South Tyne And Wear: Eliminating Landfill
In 2007 Gateshead, South Tyneside and Sunderland councils agreed a Joint waste strategy and committed to a 25 year South Tyne and Wear waste management partnership.
Their aim was both to make significant savings, and to reduce the amount of waste going to landfill.
As one of the leaders explained:
“We needed the three authorities to co-operate to make the investment worthwhile. We had to make the contract large enough to entice an international contractor.”
The scheme attracted PFI funding from DEFRA and took several years of preparation before the contract went live when SUEZ was appointed as the private sector contractor.
The partnership is on track to achieve its objectives. As one of the leaders proclaimed:
“Touch wood, the contract is running like clockwork. We are landfilling nothing. Eight years ago it was over 70%. If we didn’t do what we have done we would have expected to spend 1.9 billion over 25 years, now we expect to spend 1.6 billion.”
KEY LEADERSHIP ACTIONS
Encouraging mutual trust by:
Building on existing positive relationships. The key people who set up the project had known each other for many years: two were even at college together. All of them stressed the importance of having strong positive relationships and mutual trust. As one project leader commented: “It is like a good marriage. We work in a very transparent way.” And another: “It’s important to have strong characters in the team, people that can work together, can bond, almost a ‘bro-mance’.”
Picking the right partners Initial discussions were held with five authorities, but it was decided to proceed with just three partners. As one leader commented: “Three partners is manageable. Five would have been difficult. You run at the pace of the slowest.” Another observed: “You have to make sure the drive is there”.
Agreeing shared strategies by:
Developing a robust plan As one leader explained: “It is important to get the details right.” And another: “We spent a lot of time, probably 3 years, planning. It’s been crucial. We spent a lot of time thinking before doing. Long sleepless nights sometimes”.
Learning from elsewhere As part of the planning the partnership leaders studied waste management processes in many different locations in the UK and abroad. They also bought in additional expertise to assist in the planning process. “It was expensive but had the benefit of bringing in experience from elsewhere.” Their contractor, Paris-based SUEZ, also brought in learning from across Europe. The leaders continue to learn by bringing in people from private sector, by talking to other authorities, and by working with WRAP (the Waste and Resources Action Programme).
Ensuring politicians’ commitment The leaders spent a lot of time convincing politicians to support the scheme. As one described: “We needed to talk about tough issues. We needed members on board. Sometimes we stalled and stuttered but there was the political will to find a solution.”
Agreeing clear strategic objectives The three authorities’ joint waste strategy was critical. As one of the leaders explained: “We had a very strategic objective and we did everything we could to make it work.” Another recommended: “You need to have a vision. Set it early, cast it in stone.”
Being flexible, making compromises As one leader explained: “We didn’t go in with pre-conceived ideas.” And another: “There were winners and losers: what different authorities invest and what benefits they get. But it wouldn’t work without all three.”
Delivering results by:
Creating an effective joint delivery system and governance Gateshead Council set up the core team to run the project. And a joint executive committee of members, that meets regularly, was created to oversee implementation.
Gaining sufficient resources The scheme attracted £73million from DEFRA.
Working positively with the contractor Finding the right contractor was important, then working positively with them. As one leader described: “When we encounter issues, we ask ourselves: is there a better way to achieve this in the spirit of the contract?”
Being passionate and committed Being determined and tenacious, dealing with all the barriers and constraints, was critical. As one leader observed: “You have got to have people in each authority who are happy to drive the innovation, and who are prepared to take the bumps along the way. The lead officer has the drive and passion.”
Ensure continuity when key leaders leave Two of the original council leads have now retired. But, as the remaining original leader describes: “We survived them leaving because we have strong continuing relationship with their councils. Others have moved up. There has been enough depth of knowledge in the local authorities to ensure the partnership continues.”
CHALLENGES
Organisational churn. In all three authorities there have been many changes in senior management so partnership leaders have needed to re-promote the benefits of a joint approach.
Opposition from local residents There was considerable opposition to several proposed sites for the new waste facility. “Lots of people turned up at the council committee meeting. Someone brought a live rat in a cage and threatened to release it.” The leaders had to find positive ways of working with concerned residents.
Changing context Given the contract is for 25 years, the partnership needed to be flexible enough to cope with significant changes in the context. For example, currently the market for recycling has reduced dramatically, and electricity prices did not go up as predicted. With Brexit councils will not be subject to EU rules on waste management, and the Government’s new waste strategy has not yet been announced in detail. Waste technology also changes, and there are likely to be unanticipated extra costs and opportunities.
Capacity issues. Reduced council capacity is a major issue. As one leader observed: “Some councils feel that they are being hollowed out”. And the councils have had difficulty in recruiting both waste professionals and waste operatives: “It’s not a particularly sexy industry, and the salaries that local authorities offer can be an issue”. And with tight budgets there is little time for developing skills: “If all our staff are working at 900 miles an hour it is hard for them to have time to go on training courses”.
Different systems in the different authorities “All the authorities have slightly different views and slightly different systems. One of the biggest blocks is ICT systems. In terms of local authorities moving forward there has to be much more standardisation of systems, particularly back office systems.”
Uncertainty about future finances “We don’t yet know what money local authorities are going to get for the future. I don’t think we have got many holes that we haven’t dug yet.”
THE FUTURE
The partnership wants to develop even more integrated working across the three authorities.
“We are starting to have a look at customer management systems, charging structures, policy on vehicle sizes. So in two or three years will be able to align the back office which then allows the front office to become more aligned.”
ADVICE FOR OTHERS
Leaders of the partners are strong advocates of the importance of planning.
“It’s critical to spend the time planning what going to do. If you fail to plan you fail to deliver.”
For more details contact: andrew.whittacher@southtyneside.gov.uk
This case study was developed from interviews in spring 2017 and late 2019.
