Land Audit Management

System

Report on 2014 pilot and roll out 2015/16

Debbie Johns, Head of Performance Networks

Ian Jones, Streetscene Manager, Wakefield MDC

APSE LAMS

WHAT IS IT?

• A consistent quality audit of grounds (and

streets) maintenance standards

• Based on visual inspection of work standards

(not technical inspection)

• Trigger for immediate intervention at local level

• Data source for comparative Performance

Indicators at national level (real time & annual)

• Balance against cost & productivity PIs

• Simple to undertake & administer

APSE LAMS pilot 2014

• 8 authorities took part in the pilot between June

and October 2014

• Inspections took place in 3 batches in June,

August & October

• Results were published periodically to pilot

authorities

• Full anonymised report now published by APSE

• Review / working group meeting held in Penrith

on Feb 10th 2015

APSE LAMS pilot 2014

Inspection schedule (pilot)

Inspections

completed by

Results to APSE

by

Report back to

authorities by

20 June 27 June 4 July

22 August 29 August 5 September

24 October 31 October 7 November

APSE LAMS

Grading and Zones

All areas maintained are allocated a zone type

Zone 1 – High amenity

Zone 2 – General amenity

Zone 3 – Low maintenance

Detailed definitions & examples are supplied

APSE LAMS

Grading and Zones

Areas to inspect are randomly selected and ‘transects’ identified. These are graded & points awarded

Grade A – 3 points

Grade B – 2 points (acceptable standard)

Grade C – 1 points

Grade D – 0 points

Detailed standards will be published because consistency is ‘key’

APSE LAMS pilot 2014

LAMS and local specification standards

Local National

Frequency of inspections set

locally

Data input timetables must be

met

Number of inspections

(transects) per period/annum

Agreed minimum requirement

set by working group

Specification standards /

intervention levels

Grading standards

APSE LAMS pilot 2014

Outputs

Immediate intervention triggers

Monthly or bi-monthly published comparative performance data (APSE website and/or emailed reports)

Annual PI suite forming part of annual PN reports (including award PIs) :

- Overall performance score for year

- % of areas falling below 67 for year

- % of Zone 1 areas falling below 67 for year

- % of inspections per annum which are Grade A

- Table of Grades A - D

APSE Performance Networks Seminar

LAMS – Wakefield’s Approach

Ian Jones

Street Scene Manager

GM Review - Time for Change! Times of Austerity and Financial Challenge

When Street Scene services came into being we had full knowledge of the following

factors;

• The Revenue Budget

• The numbers on Grounds Maintenance establishment list

• The internal service departments we provide the service to through previously

delegated budgets

• The outdated Quality Specifications left over from CCT

• However, the key factors for which we didn’t have detail on were the following;

• How accurate was the Revenue Budget?

• How accurate was the establishment list?

• What was the individual cost to each of the internal service departments?

• how well was the service delivered?

Addressing the issues (GM Review)

T.O.R

• Quantify Land and Feature Volume

• Identify appropriate Method and Maintenance regimes

• Establish Resource Requirement

• Establish Cost of Service following review

• Re-introduce prescriptive schedules and formal monitoring

Time for Change!

Wakefield’s Approach to LAM’s

• 7 Areas

• 10 inspections per area

• Random selection

• 50 metre transect

• Officers/Supervisors

• 2 hours per Officer

• Photographic evidence

Wakefield’s Approach to Zones

• 3 Zone types

1 - High amenity - Civic Buildings, Bowling

Greens

2 - Standard amenity - Parks/Roadside

Features/Play Areas and POS

3 - Low Maintenance - All features 7 cuts or less,

Woodlands

• United Kingdom Woodland Assurance

Scheme (UKWS)

• Forestry Stewardship Council (FSC)

• 4 years accreditation at this global standard

Grading & Scoring Mechanism

Grade Description Score

A Maintained with enhancements 3 Points

B Maintained to standard 2 Points

C Maintained below standard 1 Point

D No evidence of any planned maintenance 0 Points

• United Kingdom Woodland Assurance

Scheme (UKWS)

• Forestry Stewardship Council (FSC)

• 4 years accreditation at this global standard

Wakefield’s Scores

Month No. Of

Inspections

Highest

achievable score

Actual score Breakdown

June 70 210

(3Pts *70 Inspections)

62.38% 62 x B(2) =124 Pts

7 x C (1) = 7 Pts

1 x D (0) = 0 Pts

131/210 = 62.38%

August 70 210 65.71% 68 x B (2) = 136Pts

2 x C (1) = 2 Pts

138/210 = 65.71%

October 70 210 66.19% 69 x B (2) = 138Pts

1 x C (1) = 1 Pt

139/210 = 66.19%

Summary 210 630 64.76% 199 x B (2) = 398

pts

10 x C (1) =10 Pts

1 x D (0) = (0 Pts)

408/630 = 64.76%

Wakefield’s Intervention Time Lines

• Set locally – its up to you!!

• From a B to A – Rarely achievable in Wakefield –

resource issue.

• C to B – up to two weeks from discussion with team.

• D to B – one week from discussion with team.

• United Kingdom Woodland Assurance

Scheme (UKWAS)

• Forestry Stewardship Council (FSC)

• 4 years accreditation at this global standard

Workload Profile

Reporting the Findings

• Report to T/Leaders any intervention works on the day of

inspection – if possible

• Arrange follow up inspections on completion of set time

line

• Area performance feedback at T/L meetings following

each tranche

• District performance feedback at GM operational

meetings following each tranche

• Common sense - uncomplicated approach

• Re-introduce prescriptive scheduling

• Consistent level of service delivery - Supported by

LAMS monitoring process

• To increase the performance returns from 64.76% to our

maximum – 66% during 2015

• Cross boundary inspections with neighbouring

authorities

Our Objectives

APSE LAMS

Getting started

• Decide how many areas you have got

• Identify inspectors and train them

• Index all sites (ideally by transect) and allocate

appropriate zones

• Only include areas that the section is responsible for

maintaining

• Recommended that photographs are taken to support

grading (especially C & D)

• Set intervention/response times locally

APSE LAMS

Results & conclusions from the pilot

• Authorities all felt that it was much easier, quicker and

cheaper to implement than they had expected

• There were no problems dealing with the planned

number of inspections

• Inspections could often be doubled up with other site

visit needs

• Results (overall) showed ranges from 64.65 to 75.79

(acceptable = 66.6)

• Agreed that ‘area’ analysis would be useful

APSE LAMS

Proposed changes & timescale

• Some minor changes (area ID, non responsibility flag for

hard surface weeds) to be made to the Inspection Form

(but agreed that authorities can use their own forms)

• Guidance Manual to be updated to further clarify

inspection standards

• Agreed that there should be a minimum of 10

inspections per ‘area’ per period

APSE LAMS

Proposed changes & timescale

• Agreed that frequency of inspection periods should be

chosen by each authority

• APSE to develop a ‘Training pack’ including training

presentation to aide implementation

• Look at cross-boundary inspections (voluntary)

Apse lams

Roll out 2015/16

• APSE to arrange roll out workshops regionally

throughout the UK in March/April

• APSE to produce a promotional flyer & form to register

interest

• LAMS is free to all Parks / Street Cleansing registered

authorities

www.apse.org.uk

www.apse.org.uk

Contact details

Debbie Johns

Head of Performance Networks

Email: djohns@apse.org.uk

Association for Public Service Excellence

2nd floor Washbrook House, Lancastrian Office Centre, Talbot

Road, Old Trafford, Manchester M32 0FP.

telephone: 0161 772 1810

fax: 0161 772 1811

web:www.apse.org.uk

Pioneering a new approach

to Parks in Richmond

David Allister, Head of Parks and Open Spaces

• Innovation and ownership – key ingredients for a successful parks officer

• Be leaders, not followers – set your own agenda

• A new framework contract – 2 yrs on

• The costs and benefits of developing our

own contracting framework

• What next?

Local context - Pride of Place in Richmond

Orleans House

Gardens

Garricks Lawn

Strawberry Hill House

Kew Gardens Hampton Court

Ham House

City Category Winners 2013

London Borough of Richmond upon Thames

94% Public

Satisfaction

Diamond Jubilee

Gardens

International Challenge

Winners 2014

Innovation and ownership – key

ingredients for a successful parks

officer?

This is what my team said: • Risk taker

• Considerate

• Balanced

• Knowledgeable

• Good Communicator

• Helpful

• Tolerant

• Patient

• Understanding

Humble

Negotiator

Mediator

Passionate

Conscientious

Thick skinned

Approachable

Friendly

Be able to make decent tea

Team player

Are you innovative at work?

Innovation: a new idea, device or process.

So are you innovative?

Do you take ownership at work?

Ownership: an attitude of accepting responsibility for

something and taking control of how it develops.

So do you take ownership?

But you need the right conditions for these

to spark

The Spark is Leadership and Direction

Be leaders, not followers – set

your own agenda

Strategic Principles

The quality of our Parks and Open Spaces will continue to define the London Borough of Richmond upon Thames.

Parks and Open Spaces will enrich the life, health and wellbeing of residents and visitors.

Richmond will lead in the delivery of excellent parks and open spaces services.

Richmond’s Parks will offer positive experiences to all visitors.

Through innovation, the future development of the parks will be ensured.

Increased community participation will be encouraged and supported.

The Parks and Open Spaces within Richmond will be centres of excellence and celebrated.

The management of Parks and Open Spaces will create a sustainable legacy for future generations

The Parks Service Vision

The London Borough of Richmond upon Thames’ parks and open spaces are recognised as outstanding, and enrich the quality of life of our residents and visitors.

We are proud of our achievements as leaders in the field, and are committed to maintaining and improving our existing high standards and expanding partnerships.

We will explore opportunities to maximise our assets and resources, and respond and adapt to change.

We will continue to lead as a service and develop new ways to deliver accessible experiences for all and make a positive contribution to the health and well-being of our residents.

We will continue to seek recognition for the excellent service delivery that we provide through consultation with our users and competition for awards.

Tools to help:-

• Awards and Accolades

• Friends Groups

• Publicity and marketing

• Raising team profile

• Speak up and be heard

• Speak to members

• Get the right team around you

• Work to a strategy –What do you want to achieve?

Parks Framework

A pioneering approach – 2 yrs on

What is a Framework Contract?

• Specialist jobs done by Specialist

contractors

• Meaningful performance

indicators

• Less client resource

• More flexible and shorter contract

– 4 years

• Output based

• Others can buy in and share

• Quality at the core

• Savings!

Contract Monitoring Lot name Supplier

Horticulture Services Continental Landscapes

Conservation Services Glendale Managed

Services

Arboriculture Services Gristwood & Toms

Oak Processionary Moth

control

Bartlett Tree Experts

Sports Services Continental Landscapes

Tennis Services Will to Win

Golf Services Glendale Managed

Services

Play Services Continental Landscapes

Event Management The Event Umbrella

Small Works Continental Landscapes

Parks Cleansing* Continental Landscapes

Street Scene Contract

Parks Warden Service* Park Guard Ltd

Monitoring Process

• Monthly Contract meetings – monthly data

• Minimum 7 KPI’s per contract

• Contract self monitoring and client monitoring

• Formal 6 month review

• Framework updates

The costs and benefits of developing our

own contracting framework.

• Staff time

• Procurement

costs

• Risk (financial &

reputational)

Savings

Output Control

Income

Reputation

Improved quality

Learning & continued

improvement

What Next? - Beyond 2017

• Client & Supplier learning

• Planning for future

• Re-design to meet the need

• Procurement and timing

• Team ownership

Try to think a little differently!

Questions?

Head of Parks

& Open Spaces

Parks Service

Manager

Parks Support Officer

Parks

Development Officer

Parks

Contract Manager

Arboriculture

Manager

Ecology Planning &

Policy Officer

(28hrs)

Arboriculture

Contract Monitoring

Officer

Arboriculture

Support Officer

Community Projects

Officer

Allotment Officer

Nottingham City Council, Parks and Open Spaces

Social Entrepreneurship & Commercialisation.

Eddie Curry MBA, HND (Horticulture)

Head of Parks and Open Spaces

APSE Best Service Team, Parks, Grounds and Horticulture

• The City

• The Service

• The Organisational and Team Culture

• The Strategy “Breathing Space”

•Horticultural Excellence

•Local Area Investment Plans

• Income Generation / Social Entrepreneurship &

Commercialisation .

•Future Vision and Opportunities

•Marketing and Promotion

•Conclusions

Introduction

World Class Heritage sites

• Nottingham Castle

• Newstead Abbey

• Wollaton Hall

Internationally renowned Sports Clubs and venues

• Trent Bridge

• Notts County FC

• Nottingham Forest FC

• National Ice Centre / Capital Arena

Regional Events Programme

• Splendour Music Festival

• Goose Fair

• Riverside Festival

• Light Night

Legendary sport and cultural Icons

• Brain Clough

• Robin Hood

• Lord Byron

The City

• Nottingham city Council is unitary authority,

• The City is Capital in the East Midlands region and is one of the eight English Core Cities.

• Population 305,700

• Greater Nottingham Population 640,000

• One of the six designated Science Cities

• Two universities have strengths across a wide range of science and technology sectors including biomedical sciences, ICT, environmental technologies and advanced engineering.

• Home to over 50 national and regional business head quarters

• Greater Nottingham’s creative industries include around 1,600 companies, employing about 15,000 people.

• City attracts over £34 million visitors per year

• City will see over 3.5bn invested over the next 10years

The City

Parks and Green Spaces

Total Number = 678

Total Hectares = 1,920ha

No of Green Flags = 20 +3

Community Green Flags = 12

Play Areas

Total Number = 109

63 improved over the last 5 years

19 Outdoor Gyms

Nature Reserves

Total Number ‘natural and semi natural’ = 117

Total Hectares = 358ha

Natural England LNR access PI = 0.5ha per 1,000 pop

No LNRS = 12 - 4 new in the last 2 years

No Of SSSI’S = 3

Allotments

Total Number plots = 2737

Direct let plots = 507 (52 derelict at Sneinton Dale)

Association Managed = 1535

St Ann’s HLF Restoration Project = 695

The Service

Cemeteries and Crematorium

Crematorium = 1

Operational Cemeteries = 3

Closed Cemeteries = 17

Nottingham In Bloom

Neighbourhood in Bloom awards = 137 (2010)

National Reputation for Horticultural excellence = 20

times winner East Midlands in Bloom; 4 times winner

Britain in Bloom; winner of Champions of Champions

No Sponsored sites = 35

Wicker Sculptures sponsored by BID = 12

Trees and Woodlands

No of ornamental trees = 100,000

Hectares of Woodlands = 155ha

The Service

The Organisational Culture

The Team Culture

1. Be realistic - rise up to the challenge of budget

reductions.

2. Be focused and drive efficiency savings & smarter

ways of working.

3. Focus on income generation - Maximise the

return on investment at all times.

4. Encourage social entrepreneurial activity and

create opportunities for commercialising service

delivery.

5. Insistence on VFM and Excellence in service

delivery

The proposals have been developed inline with

“Breathing Space” Adopted by Executive Board in

the strategy sets out a ten year (2010-2020)

framework for the maintenance and management of

the City’s Open and Green Spaces

Key objectives of “Breathing Space” include

• Improved quality facilities and infrastructure

• Horticultural skills and Improved / consistent grounds

maintenance standards

• Improved Safety - Visible site presence

• Improve Biodiversity and sustainability

A Strategic Vision for Nottingham’s Open and Green Spaces

‘Better quality, sustainable open and green spaces

that are accessible and inviting to use.’

Resulting in:

More people using open and green spaces

The Strategic Framework

• Horticultural Services Restructure 2009/10

returned Parks grounds maintenance to the Parks Service through the establishment of the new Horticultural Service team.

Improved consistency and improved team working.

• The team have greater pride and ownership and retain focused on specialised Horticultural Skills.

• Green Flag Standard Parks Maintenance Parks, Horticultural features and Sports facilities Horticultural Excellence / Bloom Features Biodiversity Climate Change Mitigation and Adaptation Arboriculture / Tree and Woodland Management.

• 30 new apprentices in the last 4 years.

The first horticultural and green space apprentices have completed.

• New Apprenticeship programme to be launched in January 2015

Horticultural Excellence

Open and

Green Space

Prioritised

Investment

Plans

Five years of strategic

development work has

helped identify priorities,

engaged the public and

secured political support.

Over the last 5 years

over £20 million of

external income has

been secured and

invested in Nottingham's

Parks

Social Entrepreneurship & Commercialisation .

Identifying specialist services that could trade.

1. Parks Development and Landscape architecture

2. Nursery Plant Production Retail & Trade Sales

3. Tree Services - external contract works

4. Cemetery and Cremation Services – additional

service options.

Identify who we can trade with and what the restriction are

1. Neighbouring authorities

2. Health service - Hospital sites

3. Utility contractors

4. Environment agency projects

5. Internal commissioning services e.g. Estates, Adults and Children's

6. The General Public

Income Generation

Carry out regular service reviews:-

1. Ensure that all Service tenancies, Leases and Management agreements are up

to date and delivering the maximum market rates.

2. Annually Review Fees and Charges for all service areas. Allotments Cem and

Crems, Parking Fees, parks activities etc.

3. Recognise that the mixed economy approach can maximise the return on

investment and increase the community involvement

Create new business opportunities and service e.g. .

1. Partnership with City Centre Retails Bid.

2. Horticultural and Biodiversity advice service

3. Development of the Park Rangers Forest Schools Programme

4. Developed a new memorials repairs team

5. Promote Sites for TV and Movies and Event Hire

6. Parking charges for appropriate sites

Ensure that all Parks Development activity:-

1. Creates income generating activities to sustain the project

2. Helps design out expensive maintenance tasks

Sponsorship, Corporate Social Responsibility and Charitable Giving

1. Corporate Sponsorship

Sponsorship contributions to Nottingham in Bloom Initiatives

have continued throughout the recessions and annually bring

over £100,000.

2. Corporate Social Responsibility

An unprecedented level of volunteering led by the Ranger

Service, which ran 156 volunteering sessions working with

1,286 volunteers from 35 community groups and corporate

partners, giving an ‘in kind’ value of £69,400.

3. Charitable Giving We now developing the Nottingham Parks Fund

1. Continue to deliver a high profile facility improvement and community activation

programme and identify opportunities to sell services to other councils.

2. Build partnerships with sporting governing bodies and professional sports clubs,

to enhance facilities and deliver programmes that help deliver Public Health

Outcomes and Police and Crime Commissionaire priorities.

3. Seek new opportunities to in source existing small works and larger capital

contracts. Securing internal income and helping to safe guard front line jobs.

4. Support internal corporate projects - Good to Great City Centre Initiative

5. Delivering a range invest to save projects. New horticultural retail outlet. New

urban park parking fees, new festivals, new burial options to maximise customer

choice.

6. Challenge existing business rates

Future Opportunities

1. Continue to Deliver our 2010-2020 Breathing Space

Strategic Framework.

2. Deliver our Manifesto Commitments and Corporate Priorities.

3. Continue to Innovate and remodel the service in order to

generate more income and deliver our budget savings

targets without reducing quality or service delivery.

4. Continued drive towards to reduce council subsidy and

achieve full cost recovery.

Future Vision

Marketing and Promotion of Services

1. Direct sales, Promotional leaflets ,

Web Site

2. Use of Face book and Twitter, with

now over 1,750 Face book followers

across the service.

3. Presentations at conferences,

including the national RHS Britain in

Bloom Forum, regional Bloom

conferences,

4. Hosting the launch of the RHS Britain

in Bloom Impact Report, with the

support of the community in the

Meadows.

5. National TV coverage hosting the

Royal Visit to Vernon Park.

6. Regular Radio and TV interviews

National and Regional Awards

7. Increased Political and Citizen profile

And Finally

1. Understand your Place

2. Link to Corporate Priorities

3. Create deliverable Strategies and clear

action plans

4. Create a Positive Team Culture

5. Continually look for new opportunities

fresh approaches both internally and

externally

6. Establish clear Vision and direction of

travel.

7. Market and promote your service