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Joint Working in Waste Management Rushmoor Surrey Heath Borough Councils Draft date: 01-March-2007
CONTINGENCY PLANNING
Assigned
No. Likely Event Impact Type Effect Contingency
To
Strategic
Political motivation changes within one Borough impacting Working partnership strained; Expect that the project
1 H Internal Overview Decision required to instruct the back out plan
on whether the joint service is worthwhile / viable collapses / requiring Boroughs to procure separate services
Group
Information gained from current Contractors related to staff Further resource requirement to collate or confirm data; Steering
2 M Internal Outsource the work to external specialists
TUPE, is unreliable Additional cost to the joint team Group
That the Governance is reviewed before a 7 year
The Tendering exercise should dictate the mst cost effective
Strategic end-date; New Governance put in place, which
Non-agreement on the length of Contract specific to the joint package. This may be for a Contract term beyond 7 years.
3 M Internal Overview may be one Borough managing and charging a
working arrangement Governance The Governance surrounding joint working may not accept a
Group management fee to the other for ongoing service
term exceeding 7 years
delivery
Breakdown of pricing via the Tender process should highlight
Mis-match of Services required by the 2 Boroughs rules out if action needs to be taken to a) match services b) accept Steering a). Accrue for additional expense to be incurred to
4 M Internal
any cost savings expected via joint working that the apportionment of cost will weigh heavily to the Group improve service or b). Accrue additional expense to
Borough requiring further service cover cover costs of higher apportionment.
Legal Services in 2 Boroughs unable to agree the final legal Could delay the procurement process and potentially the final Steering
5 M Internal Outsource the work to external specialists
documents to be in place for joint working bid timing to agree the new Contract Group
If solution cannot be found, the joint service may not be Strategic
Waste disposal requirements add complication to the overall
6 M External economically viable; Boroughs to consider if back out plan Overview Decision required to instruct the back out plan
Contract - adding cost rather than making savings
must be instructed Group
Strategic
Option - Legal enforcement ? Additional cost to the Borough Framework agreement set with another Contractor
7 Current Contractor wishes to end Contract early H External Overview
involved based on existing Contract with limited Contract life
Group
Request Contractor offers integrated solution
Potential Contractor not willing/ not able to comply with Establish at tendering stage the liklihood of opposition to the
Steering satisfactory to both Councils ICT
8 arrangements for ICT /Call centre feed on missed M External joint working proposal and be prepared to instruct for a
Group arrangements.Costs inbuilt to the Contractor pricing
collections etc. partnership package to be adopted
for service delivery
Revisit the specification; Competitive dialogue;
Prepare to re-tender from information gained in first.
Collaborative negotiation on activities required to be covered Steering
9 Tendering process brings little interest from market leaders M External Consider if this affects the existing Contract end;
within the Contract. Time delay to process; Risk that the Group
Extend if necessary
Contract will not be in place - early 2009
Resident opposition to wheeled bins in Surrey Heath Requires statements from Leader / Chief Executive stating Strategic
10 resulting in a media campaign to halt the joint working H External that bin collections are more efficient + environmental Overview Bring in expert resource to takle media onslaught.
arrangement friendly. In line with major section of the UK now Group
Communications Plan + ownership has to identify best ways
Resident opposition to the joint working arrangement - seen Steering
11 M External of sharing information with the public from a very early stage Outsource the work to external specialists
as of no benefit to the community Group
of procurement.
Communications Plan fails to keep pace with developments,
If weakness identified within the internal team/s, consider Steering Bring in expert resource to ensure messages are
12 whether related to joint working or, in one Borough on Internal
bringing in more resource, as fixed term or temp Contract Group received at the right moment
specific waste issues H
Failure to establish a robust procurement plan, identifying
Request additional assistance of SECE or
roles & responsibilities; actions to be taken for slippage,
Steering outsourced specialists to cover for any weakness in
13 Procurement Plan not approved by Scrutiny committee H Internal requests for joint service or delivery expection - may have a
Group BC procurement resourcing (currently only legal
serious impact on the timing and eventual outcome of the
teams?)
process
Decision required to instruct other external Consultants, or Take necessary steps to ensure that sufficient
SECE support withdrawn before the procurement process is Steering
14 M Internal hire in a fixed term employee/ secondment to cover. project management / procurement support could
completed Group
Additional cost to the joint team be paid by the Boroughs
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Joint Working in Waste Management Rushmoor Surrey Heath Borough Councils Draft date: 01-March-2007
Depot facility not seen as sufficient attraction in a new
If the proposition to use the Depot is not viewed as a benefit Flexibility in the procurement exercise; pricing with
Contract - Contractor may have suitable premises that Steering
15 M Internal by the Contractor, alternative may be to use the land for & without Depot. Work up alternative uses paper,
would be used, using the joint service Depot may incur Group
other purposes or lease out to earn income within the sub Project for Depot facility.
additional chargeswithin the final pricing
Should costs of refurbishment outweigh the benefits of
Refurbishment work / upgrading of Depot facility (including having the Depot available as part of the Contract Tender, a). Allow for additional expense of service or b).
Steering
16 the admin building) cost prohibitive to consider as a Capital M Internal consider a) Contractor uses for his purposes + refurbishes to Establish through options appraisal best use of land
Group
expense a recognised standard, included in the overall price. or b) /buildings to give income benefit to Council
Part or all of the Depot is leased out for other purposes
1. Ensure details of the client team are shared and
Support staff are not prepared to work from the Depot, or consulted at an early stage. 2. Alternative Office
Any demoivation of staff via the process of the partnership
are opposed to the client structure that the joint service Steering accommodation be considered. 3 Change
17 M Internal arrangements may have impact on the morale and well being
offers, or, individuals feel that their position has been a Group management issues are taken seriously and
of the individuals/ teams.
demotion reported back to the appropriate Director ,Head of
Service
Support staff expect that the joint service gives individuals
HR Issues may demoralise the individuals. A Change
the same remuneration package irrespective of the Council Steering If no internal capability, then outsource to specialist,
18 M Internal Manager may be required to assist the smooth transition of
to which they are attached. Also query on pension scheme Group reporting through the Steering Group or Director
the service and, individuals involved.
arrangements
Steering Group have to be aware of any Risks, Issues and If slippage goes beyond the latest dates for activity,
Project timetable moves due to unforeseen delays, or actions on which to base their recommendations or published in the Business Case, a decision to delay
Steering
19 extension of time allowed for evaluation and final bid details M Internal decisions, inlcuding any slippage to the procurement the Contract start date/ extend the procurement
Group
to be in place to agree a Contract Award timetable and impact that may have on the final timing of term must be taken. Consequences are that the
awarding a new Contract. existing Contractors will expect due notice
Financial benefits of working within a joint arrangement are Results from specialists WYGE do not gice sufficient Strategic Go to individual procurement; ensure existing
20 not approved by the Cabinets as suffiecient to warrant a M Internal confidence to Councils that the Governance arrangements Overview systems can be maintained to offer a similar service
partnership will bring the anticipated rewards Group to that currently in place
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