action.

The Council has also received several individual representations from concerned local residents over the spraying of pesticides on land or near to their homes.

Across Europe there are now many areas that have been moving away from the use of pesticides in towns and cities. In France as a result of national legislation that came into force in 2017, the use of almost all non-agricultural pesticides has been banned, resulting in public spaces being managed without pesticides.

Paris itself has been pesticide free for over a decade and other big cities such as Barcelona and Hamburg have stopped using Glyphosate.

In Belgium, towns and cities in the region of Flanders and Wallonia have stopped the use of pesticides completely and the city of Ghent has been pesticide free for over twenty years.

This trend to take a more precautionary approach is growing all the time; in Canada and the USA the momentum is building to reduce and ban pesticides.

In the UK, there are several Councils who are leading the way in regards to the reduction and pledging the banning of use of Glyphosate and pesticides. For example, Lewes, Eastbourne, Brighton & Hove Councils and Glastonbury Town Council.

There are other Councils that are planning similar motions with regard to pesticides and eliminating the use of Glyphosate. This presents the Council with an opportunity to take stock and review what its approach should be over the use of pesticides and whether a precautionary approach should be adopted.

The council’s use of pesticides

The council owns a large land holding in the borough and in the main is directly responsible for its maintenance, except where this is leased to third parties.

The land holding is made up of many varied sites, which includes; parks, recreation grounds, open spaces, cemeteries and churchyards, play areas, sports pitches, nature reserves, common land, highway verges and roads, housing areas, car parks, woodlands, properties and leased in areas.

Additionally the Council is also involved in arranging works on land that is not in the ownership of the Council, such as delivering pest control services for residents on privately owned land.

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The Council has always aimed to provide a high standard of maintenance for all of its sites and also for those sites that it maintains for third parties such as Surrey County Council, sports clubs, Guildford Diocese or areas leased to other organisations.

In order to maintain this land and to assist our residents with their needs the council delivers its services through contractors, however in the management of the countryside it also employs its own Ranger service along with contractors as well.

In order to achieve these high standards and to provide a cost effective control; in the past the Council has relied on the use of pesticides in order to control weeds, pests and diseases.

For the purposes of this document, pesticides is the collective term used to describe; herbicides,, fungicides, lumbricides, insecticides, acaricides and rodenticides.

Please see the table in Appendix 1 for the details of where the Council has used pesticides in the last year, what they have been used for and the quantities that they have been used in.

The phasing out and use of alternatives to pesticides

With the ever-increasing awareness of the environmental and undesirable effects of pesticides; both to the staff concerned with applying them, the general public and the environment as a whole, consideration must now be given to the use of alternative methods to replace and phase out pesticides.

Alternatives products and techniques are currently being identified and researched within the industry to replace pesticides, the development of these has progressed significantly in recent years as more end users are seeking alternatives.

At the same time strict controls are being applied by those organisations involved in the authorising and licencing of pesticides. Progressively over time, fewer pesticide products are now available on the market as they are phased out, due to the health concerns and scientific evidence over the impacts they pose to human health and the environment in general.

It is the aim of the council to stop using pesticides. The approach taken will be to phase out their use as quickly as is practical, recognising that at present it may not always be possible to eliminate their use altogether.

It will take time to explore all the alternatives and in some cases it may cost the council more to use alternatives methods to provide the same level of control.

Where chemicals are to be used, they are considered based on current knowledge, as those that will have least effect on the environment.

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Policy Aim

Aim

The aim of this policy is to start the process of reducing pesticide usage wherever possible, with an ultimate goal of phasing out pesticide use completely other than in exceptional circumstances.

This aim may be difficult to achieve, due to the limited range of suitable alternatives to pesticides for certain tasks or management practices. Additionally alternative methods that provide the same level of control may present a significant cost increase to the council, or, may pose issues in their delivery e.g. fencing of commons to retain livestock to graze sites.

An alternative to high cost alternatives could be the acceptance that in some instances the same level of control is just not needed. This could present a challenge to the council where the increase in weeds visible around the Borough leads to a rise in the number of complaints received. However the council is currently receiving an increasing number of complaints about the use of pesticides, particularly where there is a high likelihood of human exposure.

This policy for the use of pesticides identifies how we propose to reduce, monitor and control the use of pesticides, using alternative methods wherever possible, or suggesting in some areas where control is no longer required.

This policy relates to pesticides used by the various services of the council; Parks & Countryside, Environment Health, Environmental Services, Housing and Property Services.

Wherever possible we will encourage pesticide free/reduced pesticide use across the Borough, including advice to third parties, such as; external organisations, sports clubs and planning comments regarding new developments and in discussions with our partners such as Town & Parish Councils.

It is intended that the policy aim cited above will be delivered by the key policy statements set out in this document.

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Summary of policy statements supporting the Pesticides Policy

Below in table 1, is a summary of the seven policy statements that provide the council’s approach to the council’s Pesticides Policy.

These policy statements will inform council officers’ decision making when pest, disease or vegetation control is being considered.

Table 1. Summary of policy statements

Policy Statement 1 Non pesticide control will always be considered as a ‘first choice’. Approval will be given for pesticide application on our land under our management, only in specific and defined circumstances as defined in section 4 of this policy Policy Statement 2 We will continuously review new methods of non pesticide control as they become available, with a view to adopting these as soon as possible, where they offer a viable alternative to pesticide use Policy Statement 3 We will create pesticide free greenspaces across the borough in accordance with the timescales identified in the action plan. We will promote such areas to the public Policy Statement 4 We will eliminate the use of Glyphosate based weed killers wherever possible in accordance with the timescales identified in the action plan and we will continue to monitor the legality of its use in the UK. Policy Statement 5 Where there is no alternative but to use pesticides, the council will ensure full compliance with all legal requirements, maintain detailed and accurate records of pesticide applications and ensure staff and appointed contractors are fully trained and competent. Policy Statement 6 We will ensure all future contracts and, where possible, existing contracts, are consistent with the council’s policy on pesticides. Policy Statement 7 We will use whatever mechanisms are available to us, to ensure that third parties maintaining council owned land, comply with the council’s policy. Where the council maintains land on behalf of a third party, will ensure that, as far as possible, the principles of this policy are delivered.

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The use of pesticides

Although every effort will be made to use non-chemical control, there will still be some instances where alternative methods are not currently available, practical, acceptable or effective.

Wherever this is the case, integrated control will be practised wherever possible, i.e., a combination of cultural and pesticide use, to resolve a problem with the least impact on the environment.

Some examples of where pesticides will still be likely to be used in the immediate future are stated below. The list is not exhaustive however.

Sports pitch surfaces.

These areas are maintained to a high standard to allow the games to be played to a good standard. However, their use will be minimised and alternative methods used as a first choice where possible.

Fungicides, to prevent and treat fungal diseases of grass, will be permitted where necessary. However, grounds maintenance cultural improvements such as aeration and brushing will be increased in our grounds maintenance specifications to reduce the occurrence of fungal attacks and therefore reduce the requirement for fungicide applications.

The use of lumbricides (worm killer) will not be approved at any of our sites, due to its detrimental effect on the environment, unless future “environmentally friendly” control methods are developed. The use of worm irritants to discourage worm casting activity will be permitted.

Selective herbicides will be permitted for use on fine turf and sports pitches to control broadleaf weeds where they impact the playing pitch quality. Selective weed killing will only take place where there is weed growth affecting the use of the area for sports, and will not be applied when there is not a sports pitch. However hand weeding where possible will always be encouraged in our grounds maintenance contracts.

Mole infestations

The use of gas pellets and other pesticides to control moles on sports pitches and other sites has not been used by the council since 2010. Alternative humane mechanical traps will be used where control is absolutely essential for the health and safety of sports and other users of our sites.

Scrub clearance and control of regrowth

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The control of tree stump regrowth and self set saplings, to restore and maintain valuable ecological grassland and heathland habitats and to also stop the spread of invasive non- native trees is currently delivered by the use of pesticides.

The traditional methods of control for these areas; such as grazing, may not be viable due to high incidences of dog walking or difficulties in implementing fencing schemes on common land. Other alternatives are to increase the use of volunteers to clear such areas or to employ external contractors to deliver the same level of control.

The pesticide method of control will usually be in the form of pesticide plugs inserted into the stump, or by targeted spraying or painting. Such treatments may also be carried out for stump treatments on down land following scrub clearance and for areas where stump grinding is not a viable option.

Hard surfaces in certain areas

The maintenance of hard surfaces such as paths, garage blocks, highway weeds etc., on a large scale, may still require the use of herbicide where other methods cannot be used i.e. areas inaccessible to a hot foam machine.

However, when this operation is carried out, weeds will be individually targeted (reduced volume spraying) by the applicator, therefore considerably reducing the amount of herbicide used, and preventing any excess herbicide being lost into the environment. In the past, paths etc. were often “blanket treated” i.e., spray was applied to cover the path, whether weeds were present or not. This practice will not be carried out on our sites.

Invasive and pernicious weeds

This may include sites where there is a particular weed problem with a shrub bed or where an area of land has to be cleared of perennial weeds. This will also include areas where the control of invasive or injurious weeds is needed, such as Japanese knotweed, Parrots Feather, Giant Hogweed, Hemlock Water Dropwort, Ragwort etc.

Oak Processionary Moth (OPM) Control

There are very few natural predators that are capable of tackling this pest. Council officers have carried out a risk assessment to identify the most sensitive areas where OPM infestation is likely to cause significant problems and at present, there may be a need to use a biological control called Bacillus thuringiensis, a naturally occurring bacterium, in spray form where the insect pressure is serious. Due to the life cycle of the caterpillars there is a restricted window, when such a spray can be applied and be effective. This biological control is preferable to other pesticide based applications, however it is not specific and can kill desirable species. OPM has gradually but consistently been increasing in significance and moving outward from London area in particular, is affecting several neighbouring Boroughs and Districts and has been identified in a number of locations within Waverley.

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Pest control in residential and commercial areas

Pests spread disease and cause unhealthy living conditions. Local authorities have a legal obligation to keep their districts free from pests. The presence of pests in any food handling premises is unacceptable. The presence of pests in dwellings has considerable impact on the lives of the inhabitants, particularly the more vulnerable members of the community who are more susceptible to disease.

The risks posed by pests include:

 The spread of disease (pathogens are transferred from the gut or external surface of the pest)  Damage to property (e.g. gnawing of electric cables with the potential to cause fires)  Contamination of work surfaces and food stuffs (physical contamination such as faeces, hair, body parts, as well as contamination by microorganisms)  Some pests such as bedbugs, lice, fleas all feed on humans, often there is a distinctive bite pattern on the skin from the body’s reaction to the bite  There is an association between pest infested premises and people suffering depression, migraines, allergies and asthma.  Embarrassment of people living with pests or adverse public opinion/loss of reputation for commercial premises

Typical pests include: rats, mice, wasps, cockroaches, birds, flies, flees, bedbugs, ticks, mosquitoes, house dust mites, ants etc. Proper identification of a pest is needed to develop a pest control management programme. The objective is to maintain a pest free environment. This will include:

 Exclusion – Methods adopted in preventing pests entering a building  Restriction – Methods used to create unfavourable conditions for pests to harbour and breed  Destruction – Physical and chemical methods to control and eradicate pests

Chemical control methods are an effective means to eradicate an infestation as part of a pest control management programme. Pesticides typical used to control pests in residential and commercial areas are rodenticides and insecticides. Commercial food premises will often have a contract with a pest control company to proactively check premises and take action when needed. Residents are encouraged to employ a competent pest control company at a competitive rate (via Environmental Health’s pest control contractor) to ensure appropriate interventions and controls are adopted for their specific pest control problem.

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Environmental Considerations

The use of pesticides can potentially have negative effects on our environment and the associated biodiversity if used inconsiderately and inappropriately.

When used on hard surfaces, such as pavements, there is a possibility that run off or residues could contaminate water courses and therefore contaminate aquatic wildlife. They may also kill plants which are beneficial and relied upon by birds, insects and other wildlife. When used on soft surfaces, such as vegetation or grass swards, there is a possibility of spray drift and contamination of adjacent areas. Some pesticides are highly persistent, meaning that they stay around in the soil for a long time, raising the likelihood that they could enter watercourses or aquifers.

Due to large scale habitat loss in the countryside, and large scale pesticide use in agriculture, wildlife such as birds, insects and bees are seeking refuge in our towns, properties and parks & countryside sites. This makes it very important that within areas under council control, that we create safe, pesticide reduced, or, ideally pesticide free areas.

This Pesticides Policy should be read alongside the council’s “Biodiversity policy and action plan”.

On all these occasions, a pesticide will only be used if no alternative non pesticide option is suitable

Policy Statement 1

Non pesticide weed and pest control will always be considered as ‘first choice’. Approval will be given for pesticide application on our land under our management, only in specific and defined circumstances as defined in section 4.

Note: special and defined circumstances are clarified below:

 Consider if action is required, i.e., do we need to control the weed or pest etc.?  Ensure that the pest, weed, fungus has been correctly identified  Identify non-pesticide control options and use as a first choice if viable  Consider whether integrated control measures are available as a second choice  Use an approved pesticide ONLY if the above options are not suitable  Look at what alternative pesticides are available  Employ the most “environmentally friendly” way to apply the pesticide  Consider whether it is an appropriate time of year to apply the pesticide/control the problem  Look at whether the risks of using a pesticide are greater than the problem itself?  Consult the product data to ensure there is no specific environmental risk? e.g., risk to bees, water courses 12

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 Ensure that there are no other environmental considerations? i.e., adjacent water course, wildlife  Consider whether, after any one-off application of a pesticide, there are there any other long-term non-pesticide solutions for the problem  Obtain any higher level permission required such as that from the Environment Agency or Natural England

Only after all of the above points have been considered, would approval be given for the use of a pesticide.

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Alternatives to Pesticide use

Non chemical methods of pest and vegetation control will be used as a first choice wherever possible.

The number of alternatives are currently limited. However with a growing trend towards reduced pesticide use; such as the current concerns over the use of Glyphosate based products as a herbicide, it is likely that the number of alternatives will increase significantly in the future due to product and technological developments. Additionally as more and more organisations seek to phase out pesticide usage there will be increasing demand and pressure for new products to be developed.

Many of the alternatives require increased applications to control weeds increasing the costs, or are simply just more expensive per treatment. It is hoped that the costs will reduce in time, once more organisations switch from using the traditionally available pesticides.

A more radical approach to reducing pesticides, is an acceptance that there will simply be more pests or weeds in our environment. Increased incidences of both, may have beneficial impacts for the environment, but conversely they may potentially have a negative impact on the environment and public perception.

A current selection of alternative weed control methods is shown below in Table 1:

Table 1. Alternative weed control methods

Method Use Advantages Disadvantages No Control Everywhere No cost, provides Public perceptions of wildlife benefits untidy, pest ridden and non maintained areas Manual Weeds in Very effective if done Time consuming. Weeding general well. Low set up costs Requires large amount of (excluding labour) labour which adds to the cost Mulching Weed control Improves appearance Requires regular tops ups. within shrub, of area, retains Can be labour intensive. hedge borders moisture in soil Maybe expensive and under trees depending on supply of etc. material Mowing and Undesirable No licence required Can be expensive Hand Pulling weeds in and no damage to the sensitive natural environment habitats Steel Brushing Hard surfaces Brushing can be very Could be expensive such as effective when used implementing extra pavements and with acetic acid machinery or increase in roads road sweeping rounds 14

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Hot Foam Weeds and moss Foam holds hot water Technology still being on hard surfaces against plant. refined. Expensive to and play safety Pesticide free. Can be purchase. Additional cost surfacing. Grass used in all weather. of plant oil extract, diesel growth around Kills 95% of targeted consumption (unless trees, non weeds. alternative power source is chemical graffiti used). Does not kill root removal. Hot Weeds in hard Lower initial purchase Requires more treatments Water/Steam surfaces, play cost. as heat is not held onto the area surfacing, plant. Diesel consumption non chemical and pollution. Does not kill graffiti removal. root Propane/Flame Weeds on hard Relatively cheap to Health& Safety risks. Not gun surfaces purchase particularly effective. Produces carbon emissions Electrocution Knotweed No chemicals, very Very new technology not Control suited to invasive fully proven yet species Intensive Undesirable Wildlife friendly with Not suitable for all ground Grazing weeds and sufficient control conditions and can saplings in damage sensitive soils. sensitive natural Often requires fencing habitats and on which can be contentious farmland Acetic Acid Weeds on hard No licence required for Has been trialled but has surfaces application not been effective. Strong smell, can give operator headaches Pelargonic Weeds on hard Chemical substance is Expensive, non residual Acid surfaces and found in almost all soil. Moss and species of animals and Algae plants, also known as Nonanoic acid. Readily broken down in the environment. In USA it is an approved substance for use in food. Only affects green parts of a plant, it can cannot penetrate woody bark of a plant, so can be used under trees, bushes and hedges.

With regard to alternative methods to control pests, insecticides etc. there are limited options available presently to replace the currently licensed pesticides. There are options for biological control methods and mechanical trapping in certain circumstances 15

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Further work will be required in due course by officers to identify and evaluate alternative control methods for the control of pest and insects, as and when, they become available.

Policy Statement 2

We will continuously review new methods of non pesticide weed and pest control as they become available, with a view to adopting these as soon as possible, where they offer a viable alternative to pesticide use.

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Phasing out of pesticides and the creation of pesticide free greenspaces

The reasons for wishing to go pesticide free are numerous, but include:

 Contamination of local water supplies  The potential impact of pesticides on human health, notably the health of children  The potential impact on the environment, biodiversity and bee populations  General public concern

The aim of creating pesticide free greenspaces for children, adults and also wildlife is to create areas that provide certainty that there will be no direct contact with the chemicals contained within pesticides. These areas will be sign posted as “Pesticide Free” so that everyone knows that they can use the sites and expect to not come into contact with pesticides. When weed or pest control is needed, only environmentally friendly solutions will be used.

As these parks will become safe havens for wildlife, wherever possible we will also promote the creation of wildlife friendly habitats and pollinator plants, further detail on these areas will be described in the Council’s forthcoming biodiversity policy and action plan.

Appendix 2 details a proposed action plan and associated timescales for the phasing out of pesticides, using alternatives methods of control and the development of “Pesticide Free” areas.

Keeping the residents of the borough informed about the Council’s intentions is an important element to be able to successfully deliver this Pesticides Policy. Communicating with the public will be key in order to gain support and help meet the objectives of this policy.

The Council will need to develop a detailed communications plan to communicate to the residents of the borough, what the Council is looking to achieve, why, how and when.

Appendix 3 outlines an example of proposed signage used by other local authorities that could be used to highlight the changes to inform users of our sites.

Policy Statement 3

We will create pesticide free greenspaces across the borough in accordance with the timescales identified in the action plan. We will promote such areas to the public.

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Glyphosate

Glyphosate is the active ingredient in many weed killers; used in farming, agriculture, horticulture and public spaces like parks, streets and schools and also by the public in their gardens. It is the world’s most widely sold weedkiller3. Its health and environmental impact is surrounded in controversy and debate at the present time.

There is particular concern regarding Glyphosate weed killers, which are widely used on hard surfaces and to clear vegetative sites. Glyphosate is a broad spectrum (non selective) weed killer that is an organophosphorus compound. It is supplied in many different forms, usually with other chemicals (adjuvants), such as spreaders, drift reducers, wetting agents etc. added. Glyphosate is absorbed through the plants leaves, and is absorbed into plant roots.

In April 2015, the International Agency for Research on Cancer (IARC), part of the World Health Organisation, concluded that Glyphosate based weed killer was “probably carcinogenic to humans”. Independent scientific studies have also begun to reveal numerous acute and chronic effects of Glyphosate based herbicides.

In addition, the ingredients (adjuvants) added to Glyphosate products may be toxic. Some research has shown that Glyphosate with adjuvants may be many times more toxic than Glyphosate alone4. Many of these chemicals are trade secrets and we rely on the manufacturers to ensure the products have been tested to be safe5. Furthermore, whilst these adjuvants are considered ‘inert’, research has shown that some are, themselves, toxic. However, as they are not names by the chemical company as the main ingredient, they are not subject to the same safety testing.

Studies have found that Glyphosate based herbicides can interfere with various organs and biochemical pathways in mammals. Genotoxicity and endocrine disruption also lead to chronic health and developmental effects. It causes imbalances in gut bacteria and some studies have found that Glyphosate appears to accumulate in human cells. At low concentrations it damages liver, kidney and skin cells and long terms effects include cancer, infertility, pregnancy problems, birth defects and respiratory diseases5.

Glyphosate has been recorded as having both direct and indirect impacts on our environment.

By removing vegetation so effectively, the herbicide indirectly affects biodiversity through changes to ecosystems and food sources. Where Glyphosate, and other pesticides, are used, there are fewer food sources for insects, birds and animals in the urban environment.

Due to its water solubility Glyphosate has had direct impacts on species that underpin the aquatic food chain with amphibians being particularly vulnerable. Glyphosate has also been found to have adverse effects on earthworms, beneficial insects and bees, this then creates secondary impacts on pollination of plants.

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There are however counter claims regarding Glyphosate and its use, with some organisations stating that the evidence is currently inconclusive in regards to its apparent carcinogenic effects. The Crop Protection Association (CPA) has stated, “No regulatory agency in the world classifies Glyphosate as a carcinogen. Indeed 800 scientific studies have found no connection between Glyphosate and cancer, as did the recently published Agricultural Health Study – the largest study ever conducted on the use of formulated pesticide products in the real world”6.

The CPA has stated that claims that Glyphosate is carcinogenic are solely based in the IARC’s classification in 2015 and that the IARC is not a regulatory body and has not undertaken any independent studies of the weed killer.

All products containing Glyphosate have to be registered and approved by the European Pesticides Commission. Glyphosate was re-registered and approved in June 2016, but for a limited period of 18 months (until the end of 2017). It has since had a further 5 year extension. As part of this approval extension, the European Pesticides Commission also presented some recommendations to be considered by member states. One of these recommendations was to ”minimise the use of the substance (Glyphosate) in public parks, public playgrounds and gardens”.

The UK will have exited and left the EU by 2022 and will then have the power to make its own decision on the future of Glyphosate.

In August 2018, a land mark case in the USA agreed with a groundsman’s claim that his rare form of cancer was caused by exposure to a Glyphosate based weed killer2, and the company was fined a significant sum of money. This may well lead to future claims, and potentially, an increased effort in finding more environmentally friendly products to market.

The Pesticide Action Network (PAN) UK have a “precautionary principle” that states that “When an activity raises threats of harm to human health or the environment, precautionary measures should be taken even if some of the cause and effect relationships are not fully established scientifically”. In other words, although some evidence against the use of pesticides appears inconclusive, it is far better to work towards not using pesticides.

It is very likely that it is the beginning of the end for Glyphosate and is perhaps only a matter of time until its use is either banned in certain circumstances or completely banned altogether. It would appear to be a good time for the Council to take decisive positive action and pledge to eliminate its use and seek to use alternatives.

Policy Statement 4

We will eliminate the use of Glyphosate based weed killers wherever possible in accordance with the timescales identified in the action plan and we will continue to monitor the legality of its use in the UK.

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How will we monitor the use and application of pesticides

All those involved in approving, applying and monitoring pesticides will be made aware of this Pesticide Policy.

Any person applying a pesticide to the council’s land will hold a Certificate of Competence (irrespective of age), as issued by the National Proficiency Tests Council (NPTC), appropriate to the type of equipment/spraying technique to be used.

Copies of these certificates will be made available to the council as evidence of competence.

Pesticide applications, subject to approval, may be made by the following council appointed contractors:

 Directly employed staff  Grounds Maintenance Contractors  Arboricultural and Forestry Contractors  Specialist Pest Control Contractors

Detailed and accurate spraying records will be kept.

These records will describe the type of pesticide to be used, active ingredient, trade name, area where the pesticide is to be applied, rate of application, calibration, safety considerations, date of application, operative who will be applying the pesticide etc., and include additional information such as weather conditions.

The following records will also be kept and retained as required:

 Environmental Impact Assessments.  Local Environment Risk Assessment for Pesticides (LERAP).  COSHH Assessments  Risk Assessments  Stock Control Records  Disposal records.  Copies of certificates of Competence

When using pesticides where there is no other suitable alternative is available, we will:

 Use a method that uses/applies the least amount of chemical, i.e. CDA (controlled droplet application), painting, plugs, targeted spraying.  Where possible, not apply a blanket cover of chemical.  Ensure that spare pesticides/containers are disposed of safely in an approved manner.  Ensure that spray equipment is washed out in a safe manner according to the approved method, to safeguard the environment.  Ensure that the application method is approved for the product used. 20

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 Leave a “pesticide free” buffer zone around environmentally sensitive areas where appropriate

Where it is necessary for pesticides to be applied on council land, we will ensure fully conformity with the latest Health and Safety Legislation (primarily the Health and Safety at Work etc. Act 1974 (HSWA) and Pesticide Legislation (The Plant Protection Products (Sustainable Use) Regulations 2012 & Control of Pesticides (Amended) Regulations 1997).

Policy Statement 5

Where there is no alternative but to use pesticides, the council will ensure full compliance with all legal requirements, maintain detailed and accurate records of pesticide applications and ensure staff and appointed contractors are fully trained and competent.

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Maintenance and Pest Control Specifications

To ensure that our contractors comply fully with our council’s requirements, all future maintenance and pest control specifications will include detailed information of the council’s Pesticides Policy, the requirements for pesticide free and pesticide reduced areas and for the conditions for the use of pesticides where essential.

The use of pesticides will not be permitted in any contract unless no other suitable alternative is available.

Future contract arrangements and specifications will also always make reference to our Pesticide Policy and action plan and the Biodiversity policy and action plan where applicable.

Policy Statement 6

We will ensure all future contracts and where possible existing contracts are consistent with the council’s policy on pesticides and they incorporate flexibility for future developments in technology and methods. They will be monitored accordingly.

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Third party owners

Where land is transferred to Town and Parish councils through devolution, leased out to sports clubs or other community organisations or where we carry out work on behalf of third parties; we will ensure our expectations with regard to the elimination and phasing out of pesticide use are communicated to these bodies. We will encourage the adoption of this Pesticide Policy and the creation of pesticide free areas.

Where weed control is carried out on behalf of a Highway Authority, we will continue to offer pesticide application services according to the client’s requirements, but we will also propose alternative methods or specifications. This will allow us to:

 Ensure that the minimum amount of pesticide is used  Ensure that the application is carried out by competent and trained staff  Discuss alternative options with the client with the aim of agreeing ways to reduce pesticide application where possible, or to change the methods of weed control as new research /options become available.  Monitor pesticide usage across the area.

Policy Statement 7

We will use whatever mechanisms are available to us, to ensure that third parties maintaining council owned land, comply with the council’s pesticide policy. Where the council maintains land on behalf of a third party, will ensure that, as far as possible, the principles of this policy are delivered.

Note: It is recognised that existing lease arrangements may be difficult and also financially costly to alter, in order to fully implement the council’s Pesticides Policy, in these cases; we would seek to educate and influence third parties wherever possible

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References

1. Polling commissioned by PAN UK and SumOfUs and conducted by GQR Research, September 2017, https://gqrr.app.box.com/s/0ddbifc853j9k1t1sbjvuc1crvxw8zbc

2. Pesticides: Parliament to set up special committee http://www.europarl.europa.eu/news/en/pressroom/20180118IPR92014/pesticides- parliament-to-set-up-special-committee

3. Soil Association – What is Glyphosate https://www.soilassociation.org/our- campaigns/not-in-our-bread/what-is-Glyphosate/

4. Major Pesticides Are More Toxic to Human Cells Than Their Declared Active Principles’, (Biomed research International, Feb 2014; 2014(2014) Article ID 179691 http://www.hindawi.com/journals/bmri/2014/179691/abs/

5. Pesticide Action Network UK – Glyphosate https://www.pan-uk.org/Glyphosate/

6. Crop Protection Association

7. Pesticide Policy (Grounds Maintenance) - Lewes District Council and Eastbourne Borough Council

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Appendix 1 – Table of pesticide use by the Council and its Contractors 2019/20.

Product Active Ingredient(s) Type Application areas Quantity Unit Gallup Glyphosate Herbicide Hard surfaces 740 Litres Biograde Amenity Gallup Hi Aktiv Glyphosate Herbicide Scrub treatment 150 Litres Roundup Pro Glyphosate Herbicide Japanese knotweed control. Stump treatment 0.8 Litres Biactive 450 of cut trees. Spot spraying of regrowth and saplings. Roundup Glyphosate Herbicide Stump treatment of cut scrub 1.7 Litres bioactive GL Roundup Glyphosate Herbicide Foliar spray of bamboo and birch regrowth 11.5 Litres

Page 139 Page Proactive 360 Roundup Glyphosate Herbicide Scrub treatment, birch saplings 7.5 Litres Trustee Glyphosate Herbicide Ponds (invasive weeds) 0.25 Litres Amenity Roundup Glyphosate (in granular form) Herbicide Stump treatment of cut trees. 0.45 Litres EcoPlug MAX Roundup Glyphosate Herbicide Stump treatment of cut trees. 1 Litres ProBiactive 450 Chikara Tough Flazasulfron Herbicide Gravel areas 150 Grams Weed Icade Aminopyralid Selective Grass areas/Japanese knotweed 1 Litres Herbicide Qualgex Dialkyldimethyl ammonium Moss/Algae killer Hard Surfaces 20 Litres chloride & Citric Acid Clear cast Amino nitrogen & Organic Worm cast Sports Pitches/Bowls /Cricket 100 Litres sulphur suppression Crossbar Fluroxpyr & Dicamba Selective Sports Pitches/Bowls /Cricket 30 Litres Herbicide

Eland Pyraclostrobin Fungicide (Broad Bowls Greens/Cricket Wickets 1 Litres Stobilurin Spectrum) Grazon Pro Triclopyr and Aminopyralid Selective Spot treatment of woody weed 8.64 Litres Herbicide

Asulox Asulam Selective Bracken Control 35 Litres Herbicide Cimetrol Cypermethrin, Tetramethrin, Insecticide Houses, beds 1150 Millilitres Piperonyl Butoxide, Pyriproxyfen Rat killers Difenacoum Rodenticide Houses, Outside areas 20,088 Grams Vulcan Chlorpyrifos Insecticide Wasp nests 3,750 Grams Page 140 Page

Appendix 2 – Proposed action plan and timescales for the phasing out of pesticides

Cost impact Key Low £0 - £5,000 Medium £5,000 - £50,000 High £50,000 - £250,000

Item Proposal Timescale Delivery Option Cost impact PA Proposal advantages Delivery disadvantages years Pesticide Policy Production of an  0-1  Not applicable  Low  The Council can formally show its  There will clearly be some areas where overall Pesticides support to the reduction and pesticides will still have to be used in Policy for the Council phasing out of pesticide use in certain scenarios where alternatives are that seeks to reduce relation to its services through out not yet available, or the financial viability and phase out the borough. of alternatives is very costly pesticides wherever possible Development of Development of an  0–3  Not applicable  Low  Puts the Council on the front foot  Will require extra resources to deliver. Communications ongoing and makes the public are aware of plan and public communications plan what the Council wishes to do and notifications to inform the public of why it is doing this. the councils intentions in regard to pesticide usage Pesticide free To introduce  0–1  Manual removal  Medium  These areas are a relatively quick  Will require extra staff and machinery Page 141 Page playgrounds* playgrounds, skate of vegetation win for the Council, as these should resource to deliver same level of weed parks and MUGA’s be relatively easy to deliver in a control. Potential extra cost. that are completely  Use of foam  Medium short timescale.  Will require extra staff and machinery free from pesticides stream machine  The Council will benefit from the resource to deliver same level of weed good publicity of pesticide free control. Potential extra cost playgrounds.  There could be appropriate signage installed at each site promoting this Pesticide free To stop using  0-2  Combination of  Medium  This would be a progressive  Will require extra staff and machinery parks* pesticides completely manual removal phased rolling out of pesticide free resource to deliver same level of weed in parks and recreation and use of foam parks and recreation grounds. control. Potential extra costs. grounds stream machine  The initial priority could be on  There would need to be allowances Green Flag awarded parks. This made for sites that have sports pitches would then expand to other sites. on them, or invasive weeds. Pesticide free To stop using  0-3  Combination of  Medium  This would be a progressive  Will require extra staff and machinery housing areas pesticides completely manual phased rolling out of pesticide free resource to deliver same level of weed (paths around in housing estate removal, acetic parks and recreation grounds control. Potential extra costs properties, carparks areas and senior living acid and use of  No use of Glyphosate ultimately in estate areas and areas foam stream senior living areas)* machine Sports Turf areas Consider alternatives  Review  Use current  None  Non pesticide alternatives will be  Pesticides will still need to be used until for the control of to use of pesticides annually method used when and if they become alternatives are available fungal attacks on  Alternative  Future available  Non pesticide chemical options not sports turf chemical not yet alternative  Cultural methods could be presently available available costs not yet increased, should pesticides be known phased to help provide limited  Extra aeration,  Medium protection  Cultural method increase will cost more swishing and will not result in compete protection or eradication  Don’t treat  Small saving  Not treating fungal attacks will lead to

poorer quality sports pitches and complaints Item Proposal Timescale Delivery Option Cost impact PA Proposal advantages Delivery disadvantages years Sports Turf areas Consider alternatives  Review  Use current  None  Non pesticide alternatives will be  Pesticides will still need to be used until for the selective to use of pesticides annually method used when and if they become alternatives are available removal of weeds available from sports turf  Cultural methods could be increased, should pesticides be  Use of  None  Alternative product is still a pesticide phased out to help provide limited alternative protection pesticide  Alternative  Future  Non pesticide chemical options not chemical not yet alternative presently available available costs not yet known  Manual removal  Medium  Cultural method increase will cost more due to its time consuming nature  Don’t treat  Small saving  Not treating for selective weed removal will lead to poorer quality sports pitches and complaints Weed spraying of Completely phase out  1-3  Use of acetic  Medium  No Glyphosate use.  Alternative product used to replace hard surfaces using the use of Glyphosate acid to provide Glyphosate is expensive to provide Glyphosate in on Council owned same level of same level of control carparks carparks control (4 apps)  Vinegar smell

Page 142 Page  Use of acetic  Medium  Vinegar smell acid to provide  Reduced level of control of weeds reduced level of  Complaints rise control (2 apps)  Increase  Medium  Mechanical sweeping rounds would mechanical need to be increased to combat weed sweeping growth  There would be costs associated to this Weed spraying of Reduce spraying of  0–1  Current method  Small saving  Reduced quantity of Glyphosate  More weeds will be evident through out roads and footpaths roads and footways with reduced used. the year on the highway. on behalf of SCC with Glyphosate to frequency  Complaints may rise highways once per year from  Still using Glyphosate twice per year Weed spraying of Completely phase out  1–3  Use of acetic  High  No Glyphosate use.  Alternative product used to replace roads and footpaths the use of Glyphosate acid to provide Glyphosate is expensive to provide on behalf of SCC on the road network same level of same level of control. highways control (4 apps)  Vinegar smell  Use of acetic  Medium  Vinegar smell acid to provide  Reduced level of control of weeds reduced level of  Complaints rise control (2 apps)  Increase  High  Mechanical sweeping rounds would mechanical need to be increased to combat weed sweeping of growth roads and  There would be significant costs pathways associated to this

Item Proposal Timescale Delivery Option Cost impact PA Proposal advantages Delivery disadvantages years Invasive weeds* Consider alternatives  Review  Use current  None  Limited advantages on offer  Pesticides will have to be used until Control of the to use of pesticides annually method currently. suitable alternatives are developed and specific problems of  The Council has an obligation to available. Japanese Knotweed treat invasive weeds such as etc.  No viable  Future Japanese Knotweed in certain  Alternatives not yet ready for alternatives to alternative areas, the only viable control commercial use Glyphosate costs not methods at the moment is the use available known of Glyphosate.  This is done mainly by stem injection to get the most effective control rather than spraying. Scrub treatments, Consider alternatives  Review  Use current  None  Limited advantages on offer  Still using chemicals to provide effective Control of self set to use of pesticides annually method currently. control. Public perception and saplings,  In order to deliver the requirements complaints Rhododendron  Use of  Future of good grassland and heathland  Alternative Chemical Control - No stumps and re- alternative alternative management, there will be a need current alternative currently available growths on pesticide costs not to use Glyphosate to provide managed grassland known effective control where it is not and heathland areas possible to graze these areas.  Grazing of the  High initially,  Problematic to achieve due to high etc. Application will either be by; leaf land by then reducing incidences of dog walking, putting off swiping or targeted spraying. livestock to medium graziers and issues surrounding the fencing off of land Page 143 Page  Public opposition to fencing off of land  Takes time to implement, consultations and no guaranteed success  Livestock management carries costs and also issues with Vet Meds/antibiotics  Water supply required  Fence repairs/maintenance required  Use contractors  Medium - High  Use of contractors to regularly cut back to control regrowth and to remove new saplings, vegetation costly as there maybe requirements to treat annually or biennially  Not as effective as pesticides  Use volunteers  Medium  Increase volunteer workforce to control to control vegetation, resource intensive and may vegetation be unachievable due to lack of sufficient volunteers  Volunteer workforce may be put off by the repetitive and heavy nature of the work  Not as effective as pesticides Stump treatments, Consider alternatives  Review  Use current  None  Limited advantages on offer  Still using chemicals to provide effective For the control of to use of pesticides annually method currently. The application of the control. Public perception and stump re-growth etc. pesticide will be very specific; in the complaints  Use of  Future form of leaf application, injection or  Alternative Chemical Control - No alternative alternative plugs placed directly into the current alternative currently available pesticide costs not stump. Pesticides will have to be known used until suitable alternatives are  Use contractors  Medium - High developed and available  Use of contractors to regularly cut back to control regrowth and to remove new saplings,

vegetation costly as there maybe requirements to treat annually or biennially.  Not as effective as pesticides  Use volunteers  Medium  Increase volunteer workforce to control to control vegetation, resource intensive and may vegetation be unachievable  Volunteer workforce may be put off by the repetitive and heavy nature of work  Not as effective as pesticides Item Proposal Timescale Delivery Option Cost impact PA Proposal advantages Delivery disadvantages years

Use of insecticides, Consider alternatives  Review  Use current  None  None  No change to approach. Pesticides will For the control of to use of pesticides annually method have to be used until suitable problem insects by alternatives are developed and Environmental available. health services  No viable  Future  No alternatives ready for commercial alternatives to alternative use current costs not pesticides known available Use of rodenticides, Consider alternatives  Review  Use current  None  None  No change to approach. For the control of to use of pesticides annually method rodents by  No viable  Future  No alternatives ready for commercial Environmental alternatives to alternative use health & Parks & current costs not Page 144 Page Countryside pesticides known services available Oak Processionary Consider alternatives  Review  Use current  None  None  No change to approach. Pesticides use Moth – Treatment of to use of pesticides annually method will affect a wide variety of other infected trees with and, when no beneficial organisms not just pesticide alternative is available Lepidoptera and human impact is  Use of  None  Still sprayed on for applications and high, only use in high biological affect Lepidoptera use/sensitive areas control  No control  None  Public Health Risks (perceived or otherwise) Mole infestation To not use pesticides 0-1  Use of gas  Low  No use of pesticides  Uses a chemical gas control to control Moles pellets  Use of humane  Low  More time consuming traps

*Pesticides may have to be used for specific problems where there is no viable alternative, i.e. if a Japanese Knotweed infestation becomes a problem, Oak Processionary Moth treatments, or, for very specific uses involved with sports turf maintenance or controlling regrowth.

Appendix 3: Example of Pesticide Free Parks Sign7

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WAVERLEY BOROUGH COUNCIL

ENVIRONMENT OVERVIEW AND SCRUTINY COMMITTEE

23 MARCH 2020

Title:

Household Recycling Centre issues and proposals

[Portfolio Holder: Cllr. Steve Williams] [Wards Affected: All]

Summary and purpose:

To make members of the Environment Overview and Scrutiny Committee aware of the issues being experienced with the Waverley Borough Council Household Recycling Centres due to misuse and fly-tipping and propose a way forward to deal with these issues.

1.0 Background

1.1 Waverley Borough Council has recently mobilised a long term contract with Biffa Municipal for the supply of refuse, recycling and street cleaning services which started on 2 November 2019 for a period of 8 years with the potential to extend for a further two periods of 8 years subject to satisfactory performance.

1.2 The Waverley Borough Council bring sites were provided historically to provide a facility for residents to recycle material generated in the home and divert it from the waste stream, prior to the establishment of the kerbside collection service for all recyclables. The current sites are listed in Annexe A.

1.3 Since their introduction every household has now been provided with recycling facilities from the kerbside, and the bulk bins at the bring sites entirely replicate the kerbside service. As part of this service residents can request as many recycling bins as required to accommodate their recycling needs from the kerbside, or present excess recycling contained beside their bins. There is therefore no genuine reason for retaining the bulk bins for co- mingled waste at the sites for their legitimate use.

1.4 The exceptions to this are textiles and WEEE banks, which Waverley plan to introduce from the kerbside in mid-2020. The textiles and WEEE collections are carried out by separate contractors, and can continue on an interim basis pending this implementation.

Page 147 1.5 In 2017 the bring sites were fully refurbished, replacing damaged bins and replacement of lids to reduce contamination, improved signage to all of the locations at a cost of around £70,000. They are now in need of further refurbishment due vandalism and wear and tear at a similar cost.

1.6 The sites have been the subject of fly-tipping, misuse and criminal activity. Residents and businesses have been using the sites to dispose of trade waste and household waste which is not recyclable, resulting in overflowing banks and significant litter around the banks, which then gets blown across the car parks. Some examples of items we regularly find in the bins are garden waste, bathroom suites, electrical items such as hoovers, black bag waste. In addition, there are often significant amounts of waste left around the banks on the floors.

1.7 Businesses are required to make their own arrangements for disposing of trade waste and householders should take non-recyclable items to the Surrey County Council Community Recycling Centres.

1.8 This significant misuse has resulted in the issuing of numerous fixed penalty fines to residents and businesses but more significantly it has led to most of the loads collected from these sites being rejected by the end processor due to high levels of contamination with non-recyclable materials. On each bring site collection Biffa have to make a judgement about whether the material is good enough quality to be recycled, and generally the waste in the bins is such poor quality that is cannot be taken for recycling.

1.9 Under the new Biffa contract collections from these sites were planned to be part of the normal household recycling collection rounds. As a consequence of the high levels of contamination in the banks, this operational method is not achievable, and Biffa have been forced to implement an additional vehicle for collection solely of bring sites, to ensure the waste does not contaminate the kerbside recycling. Whilst this introduction of an additional vehicle is a temporary solution, Biffa have indicated that they cannot continue to bear this cost past the end of March 2020, and that additional payment would be required to continue the additional vehicle- this would be around £2,800 per week (so £146,300 per year), plus additional costs to clear fly-tipped material from the floors of the sites.

1.10 This additional cost has not been budgeted for and at a time of severe financial constraint the continued operation of these sites is unsustainable due to their abuse by the public and businesses (dumping non-recyclable and trade waste).

1.11 It is therefore proposed that the banks serviced by Biffa for co-mingled recycling be removed as soon as possible after 31 March 2020 to avoid ongoing additional costs. As a second phase, the banks for textiles and WEEE should be removed once the implementation of this kerbside service has been introduced.

Page 148 1.12 Residents will continue to have access to other sites across the borough which are not managed by Waverley Borough Council and these are listed in Annexe B.

2.0 Communications

2.1 Removal of these sites will be controversial and an effective communications plan will be required to promote the kerbside services and the reasons for removal of these sites, including signage at the sites.

3.0 Recommendation

Environment Overview and Scrutiny Committee is asked to note the ongoing issues of misuse and fly-tipping at Waverley’s Household Recycling Centres and to agree any observations or recommendations to the Executive on the proposed actions to address these going forward.

CONTACT OFFICER:

Name: Jennifer Carson-Paice Telephone: 01483 523397 E-mail: [email protected]

Name: Richard Homewood Telephone: 01483 523411 E-mail: [email protected]

Attachments:

Annexe A Current WBC Household Recycling Centres

Annexe B Recycling Sites managed by other operators

Page 149 Annexe A

Current WBC Household Recycling Centres

Sites Managed By

Cranleigh Stocklund Square Car Park Waverley Borough Council

Village Way Car Park Waverley Borough Council

Farnham Central Car Park Waverley Borough Council

Upper Hart Car Park Waverley Borough Council

Waggon Yard Car Park Waverley Borough Council

Godalming Crown Court Car Park Waverley Borough Council

Haslemere Weyhill Car Park, Haslemere Waverley Borough Council

Hindhead Beacon Hill Car Park, Hindhead Waverley Borough Council

Page 150 Annexe B Recycling Sites managed by other operators

Sites Managed By

Surrey County

Cranleigh Cranleigh Community Recycling Centre Council

Farnham Sainsbury's, Water Lane Sainsbury's

Bourne Mill Community Recycling Surrey County

Centre Council

Sainsbury's, Woolsack Way Sainsbury's

Surrey County

Witley/Milford Witley Community Recycling Centre Council

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