the borough, city and county councils of caerphilly ... gwyrdd joint comm… · members on 16 th...

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Partnership of Councils Supporting partner

THE BOROUGH, CITY AND COUNTY COUNCILS OF CAERPHILLY , CARDIFF, MONMOUTHSHIRE, NEWPORT AND THE VALE OF GLAMORGAN

PROSIECT GWYRDD JOINT COMMITTEE:

REF: 05/10/JC DATE: 20/09/2010

STAKEHOLDER ENGAGEMENT STRATEGY UPDATE – ISOS STAGE REPORT OF: SENIOR RESPONSIBLE OFFICER

AGENDA ITEM: 7

PORTFOLIO: 1. PURPOSE OF REPORT

1.1 The purpose of this report is to seek Members approval of:

• the Stakeholder Engagement Strategy, which incorporates comments provided by the Prosiect Gwyrdd Joint Scrutiny Panel;

• of the Communications Plan for Invitation to Submit Outline Solutions (ISOS) stage of the procurement;

2. BACKGROUND 2.1 The Municipal Residual Waste Treatment – Procurement reports issued to Councils

in June and July 2009 outlined proposals for stakeholder engagement relating to Prosiect Gwyrdd. The Officer Steering Group (at that time) considered the proposals and approved a forward stakeholder engagement plan and consultation to commence.

2.2 A consultation exercise has been completed and the findings were submitted to

Members on 16th December 2009, under agenda Item 7. 2.3 The basic principles on how the Project will ‘information share’ and engage with the

public has been discussed and approved through the various report cycles. The Stakeholder Engagement Strategy, (Appendix A) outlines in detail the communication mechanisms, how the communication will be monitored, and ensures the stakeholders with ‘high influence and high interest’ are given as much access to information as possible. The strategy was presented to members in draft form earlier

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this year and is now seeking final approval following review and comments provided by the Joint Scrutiny Panel.

2.4 The following are the comments received from the Joint Scrutiny Panel and included

within the strategy:

“Public scrutiny is an essential part of ensuring that Prosiect Gwyrdd remains effective and accountable.

Arrangements have therefore been introduced to provide an opportunity for non executive (or “back bench”) members to review and challenge key decisions taken by the Joint Committee and Project Board, which will assist the project going forward.

These arrangements commenced in December 2009, when councillors from the five authorities met with representatives of Prosiect Gwyrdd to share views on the evaluation criteria which would be used in the procurement process.

Following this early involvement, more formal arrangements were put in place and a Joint Scrutiny Panel established. The Panel has met on a number of occasions.

The Panel is made up of scrutiny members from the five authorities who form Prosiect Gwyrdd and is supported by scrutiny officers from each authority. Officers from Prosiect Gwyrdd also assist the Panel by offering technical advice and responding to members’ questions about the project.

Scrutiny officers from the five authorities are currently working on a work programme to help identify opportunities for further scrutiny, which will assist the project and add value as Prosiect Gwyrdd moves forward.”

3. COMMUNICATIONS PLAN – APPENDIX B 3.1 The Communications Plan for the ISOS stage of the procurement is attached at

Appendix B. The dates outlined are based on the current procurement timetable. However, given the nature of the procurement there is always risk that some dates may need to change slightly. It is therefore proposed that the finalisation of dates be delegated to the Senior Responsible Officer (SRO).

3.2 The attached plan provides an overview of the sequence of events that will occur

following consideration of the select list by the Joint Committee at its meeting in November/December 2010. A more detailed plan will be prepared and presented to members for consideration at the next meeting.

4. FINANCIAL IMPLICATIONS

4.1 The current Project Budget includes an allocation of £171,385 to support Stakeholder

Engagement and Communication activities. At this stage this budget is considered adequate to meet the immediate activities set-out in the attached Stakeholder Engagement strategy.

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4.2 In line with the joint Working Agreement (JWA), the Joint Committee is responsible for reviewing and preparing the annual budget. The level of resources available to support the Stakeholder Engagement Strategy will be reviewed as part of this process. If during this review an increase in resources is identified, then this will need to be met from within the overall Project Budget in order to eliminate the need to seek additional financial support from partnering authorities.

4.3 The events detailed in Appendix B – Communications Plan for ISOS fall within the

2010 -11 Financial Year. A specific budget of £15,000 is available for Stakeholder engagement in 2010 -11 and this considered to be adequate to meet the activities identified at this time.

5. LEGAL IMPLICATIONS 5.1 Members should note that any communication strategy/plan should be carried out in

accordance with procurement legislation. Details of any shortlist won’t be known until the Project Team has carried out evaluation of the ISOS submissions in accordance with the evaluation criteria and methodology set out in the ITPD. The purpose of the Stakeholder Engagement Strategy and the Communication Plans that are developed from the same is to provide information on the project. It is not a consultation exercise.

5.2 As Members will be aware details of the solution ultimately chosen by the authorities

(including the specific site) will not be known until the selection of the preferred bidder (Summer 2012).

6. RECOMMENDATIONS 6.1 That Members approve the Stakeholder Engagement Strategy attached at Appendix

A, which incorporates comments provided by the Prosiect Gwyrdd Joint Scrutiny Panel.

6.2 To approve the principles set out in the Communications Plan for the ISOS stage of

the procurement, attached at Appendix B. 6.3 To delegate the finalisation of dates within the Communications Plan to the SRO

(Senior Responsible Officer). Stephen Davison Senior Responsible Officer – Prosiect Gwyrdd 13th September 2010

Attachments:

Appendix A: Stakeholder Engagement Strategy Appendix B: Communications Plan for ISOS

Ref: Issue: Final 13.09.10 Process Owner: Tara King Authorisation: Page 1 of 30

Appendix A - Stakeholder Engagement Strategy

Prosiect Gwyrdd Stakeholder Engagement Strategy for Prosiect Gwyrdd

September 2010


Communications Strategy

1. Introduction

2. Situational Analysis – Key messages identified through SWOT analysis

3. Aims and Objectives

4. Target Audience

5. Communication Methods

6. Budget

7. Monitoring and Evaluation explained

Appendix 1. Internal Communications Protocol

Appendix 2. Media Protocol

Appendix 3. Matrix


1. Introduction

• Caerphilly, Cardiff, Monmouthshire, Newport and the Vale of Glamorgan have joined together to deliver the best environmental, cost effective and practical solution to residual waste after recycling and composting has been maximised in each area.

• Prosiect Gwyrdd is technology neutral and will be looking at all technology options that bid for this contract. All bids made will be scored against an agreed ‘Evaluation Criteria’ involving environmental impacts, sustainability, service delivery, cost and value for money.

• A detailed Outline Business Case (OBC) for the partnership has been prepared and submitted to the Welsh Assembly Government (WAG). The OBC confirms that the marketplace can provide a solution which meets the partnership’s requirements i.e. the project is ‘Deliverable’.

• WAG approved the OBC in January 2009 and if all conditions are met will be financially contributing £9.1M per year (£227M over the 25 years) to the future gate fee of the waste treatment facility.

• Two reports were submitted to each of the partner Authorities Executive/Cabinet and Full Council, the latest gaining permission to move forward to procurement. The report was approved by each authority during June/July 2009.

• All engagement with the public and key stakeholders will need to be in line with procurement legislation.

The implementation of sustainable waste management projects is complex, and sensitive, often because these facilities are seen as unwanted neighbours. In order to overcome this, the communication strategy/plan is essential to develop dialogue on this issue, ensuring that the public and key stakeholder are kept up to date, as best as possible and within budget with accurate information. Information will be communicated through a variety of methods, so that the public and key stakeholders understand the options available and are engaged in the process. The National Perspective The National Waste Strategy for Wales, ‘Wise about Waste’, identifies waste management policies and targets and actions to meet them. Primary targets identified are:

• Reducing the amount of waste produced by public bodies • Minimum recycling and composting targets for each local authority • Improving the segregation of hazardous household waste


Secondary targets for waste in Wales include:

• Stabilisation and reduction of household waste • Encouraging businesses to join the public sector in creating waste

minimisation targets • Diverting waste, particularly biodegradable waste from landfill • Reducing the amount of hazardous waste produced • Reuse and recycle construction and demolition waste as much as

possible The WAG Waste Strategy was then revised and consulted on in April 2009 the central focus on cutting direct and indirect emissions of greenhouse gases, which included the area of ‘resource use’ and ‘waste’. The disposal of solid waste straight to landfill produces methane. Methane is 23 times more potent than carbon dioxide as a greenhouse gas. Two key milestones have been proposed by the WAG:

2025: High recycling and landfill Diversion • Recycling rate of at least 70% across all sectors • Promoting ‘Closed loop recycling’ systems • Generation of renewable energy through bio waste, through the

promotion of anaerobic digestion. • Residual waste will be phased out of landfill towards high efficiency

energy from waste plants. Limits on energy from waste will be set. 2050: Designing out waste

• Reduce our share of Wales’ ecological footprint to ‘One Wales, One

Planet’ levels by 2050, requiring substantial reductions in waste, with targets proposed.

• Produce no waste in the long term by designing products with waste prevention in mind.

Specific targets have been set for landfill diversion and recycling and composting rates until 2025. These are:

2009/10 – 40% (15% - composting, not food specific) 2012/13 – 52% (12% is a food specific target) 2015/16 – 58% (14% is a food specific target) 2019/20 – 64% (16% is a food specific target) 2019/20 – 10% maximum to be disposed to landfill 2024/25 – 65/70% (18% is a food specific target) 2024/25 – 5 % maximum to be disposed to landfill 150kg maximum residual waste per person per annum by 2024/25


Each authority is striving to meet these targets, with the 2009/10 target (40%) already being met in each authority. A solution has to be found to residual waste, after the 65/70% target is met. So why do we need facilities for residual waste? ‘We have relied on sending our waste to landfill for many years. We now need to find other options for our waste and fast! In order to meet our targets to stop sending waste to landfill, we need to start to use other facilities right away. It is estimated that 600 waste treatment facilities will need to be operational by 2010 so that Wales can meet its obligations under the EU Landfill Directive (1999/31/EC). At the moment only around 250 facilities are in place. Considering that new facilities will need to be designed, planned and built, the clock is definitely ticking!’ Source: Waste Awareness Wales.

So why are we communicating with key stakeholders on this project?

• The way waste is managed in Wales and the UK has to change. EU legislation restricts the amount of waste that can be sent to landfill. This message has to be communicated constantly and effectively, so that consumers can do all they can to recycle and compost as much of their waste as possible and reduce the amount of residual waste produced.

• The public have to be engaged so they understand the need for change. Disposal of residual waste to landfill is no longer environmentally or economically viable. It has to be communicated that residual waste treatment facilities are common place in other parts of the world and work together with high recycling and composting rates. It is essential that the project communicates on the options available, based on a technology neutral procurement, so that context can be given and ‘myths’ and ‘scaremongering’ over certain solutions can be minimised.

• To explain all the strengths and opportunities of the project, outlined in this plan while educating about the perceived problems related to the technology options.

2. Situational Analysis – Key messages through SWOT (Strengths, Weaknesses, Opportunities and Threats) Background

• The OJEU notice was issued in November 2009. Refer to Project Plan.

• The project aims to open a waste treatment facility which is operational by 2016 to ensure fines under the landfill allowance scheme are minimised.


• The key drivers are to work with Central Government and the WAG to take action against climate change, reduce methane emissions by moving away from the reliance on landfill. A low carbon waste treatment facility or facilities will reduce the impact of fines and develop a sustainable solution to waste after recycling and composting has been maximised in each area.

• The Project held a stakeholder day, where key stakeholders were invited to discuss their views on priorities in relation to the Evaluation Criteria.

• A questionnaire was produced to gauge the public’s views on their priorities relating to the Evaluation Criteria. Results were then presented to the Joint Committee for consideration as part of the wider process for setting the formal Evaluation Criteria and Weightings for the procurement.

• The Communications Plans for this project will mirror each phase of the procurement process, so that there is effective and timely engagement to support the procurement process as it develops.

Strengths • The Project is technology neutral, looking at a low carbon impact

solution(s) to deliver a treatment technology to manage residual waste in the 5 local authority areas.

• Developing a sustainable solution to residual waste in South East Wales. To put the partnership in context, the combined municipal waste of the 5 authorities makes up approximately 40% of the total municipal waste in Wales.

• The Project has demonstrated that it is deliverable and in doing so has secured considerable funding from the WAG (25% of the potential gate fee over the 25 year life of the contract). In addition, the WAG has approved approximately £1m towards the cost of the procurement.

• Residual waste treatment facilities are far more efficient in recovering energy compared to the collection of methane from landfill. Although there will always be a need to send small amounts of waste to landfill, methane emissions will reduce significantly.

• EU Landfill Diversion Targets ensure that it is no longer environmentally or economically possible to continue to bury valuable resources in landfill. Landfill tax is increasing by £8 a tonne each year and infraction fines (where applicable) will increase the cost of landfill further, therefore, an alternative solution to landfill has to be found.

• Prosiect Gwyrdd’s objective is to provide best value for the tax payer and by working together the project will benefit from economies of scale, shared procurement costs and the ‘pooling’ of resources from five Councils.

• Prior to the project moving to procurement, there has been positive interest in the market, shown through planning applications coming


forward, offering a variety of technical options before the project moved to procurement.

• Providing an optional site will increase competition in the market by allowing those bidders that do not have a site of their own to bid for the contract.

Weaknesses

• Public perception of technology choice - the project undertook an

Option Appraisal of various technologies as part of its OBC. Energy from Waste ranked as the best option in-light of the key criteria (WAG endorsed) that was applied. This technology is not the chosen technology, though public perception could interpret otherwise.

• The WAG has been technology specific when issuing their revised policy. Anaerobic Digestion for food waste and highly efficient energy from waste plants for residual waste are the preferred technology choices.

• Some environmental pressure groups are campaigning for particular technologies whilst others are campaigning against all forms of thermal treatment. They are also proposing an alternate environmental model to Waste and Resources Assessment Tool for the Environment (WRATE), the ‘Eunomia Model’, which gives different outcomes to WRATE.

• The potential criticism that the project is over-sized. The project will be discussing third party waste with bidders as part of the competitive dialogue process and in-line with the published OJEU notice.

• There are some concerns over the level of sales possible for recycled products that are separated through residual waste treatment facilities.

• Scientific research on the effects on human health for some forms of residual waste treatment is inconclusive, fuelling controversy and debate among academics, lobbying organisations and interested parties. Recent research has been carried out by the Health Protection Agency, but as this is a Government related agency, there still may be scepticism over the findings.

Opportunities

• To explain that the way waste is managed has to change and to

continue to promote waste minimisation, recycling and composting and the waste strategy for each local authority. This will give each of the partners a further opportunity to sell their waste strategy and how they aim to achieve the targets ahead of Prosiect Gwyrdd.

• To inform the public and key stakeholders that regardless of the final technology or site chosen, the facility will operate under strict environmental regulation through the planning and licensing process.


• To provide a balanced waste treatment debate as we start the procurement on a technology neutral basis. Opportunity to explain the technologies in detail, providing information and facts on the various options.

• Exact waste flows are very difficult to predict, as they are influenced by many varying factors. The opportunity to discuss additional capacity for non hazardous waste not only will benefit the tax payer by lower cost but can be used to balance the exact waste flows, as it is expected that the Project will secure a minimum level of capacity from the facility.

• As Prosiect Gwyrdd publicises the need and cost of residual waste management facilities, it may act as an added incentive for the public to recycle and compost their waste through Council schemes.

• To increase inward investment and job creation both in construction and operation.

• The opportunity to provide cheap heat and energy to industrial or domestic properties located within the proximity of the facility.

• To change public perception of waste from a perceived problem into a resource.

• No one likes change. The way waste is managed is changing dramatically, the public need to be educated about this change and the options available for sustainable practices in the future.

Threats

• As the partnership will only be dealing with the remaining 30% of waste after recycling and composting has been maximised, each of the partners need to show how they will meet the 65/70% target by 2025, to ease unrest and counter the claim that the project will act as a disincentive to recycling and composting efforts.

• Acceptability of the final solution and its location. The majority of people accept that waste facilities have to be built but no one wants them on their doorstep (NIMBY factor). The project and chosen bidder will work with local residents and communities to address their concerns.

• A number of planning applications came forward before procurement started, which created speculation that a choice had already been made.

• Please refer to the Project Risk Matrix for details of key risks (Threats) identified by the project.

3. Aims and Objectives Aim


• To develop a Communications plan to support the delivery of a waste treatment facility that is operational by 2016.

Objectives

• To support landfill diversion targets set by Government. • To engage with Environmental Pressure Groups and key

stakeholders on the Evaluation Criteria. • To engage with the public/politicians on their priorities relating to the

Evaluation Criteria. • To engage with the public and key stakeholders to support the

procurement with the communications mechanisms outlined in this document about the need to develop the waste infrastructure to deal with residual waste. Monitoring and evaluation will be demonstrated at the end of each process.

• To make it clear the project is adhering to the waste management hierarchy set by Government. Reduce, reuse, recycle and compost, recover value for what cannot be recycled or composted and lastly dispose to landfill. All authorities are striving to meet the challenging recycling and composting targets ahead of us.

• To reduce public anxiety about residual waste treatment facilities. • To engage with the media and communities with a balanced waste

treatment debate through the early stages of the procurement, while developing the last two phases of the forward plan to support the procurement process/decision.

• To develop specific communications campaigns for residents living in close proximity of potential sites towards the latter stages of the procurement.

4. Target Audience

High Influence/High interest

• Statutory bodies, Welsh Local Government Agency, Environment

Agency and Countryside Council Wales • Waste Awareness Wales, Chartered Institute for Waste

Management • Regional Focus Group • Sustainability Officers from WAG • All councillors in the five authority areas • Cabinet/Executive members part of the Joint Committee, who in

turn cascade information back to their Cabinet/Executive at each Council

• MP’s and AM’s representing areas where sites are known to the partnership

• Policy officers at WAG that oversee the criteria for funding • Recycling Education Managers at each authority • The Project Team


• Joint Scrutiny Panel • The communities living in close proximity to the optional site • Community First groups in each authority surrounding any potential

site • Established community/resident groups surrounding potential

private sites • Residents living in close proximity to any site is being considered

for the procurement, as it progresses • Anyone who makes an enquiry to the partnership • Environmental Pressure Groups e.g. Friends of the Earth

High influence/low interest

• The media • Staff working at the 5 authorities

Low Influence, high interest

• No stakeholders identified at this time

Low influence/low interest

• Wider general public in Wales i.e. those that are not in close proximity to sites being considered

5. Communications Methods Pre Procurement Stage

• Established a brand and a mission statement for the partnership. • Produced a website, www.prosiectgwyrdd.co.uk to inform all

stakeholders of the aim of the partnership and the options available. • Established contact details on the website with an email address,

[email protected], so that the Project Board can be contacted at all times.

• Developed the latest ‘news’ section of the website to ensure that the Members Steering Group/Joint Committee minutes, latest press releases and briefings on waste flows and the process of selecting the optional site.

• Developed an Internal Communications Protocol for [email protected], to ensure that anyone emailing the Project Board through this email address is responded to in the agreed timescale, and all correspondence is saved and categorised for future reference. Please see Appendix 1.1.

• Developed a media protocol to ensure that engagement with the media is controlled at all times. Please see Appendix 1.2.


• Started engaging with the media with a series of press releases, making it clear that the 5 authorities for this purpose are Prosiect Gwyrdd - Started to establish partnership identity achieving balanced media coverage, making it clear that the project is technology neutral and is looking at all available technologies that bid for this contract.

• Ensured that updates on the partnership were communicated effectively through each local authority’s internal communication mechanisms, Council newspaper or magazine, staff inbox, briefings, internet and intranet.

• Designed and produced a 3 x 4 M exhibition board with Prosiect Gwyrdd imagery, branding and campaign statement to be used as a backdrop to a committee in any stakeholder engagement event or public meeting.

• Produced a folder with Prosiect Gwyrdd imagery and branding to be used at events and for media packs.

• Internal Information briefings were offered to politicians as the report cycle went through each authority to explain the technologies in more detail.

• Provided Friends of the Earth the opportunity to present their viewpoint at scrutiny committee(s).

• Held a public meeting near to Tatton Road in Newport and invited all residents and businesses living in a one mile radius to the site. The public meeting was held to announce that Tatton Road has been chosen as the publicly owned optional site for the partnership. Following feedback at the meeting, two briefing papers were produced, one showing the types of waste that will make up the 30/35% of waste that the project will be treating and an overview of how Tatton Road was chosen. These documents have been published on the Prosiect Gwyrdd website.

• Carried out a Stakeholder Day with key stakeholders on the Evaluation Criteria.

Procurement Stage External

• Consultation Questions Objective: To carry out consultation with the public in all 5 authorities, to gauge the views of local Councillors for each authority and AM’s and MP’s surrounding any potential site known to the partnership on elements of the Evaluation Criteria that are not set or a ‘given’ either by law or a decision that has been made by the Councils. This information has been presented to the Joint Committee when the Evaluation Criteria was agreed. Input

15,000 postal surveys delivered at random across the 5 authorities and an email survey to all councillors in each


Council and AM’s and MP’s surrounding any potential site that is known to the partnership. The survey asked the public their opinion of aspects of the evaluation criteria that are not set by law or a decision that has been made by the Councils, these elements included technical, environmental and social responsibility issues.

Outcome

Received public opinion on the ‘publics’ priorities relating to these issues. These were then presented to the Joint Committee for their consideration when approving/amending the final Evaluation Criteria.

Impact

Statistically sound data was presented to the Joint Committee when approving the Evaluation Criteria (JC Report 16/12/09 – Agenda item 7.)

• Controlled proactive media engagement for key regio nal media

through the procurement stages. Objective: To ensure that the media are fully informed of the partnerships developments through proactive media relations. An options paper for proactive media engagement will be produced for the Joint Committee at each stage of the procurement process. This will involve controlled media briefings with key regional media organisations, broadcast interview opportunities in both English and Welsh and at later stages press conferences. The key regional press organisations that will receive briefings are Media Wales and the South Wales Argus. Press releases will be targeted to national, local and specialist press including: • BBC Wales (broadcast) • Press Association • BBC Radio Wales • BBC Online • ITV Wales • Barry and District News • Penarth Times • Glamorgan Gem • Monmouthshire Beacon • Red Dragon FM • Real Radio • Specialist press, Letsrecycle.com, Recycling and Waste World, Materials

Recycling Weekly, CIWM As further sites become identified – any additional local media organisations will be identified in these areas and proactive media engagement will be used. Input Regional media briefings, interview opportunities for the media,


amount of media targeted with press releases and press conferences during the later stages of the procurement.

Outcome Giving the media the opportunity to engage with key members of the Project Team, giving the opportunity for interaction to ensure issues are clearly explained and questions can be answered.

Impact Amount of balanced coverage received. • Use of reactive media relations Objective: To ensure the media are responded to correctly, when enquiries are received from the media. A media protocol is in place (Appendix 1.2) to respond to media enquiries. The protocol explains a process under each scenario, to ensure all reactive media relations are agreed by the Project Management and the local authority where the enquiry originated from. Input Amount of enquiries received from the media at each stage of

the procurement. Outcome

Ensuring that all responses to the media are approved through the media protocol.

Impact Media are responded to with approved responses - amount of balanced coverage received.

• High level discussion between the Project and Envir onmental

Interest Groups/individuals (EIG) Input TBC by Project Manager. Outcome Ibid. Impact Ibid. • Carry out site specific communication and support f or the optional

site:

Objective: To engage with the public living within close proximity of the optional site throughout the procurement process. Residents and businesses living within close proximity of the optional site have been written to, giving details of the website and invited to a public meeting to announce that Tatton Road has been chosen as the publicly owned optional site for the partnership. When the project is aware of the interest on this site, specific communication plans will be produced using the communication mechanisms outlined in this document. Nash Community Council, has been identified as the key community contact for the area and these details have been added to the stakeholder database. Amount of newsletters/briefings distributed, number of public


Input meetings held, amount of emails received and responded to through [email protected] in the agreed timescales.

Outcome

Keeping residents and interested parties living within a one mile radius of the optional site informed of the project and developments.

Impact

Monitoring verbal and written feedback from events, amount of enquiries responded through [email protected] in the agreed timescales.

• Regional Focus Group Objective: To create a regional focus group representing approximately 10 residents from each local authority area. 50 residents have been contacted by the Consultation Officers at each authority, using established consultation forums. The forums include waste, business, younger persons, older person’s forums and citizens panels. These mechanisms differ in each authority. Regional Focus Group meetings will take place two to three times a year to give information on the procurement process, giving the opportunity for debate and providing the expertise to answer questions from the group. Input

Setting up the Regional Focus Group- of approximately 50 people from the 5 authority areas. Number of meetings, content of presentations/discussion.

Outcome

Developing the knowledge and understanding of waste issues and the role of local authorities to develop waste infrastructure to treat waste after recycling and composting has been maximised in each area. The focus group will provide information on decisions that are made during the procurement, instigating debate and providing expertise to answer questions from the group.

Impact Increasing knowledge and understanding, monitored through attendance, verbal feedback and feedback forms distributed after each meeting. A monitoring report will be produced after each Regional Focus Group meeting and sent to Project Management.

• Joint Scrutiny Committee Objective: To develop a forum for Scrutiny representatives from each authority to engage with the Project as the procurement develops. The Joint Scrutiny Committee has been established. This mechanism is independently financed and independently run from the project. The terms of reference for the Scrutiny Committee has been determined by the committee themselves.


Public scrutiny is an essential part of ensuring that Prosiect Gwyrdd remains effective and accountable. Arrangements have therefore been introduced to provide an opportunity for non executive (or “back bench”) members to review and challenge key decisions taken by the Joint Committee and Project Board, which will assist the project going forward. These arrangements commenced in December 2009, when councillors from the five authorities met with representatives of Prosiect Gwyrdd to share views on the evaluation criteria which would be used in the procurement process. Following this early involvement, more formal arrangements were put in place and a Joint Scrutiny Panel established. The Panel has met on a number of occasions. The Panel is made up of scrutiny members from the five authorities who form Prosiect Gwyrdd and is supported by scrutiny officers from each authority. Officers from Prosiect Gwyrdd also assist the Panel by offering technical advice and responding to members’ questions about the project. Scrutiny officers from the five authorities are currently working on a work programme to help identify opportunities for further scrutiny, which will assist the project and add value as Prosiect Gwyrdd moves forward. The Scrutiny Panel is currently chaired by Councillor Chris Williams from the Vale of Glamorgan. • To continue to develop www.prosiectgwyrdd.co.uk Objective: To continue to update the website with up to date information on the procurement as information becomes available, showing all press releases and agendas/minutes from Joint Committee meetings. Information will be given at each stage of the procurement, advertising roadshows and public meetings as the communication plan develops. Input

Continuing to develop the website to ensure that up to date and available information is available and accessible for the public and stakeholders.

Outcome Continuing to inform the public and stakeholders of the developments through the procurement process.

Impact Monitoring hit rates on the website, throughout the procurement process and monitoring any verbal or formal feedback given on the website.

• To deliver a series of roadshows, through various s tages of the

procurement, in strategically chosen areas.


Objective: To deliver an information service for the general public and interact with them with the debate on the future solutions to residual waste in the PG area. Roadshows will also be attended by waste strategy officers in each authority, to explain to the public about local recycling schemes and the strategy to achieve the challenging recycling and composting targets set by the WAG. Roadshows are mobile and able to be used to target information to specific areas while providing the expertise to answer questions from the public/stakeholders. Roadshows will be held over the entire length of the procurement but during the later stages, this mechanism will be replaced with public meetings. Phase 1 : One roadshow in each authority area will be carried out during November 2009, Introducing Prosiect Gwyrdd. Phase 2 : One roadshow in each authority in Feb/March 2010 - To continue to introduce the partnership and the options available. Phase 3 : Three roadshows will be held in each local authority area to inform the public of the select list of companies following the PQQ evaluation process. Phase 4 : Further roadshows will be held in each of the areas to support the ISDS Shortlist. Phase 5 : Roadshows to support the preferred bidder and technology when this information is announced. Working with the chosen contractor, this mechanism will be used to support the chosen site/technology. In most instances exhibition caravans will be used for road shows, as they are mobile can be used both in areas of high footfall and to deliver specific information to specific communities. It is important that the public are made aware of the need for change in Waste Management during each stage of the roadshows. Working with the waste strategy department in each authority, the public will be informed about the entire change in waste management, with each authority publicising their recycling and composting schemes and how they are striving to meet the challenging WAG targets, with Prosiect Gwyrdd staff informing of the need for waste treatment facilities to manage the remaining 65/70% of the waste stream. The work of Prosiect Gwyrdd may act as an added incentive for people to recycle and compost their waste and minimise the amount of residual waste they produce. A 1 boards will be produced to inform the public and support the decisions made during the procurement, as sites and technologies become identified. Input Number of road shows, content of information boards, quality

of staff delivering the information. Outcome Increased understanding for members of the public across

the 5 areas on the aims and options available when dealing with residual waste. Through the later stages of the procurement, roadshows will specifically target identified


sites. Impact Number of people that attend the roadshows, monitoring

feedback through verbal and written comments to see if the roadshows have increased the public’s knowledge of ‘Prosiect Gwyrdd’, giving relevant information as the procurement develops and ensuring that all information requested by the public thereafter is responded to in the agreed timescales. (Email or address contact details will need to be provided through the feedback form). A monitoring report will be produced after each phase of roadshows.

• Continue to Develop the Stakeholder Database Objective: To ensure that there is a communication link with all stakeholders outlined through the stakeholder mapping, which will continue to evolve as sites become known. Information briefings/newsletters will be sent to all identified stakeholders as part of the specific communications plan for each stage. The database is in place and interested parties will continue to be added as the procurement develops. This will continue to change, as sites and technologies are identified. Input

Continuing to expand the database with email details of interested parties as sites are identified through the procurement process.

Outcome

Ensuring that key stakeholders, community leaders and elected members are informed of stakeholder events that will be held in each area. A stakeholder database has been set up carrying out stakeholder mapping exercises on sites that are known to the partnership. The database will continue to change/adapt as decisions are made during the procurement.

Impact Monitoring that the database is kept up to date and briefings that are sent to stakeholders, advertising stakeholder events are sent to the correct people.

• Producing Briefings/E-Newsletters. Objective: To give all stakeholders identified through the plan regular updates on the partnership, advertising stakeholder events through the various stages of the procurement. The newsletter/briefing content will be sent to all Lead Officers and Communications/Media Managers in a reasonable time before it is sent out to all stakeholders and published on www.prosiectgwyrdd.co.uk. This will give each of the partners the opportunity to review the content before it is released.


Input Amount of newsletters sent, the quality of the content given. Outcome Ensuring that all stakeholders are kept informed of the

procurement through the newsletter/briefings. This will also be published on [email protected] and sent to the Communications Sub Group so that internal communication channels can be utilised.

Impact Giving updates on the procurement monitored through the amount of newsletters/briefings sent and any comments received from stakeholders via email.

• Ensuring that all stakeholders that request informa tion through

[email protected] are replied to and all correspondence is saved and recorded for future reference.

Monitoring the email every day, to ensure that all emails received are responded to, recorded and saved, according to the Internal Communications Protocol. Please refer to Appendix 1.2 Input Ensuring that all correspondence received by the partnership

is responded to, saved and archived for future reference. Outcome Giving information to all those who enquire to Prosiect

Gwyrdd. Impact Through the archiving procedure, the correspondence will be

monitored to strive to respond within the 28 day period which is Local Authority Best Practice. If and when this target is not met, an explanation will be given explaining the reasons why.

• Resident meeting(s) surrounding the chosen site(s) Objective: To engage with the public/businesses within a one mile radius of the chosen site(s) to give information on the proposal and reduce anxiety. Invites to these resident meetings will be sent out by direct mail to residents’ properties and supported with other communication mechanisms and advertising. This part of the Strategy will need to be delivered in consultation with the Preferred Bidder.

• Independent chairman needed. • Display panels will be shown with all the A1 boards that have been

produced for the roadshows showing the various stages of the procurement.

• Key spokespeople will need to be available to discuss the chosen technology with the expertise available to answer questions on all issues relating to the project.

The frequency of the public meetings will be determined by need and can be used in conjunction with roadshows to give available information to the public living in this area.

Input Ensuring that all public meetings are widely advertised


through all available channels and using direct mail to make the meetings as accessible as possible. Ensuring that all of the information boards used throughout the procurement process are on display for the public to view.

Outcome Giving all those who have an interest in the proposal the opportunity to attend and address their questions to the Project Team.

Impact Monitoring how accessible the meeting is through the attendance figure. Ensuring that all information boards are accessible to the audience. Monitoring verbal and written feedback on the information given from those who attend. As this is a waste treatment project, and this mechanism is site specific public feedback will be difficult to monitor as waste facilities are seen as unwanted neighbours.

Internal • High level discussion between PM and WAG This mechanism has been in place from the beginning of the project. These discussions/negotiations take place with various departments involving planning, waste management and valuation. Partnership UK (PUK) is part of the Project Team, which act as a direct link between the Project and the WAG. • Updates to the Welsh Local Government Association ( WLGA) SE

Wales Chief Executive Meeting Updates are given by the Project Manager during key stages of the development of the project and the procurement process. • Working with the Waste Awareness Wales (WAW) on was te treatment

technologies in secondary education. Waste Awareness Wales are making the necessary links with the education sector to incorporate the issue of waste treatment technologies into the curriculum through a science based module. A delegate pack will be produced, explaining the various technologies available for residual waste treatment and explaining Anaerobic Digestion, WAG’s preferred technology option to deal with food waste. • Communications with Waste Awareness Wales (South Ea st Wales

Communications Group) Prosiect Gwyrdd has been represented since this group was established. The group links with Waste Awareness Wales (WLGA) who are responsible for the


national campaign on the need for change in future waste management practices. • Communications with PR departments at each authorit y. Objective: To ensure that all internal stakeholders at each authority are kept informed about the development of the procurement/partnership. Internal communications differ in each authority bu t they can be summarised below. Local authority website, Staff Core brief Staff inbox Each local authority newspaper of magazine Information briefings will be given through the various stages as the communications plan becomes a reality. All information will be sent to the relevant communications officers and waste management staff in a reasonable time before it is released to all stakeholders, so that the information can be cascaded down to other staff through existing mechanisms. A delegated officer for each press office nominated for each authority to deal with issues if the Media/Communications Manager is on leave. Cardiff: Jane Cherrington, Lucy Parry, Helen Witham, Mike Jackson, Mark Elson and Helen Cade: [email protected]; [email protected]; [email protected]; [email protected]; [email protected] and [email protected] Newport: Kate Osment, Lyndsey Stewart: [email protected]; [email protected] Caerphilly: Hayley Evans, Malcolm Smith and Rosemary Mathews: [email protected]; [email protected]; [email protected] Monmouthshire: Robert Web; Paul Quayle: [email protected]; [email protected] Vale of Glamorgan: Alison Cummins, Michelle Fitzpatrick; Jo Brewer: [email protected]; [email protected]; [email protected] Media (Communications) managers, waste management staff and delegated officers will use the information given and cascade the information to staff through their internal communications mechanisms at each authority.


Internal communications will take effect through a variety of scenarios, these are explained and categorised as ‘proactive’ or ‘reactive’ with a process to follow for each. Monitoring and evaluation is shown where it is relevant. Proactive • Articles for Council newspapers and magazines Articles will be submitted to the Media/Communications Manager, delegated press officer and Editor so they can be published in each Council newspaper/magazine. If the article is edited, it has to be sent back to the Lead Communications Officer for approval prior to print. When articles are published, they are to be scanned in and sent to the Lead Communications Officer via email. Please note, as the frequency of each local authority publication is different, articles will be submitted to each local authority to use in their next available edition. As many of these publications are produced in advance and decisions made during the procurement will be given with very little notice, this mechanism is going to be difficult to utilise to give up to date information. Input Amount of articles submitted. Outcome Increasing awareness of the project to the readership (public

in the 5 areas) throughout the procurement process. Impact Amount of articles published, estimated readership of each

newspaper/magazine. • Approval of newsletters and briefings before inform ation is sent to

stakeholders and published on www.prosiectgwyrdd.co.uk The content of newsletters/briefings will aim to be sent to Lead Officers and Communication Managers a week before release. After any additional comments are given to the Project, the final approval will be given by the Project Manager/SRO. As the Communications Officers at each authority are sent the briefing, information is to be utilised and cascaded down to staff in each local authority area. When newsletters are produced, they will be sent to Waste Management Officers so they can be displayed on notice boards at council depots. • Publishing Joint Committee agenda’s and minutes for meetings on

each Council website and www.prosiectgwyrdd.co.uk As Newport is facilitating the Joint Committee meetings, the minutes and agendas will be sent directly to the relevant officers at each authority to upload onto each website by the Clerk of the Joint Committee in Newport. This will be sent directly to communications Managers at each authority to


upload onto local authority websites and sent to Caerphilly to upload onto PG website. It is essential that Joint Committee meetings are advertised on the committee pages of each website, so that the public can see where and when the meeting is taking place and can attend if they wish. • Ensuring all media coverage is published on each lo cal authority

media brief and local authority website. When articles are published and the coverage is available online, web links will be sent through to each Communications Sub Group member in each authority to ensure that the article is published on each media briefing/website. • Continual dialogue with the Communications Sub Grou p This will take place through meetings, contact by phone, email and conference calls when required. • Communications with the Communications Sub Group an d delegated

Waste Management Education Officers regarding stake holder events. Depending on the communications event and where it is, the relevant officers will be contacted through email/phone to ensure the event is organised in advance. • Routine monthly media briefings for the Joint Commi ttee, Project

Team/Board and communications sub group. All press releases and media coverage will be published on each media brief or local authority website as they are published, but a monthly briefing will be sent to the relevant groups with email links to the coverage received. Reactive • Enquiries received through Prosiect Gwyrdd which re late directly to

the local authority – Please refer to Appendix 1 • Media enquiries – Please refer to the Media Protoco l Appendix 1.2 All press release and media coverage will be sent to Media Managers and delegated officers in each authority to publish on their Media Brief or equivalent which can be accessed by all Councillors in each authority. • Enquiries received from a partners call centre If calls are received about Prosiect Gwyrdd from partner authorities call centres, the person enquiring should be asked if they have internet access and if so to send the details of their enquiry to [email protected]. Alternatively if internet access isn’t available the resident is asked to phone 02920 717 523. • Enquiries received from a partners waste management department


If calls are received relating to Prosiect Gwyrdd, the person enquiring should be asked if they have internet access and if so to send the details of their call to [email protected]. Alternatively if internet access isn’t available the resident is asked to phone 02920 717 523. Please note : As the procurement develops, calls received by local authorities will increase. When the Final Bidder is selected, there may be a need to set up a Service Level Agreement between the project and the local authority’s call centre where the site is located. If there is a need for this, training will be provided for staff at this call centre, but finance will need to be available. 6. Budget: Effective communication is critical if the partnership is to secure buy-in of all its key stakeholders and deliver a successful procurement. With this in mind the partnership has set an initial budget of £171,385 to deliver its Stakeholder Engagement Strategy during the procurement phase of the project. However, as the partnership roles out its Communication Plan and analyses the feedback it receives, it is important that the Plan (and the cost of delivering it) is kept under review. The current budget is considered to be sufficient to meet the immediate activities set-out in this strategy. However, as part of a wider exercise to review all budget heads, the Project Manager will review the budgetary requirements necessary to support the strategy in the later stages of the procurement. Costs associated with the communication budget are monitored on a regular basis as part of the overall budgetary control and monitoring processes adopted by the project. In addition, regular finance updates are provided to Project Board and Joint Committee as set-out in the Joint Working Agreement. .


Appendix 1.1 Correspondence from the PG email- [email protected] Please note, for all media enquiries, the ‘media protocol’ will take over, all responses will be saved and stored through the process explained below. Analysis When an email is received the Lead Communications Officer (LCO) or Project Support (PS) determines whether the reply requires additional information (1) or if the enquiry requires support to allocate information that has already been approved and (or) is in the public domain (2). For the vast majority of enquiries, the reply will require navigating the enquiry to the Prosiect Gwyrdd website or to the relevant local authority website/educational officer.

(1) If the reply requires additional information, the email response has to be approved by the Project Manager (PM) and (or) the Senior Responsible Officer (SRO)

(2) If the information is already available via the Prosiect Gwyrdd website,

local authority website or content has already been approved, a reply can be sent by the LCO or PS.

Process The categories are (folders in the left margin of t he email account): ‘Political 09’, ‘Media 09’ ‘Pressure Groups 09’, Pu blic 09’, ‘Staff 09’.

(1) Once the draft email is approved by the PM or SRO the response is issued using the template below.

(2) This will differ slightly depending whether the reply is navigating the

enquirer to the PG website or it is a PG issue (2a) or if it is a local authority issue and requires information from their education team (2b).

(2a) Forward the email through the process below. (2a) (i) Firstly: Change the subject to: Name of the person/category/organisation or area/da te received. For example: For media: (Name), Media, SWE, 06/01/09

For Pressure Groups: (Name), PG, Green Party, 13/01/09

For the public: (Name), Public, Rumney, 30/12/08

For staff: (Name), Staff, Cardiff 15/12/09


For Councillors: (Name), Member, Cardiff, 15/12/08 (2a) (ii) Action To: The enquirer CC: leave blank BCC: [email protected] Once the copied email appears in the [email protected] at the bottom of the email there is a field ‘Move to’: Allocate the correct category folder. After this is done, original email from the enquirer is deleted. When it is in the category folder it has been actioned and the ‘subject field’ gives the information for future reference. Please note: Any email which is in the ‘inbox’ has not been actioned. Any email in the category folders has been actioned. (2b) (2b) (i) Repeat (2a) (i) by changing the subject using the criteria above. (2b) (ii) To: The enquirer CC: The allocated officer from the local authority BCC: [email protected] Standard response : ‘Thank you for your email. I have forwarded it to the appropriate officer in your local authority and the issue will be addressed ASAP. Many Thanks, Prosiect Gwyrdd’ The allocated officers are: Cardiff: Jane Cherrington, Lucy Parry, Helen Witham, Mark Elson and Helen Cade: [email protected]; [email protected]; [email protected]; [email protected] and [email protected] Newport: Kate Osment, Lyndsey Stewart: [email protected]; [email protected] Caerphilly: Hayley Evans, Malcolm Smith and Rosemary Mathews: [email protected]; [email protected]; [email protected]


Monmouthshire: Robert Web; Paul Quayle: [email protected]; [email protected] Vale of Glamorgan: Alison Cummins, Michelle Fitzpatrick; Jo Brewer: [email protected]; [email protected]; [email protected] (Please note: The reply has to be replied to in 28 days, complying with Local Government Best Practice.) (As with 2a ii) Once the copied email appears in the [email protected] at the bottom of the email there is a field ‘Move to’: Allocate the correct category folder. After this is done, original email from the enquirer is deleted. When it is in the category folder it has been actioned and the ‘subject field’ gives the information for future reference. Attachments If an email is received asking for documents or a viewpoint to be addressed by the partnership then the reply will be as follows: 1) Change the subject title using the criteria explained previously. 2) Copy the attachments to the reply email. To: The enquirer CC: leave blank field BCC: [email protected]; [email protected]; [email protected]; [email protected] Standard response : ‘Thank you for your email. The relevant information you have sent has been forwarded to the Project Board for their attention. If you require further information on the project, please visit www.prosiectgwyrdd.co.uk. Many Thanks, Prosiect Gwyrdd’. Emails for the attention of Political Leaders/Cabinet/Executive Refer to (2b ii) The allocated officer will then forward to the politician within that authority. Officer at the relevant authority is telephoned and if urgent the LCO will liaise with the Project Manager, Chair of the Officers Steering Group and the Leader of the Council concerned. If enquiries are from the media, the ‘media protocol’ will take over and Comms/Media Manager(s) will take over as the allocated officer(s).


Appendix 1.2 Media protocol during procurement Proactive Media Engagement

• All press releases will be sent around to all the Lead Officers in each authority for their comment. A date will be set for any suggestions/amendments.

• Following this, all press releases will need to be approved by the Project Manager (PM) and (or) the Senior Responsible Officer (SRO).

• If a quote has been drafted for the Chairman of the Joint Committee, the press release will be sent to the Chair, with their support staff copied in, asking for approval by a certain time/date.

• Once approved the press release will be sent to the Communications Officers in each partner authority for their information.

• Press release will then be issued by the Lead Communications Officer (LCO) and sent to each member of the Communications Sub Group to put on their Media Briefing/website.

• Press release will then be published on the PG website. All proactive engagement and quotes for press releases will be in the name of Cllr Mark Stephens, Chair of the Joint Committee for Prosiect Gwyrdd, governing the Project, said: “ Media Briefings for Key Regional Print Media

• Throughout the project there will be briefings with key media organisations. As each organisation represents different areas, key officers will need to be available for these briefings.

• The PM and Lead Officers in each authority will be emailed in advance to propose the briefing if it is needed reactively. Routine briefings will be set in the forward plan, though dates will have to be flexible to accommodate the media agenda.

• The PM, Senior Responsible Officer (SRO), Lead Officer(s) for the area and the Media Manager/Communications Manager in the authority will be contacted, proposing dates and a proposed press release. (In the case of the South Wales Argus, Newport, Monmouthshire and Caerphilly Lead Officers will be emailed. In the case of the South Wales Echo, Cardiff, Caerphilly and the Vale of Glamorgan Lead Officers will be emailed.)

• The Lead Officer(s) and PM will advise if the briefing should involve the Members of the Joint Committee for that area.

• Attendance will be decided by the Lead Officer(s) and the PM and once confirmed will be organised by the LCO.


• The information given at these briefings will be sent to the Communications Manager at each authority in advance of the briefing with the media.

Reactive Media Engagement

Enquiries relating to the partnership

• All media enquiries for Prosiect Gwyrdd will be dealt with centrally by the LCO. If the enquiry is purely about the project, not involving any site specific/local authority (ies) issue, the PM and SRO either approve the press statement of advise whether the issue needs to be passed to the Chair of the Joint Committee.

• If the decision is made to send it to the Joint Committee, the Chairperson will be contacted as with proactive media engagement. Approval will be required from the Chairperson and the PM or SRO.

Enquiries originating from local authority issues/e nquiries

• If the partners are called from the media about any issue relating to

a local issue (lack of landfill space), residual waste, or new technologies for waste they are to call the LCO in the first instance.

• The LCO will then liaise with the Media/Communications Manager from where the enquiry originated from to agree appropriate engagement. If the Media/Communications Manager isn’t available, this dialogue will take place with the next most senior officer in the Press Office.

• A response will be suggested by the LCO and sent to PM and the Lead Officer for the local authority, copying in the communications/media manager from that authority.

• Once approved by the Lead Officer and the PM the media engagement will be organised by the LCO.

• A briefing will then be sent out to members of the Joint Committee at the end of that day informing them about the enquiry (ies) and the statement provided.

All reactive enquiries will be sent out in the name of, A Spokesman for Prosiect Gwyrdd, said: “ Enquiries relating to planning applications

• If partners are called about planning applications, they do not comment as they are the planning authority. Enquiries can be sent across to the LCO, where a response will be issued confirming if a bid has or hasn’t been made. Any question relating to the planning process will be sent to the private bidder or the PR Company that represent them.


Spokespeople and protocol for broadcast interviews

• All requests for interviews will be sent to the SRO and the PM in the first instance.

• If the issue is site/area specific, the Lead Officer/Comms Manager will be copied in.

• A decision will be made by the SRO and PM whether the interview will be dealt with by the Project Board of by the Joint Committee (Chair).

• Interview will be arranged, briefing provided and if possible the interview will be supervised by the LCO.

• A briefing will then be sent to the SRO, PM, Lead Officers and members of the Joint Committee, explaining the context of the story and when it will be broadcasted.

Media monitoring at each local authority

• Each Local Authority Media/Communications Manager will be asked to set up a section on their media brief, named ‘Prosiect Gwyrdd’ - All articles related to the project from all 5 areas will be asked to put all the coverage on each Media Brief.

• Coverage will be sent to each member of the Communications Sub Group, so that web links can be added to the brief/website, making it accessible to all Councillors.

Media Briefing for the Project Team, Communications Sub Group and Joint Committee

• This is a routine monthly media briefing sent to key Project Groups for their records. This will give web links to all media coverage that is available online for that month.

Appendix 1.3 Matrix The matrix cross references the stakeholder groups that have been identified through this strategy with the communication mechanisms that have been created. Communications isn’t a pure science, the Project team can make the information as accessible as possible, but it does rely on interest from the public to access the information that is given. Every effort has been made to ensure that Stakeholders that have been classed as ‘high influence, high interest’ have been targeted with the most communication mechanisms. Where a bracket is shown (X) it implies a mitigating factor, in a number of instances it shows that this information is accessible if they live in the Prosiect Gwyrdd area or in reference to the ‘Joint Committee’ ‘Joint Scrutiny’ and ‘Friends of the Earth’, it is whether these stakeholder groups chose to engage through their own terms of reference.

Ref: Issue: Draft 3 31.03.10 Process Owner: Tara King Authorisation: Page 30 of 30

Appendix 3: Matrix – Cross Referencing Communicati on Mechanisms with Stakeholder Groups 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Stakeholder Consultation Day/Postal survey

Media engagement and coverage

Meetings with EIR

Regional Focus Group meetings

Joint Scrutiny meetings

www.prosiectgwyrdd.co.uk

Road shows

Updating stakeholder database

Briefings /newsletters

Members Briefings (TK)

Public meetings

Meetings with WAG

WLGA Chief Executive Meeting

Communications with partner authorities

Council newspaper/ magazine

Local authority media brief

Partners websites

PG Media Briefings

[email protected]

Internal roadshows/ exhibitions

Regional Communications Forum

A Statutory bodies, WAG, EA.

X X X X X X X X X X

B Waste Awareness Wales.

X X X X X X X X (X) X X X

CC

Joint Scrutiny Joint Scrutiny Members embers.

X X X X X X X X (X) X X X (X) X X

D Regional Focus Group Members.

X X X X X X X X X

E Waste Education Managers.

X X X X X X X X X X

F All Councillors X X X X X X X X X X X

G Joint Committee Members X X X X X X X X X X X X X

H AM’s and MP’s. Surrounding potential sites

X X X X X (X) X X

I Project Team X X X X X X X X X X X X X X X X X X X J Lead Officers X X X X X X X X X X X X X X X X

K Residents Tatton Road X X X X X X X X

L Communities First (Sites) X X X X X X X X X

M

Residents living within a 1 mile radius to sites relating to the last three proposals

X X X X X X X X X X

N Environmental Interested Groups X X X X X X X (X) X X

O Media X X X X X X P Staff X X X X X X X X X

Q Enquiring public in the PG area X X X X X X X X X X

R General public X X X X X X X

S Communications Sub Group X X X X X X X X X X X X X

Ref: Issue: Final 13.09.10 Process Owner: Ian Lloyd-Davies

Authorisation: Hrjinder Singh

Page 1 of 3

Appendix B - Communications Plan for ISOS

Communications Plan for ISOS and announcement of the Shortlist

Date Communications Activity Status August 16 - 22 • Information to be advertised on

www.prosiectgwyrdd.co.uk. • Radio advertising campaign begins on

Red Dragon FM. • Press release advertising the roadshows

sent out to all media. • Briefing sent out to all stakeholders,

reconfirming the eight bidders invited to submit ‘outline solutions’, advertising the 5 roadshows and Red Dragon FM radio advert.

• Information to be put on each local authority website.

- Complete

- Complete

- Complete

- Complete

- Complete

August 24 Roadshow – Queen Street, Cardiff City Centre. - Complete August 26 Roadshow – The Pier, Penarth. - Complete September 1 Media Briefing (August) for Joint Committee,

Joint Scrutiny Panel, Project Board, Project Team and Communications Sub Group.

- Complete

September 2 Roadshow – Cattle market car park at the bottom of Mono Street, Monmouth.

- Complete

September 4 Roadshow – Twyn car park, Caerphilly Town Centre.

-Complete

September 6 Deadline for Outline Solutions. -Complete September 7 Roadshow in John Frost Square – Newport

City Centre. -Complete

September 8 • Press release to go out on dates and locations for the second phase of roadshows.

• Briefing to all stakeholders advertising second set of roadshows.

• Information to be put on each local authority website and www.prosiectgwyrdd.co.uk.

- Complete

- Sent on September 10

- Complete

September 14 Roadshow – Barry King Square, Barry (Vale of Glamorgan).

September 16 • Roadshow – St Johns Square, Abergavenny (Monmouthshire).



Page 2 of 3

Date Communications Activity Status • Joint Scrutiny – Technology workshops.

September 18 Roadshow – Working Street, Cardiff City Centre.

September 21 Roadshow – John Frost Square – Newport City Centre.

September 23 Roadshow – Car park adjacent to Rhymney Library, Victoria Road.

October 1 • Briefing to go to all staff at Cardiff Council (Your Inbox).

• Media briefing (September) for Joint Committee, Joint Scrutiny Panel, Project Board, Project Team and Communication Sub Group.

October 4 – 8 Internal exhibition for council staff to be set up at Cardiff Council canteen, County Hall, Cardiff.

October 6 Briefing to go out to all staff in LA for October 11 -15 exhibitions.

October 11 Further work to be undertaken on Stakeholder mapping exercise.

October 11 – 15 Internal exhibition for council staff to be set up at local authority (either Monmouthshire or Vale of Glamorgan) main building.

October 14 Briefing to go out to all staff in LA for October 18 – 22 exhibition.

October 18 – 22 Internal exhibition for council staff to be set up at Ty Penallta, Caerphilly.

October 20 Briefing to go out to all staff at Newport City Council.

October 25 – 29 Internal exhibition for council staff to be set up at Newport City Council Civic Centre Main Office.

October 29 Briefing to go out to staff in LA for November 1 – 5 exhibition.

November 1 Regular monthly Media briefing for Joint Committee, Joint Scrutiny Panel, Project Board, Project Team and Communication Sub Group.

November 1- 5 Internal exhibition for council staff to be set up at local authority (either Monmouthshire or Vale of Glamorgan) main building.

November (TBC)

Diary marker issued to broadcast press – date of the proposed announcement of the shortlist giving dates for broadcast interviews in both English and Welsh.

November (TBC) Joint Committee meeting. November (TBC) Update to be provided to Members of the Joint

Scrutiny Panel, format to be considered.



Page 3 of 3

Date Communications Activity Status November/December (TBC).

General Announcement of the Shortlist. • Press briefings held with the South Wales

Echo and South Wales Argus. • Interviews available in English and

Welsh. • Updated procurement web page to go

live on www.prosiectgwyrdd.co.uk. • Briefing to be held with Environmental

interested parties. Invite to go out by email (date TBC).

• Briefing to all stakeholders to go out. • Information to be published on each local

authority website and www.prosiectgwyrdd.co.uk

December Further detailed briefings to be provided (if requested).

TBC Regional Focus Group meeting/event. November (TBC) Monitoring report detailing the success or

otherwise of the Communication’s Plan for the ISOS stage of the procurement.

the borough, city and county councils of caerphilly ... gwyrdd joint comm… · members on 16 th...

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