APPENDIX 1
Waste Treatment Project
Governance Arrangements for the Waste Treatment PFI Project
Contract reference: BMDC/ 7885
Date: 1 July 2008
Version 1.1
Document Author: Jill Campbell
Document Owner: Ian Bairstow
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Document Control
Document source
The latest version of this document is available from the Project Office
Purpose of document
This document sets out the governance arrangements for the Waste Treatment PFI
Project (“the Project”).
This is the key document setting out the project governance arrangements, the
primary roles and responsibilities of the officers delivering the project, decision
making arrangements and key stakeholder forums and scrutiny arrangements that
support the delivery of the project.
Revision history
Version
number
0.1
0.2
0.3
0.4
0.5
Date
Summary of changes
3 May 08
11 May 08
18 May 08
3 June
16 June 08
0.6
0.7
18 June 08
20 June 08
0.8
0.9
1.0
24 June 08
26 June 08
27 June 08
1.1
1 July 08
First drafting
Amends advised by SH and SF
Amends JC
Project Board amends
Changes to roles for instructing advisors and amends to
stakeholder arrangements
SF amends
Changes to board membership following member
consultation & formatting
Minor corrections
Further amendments from Legal
Further amendments from Legal following meeting with JC
and IB
Removed ‘draft’, added Calderdale scrutiny to structure
diagram & text to 9.2.2
Revision
marks
No
No
No
No
No
No
No
No
No
No
No
Approvals
This document requires approval from the following:
Name
Project Board
Executive
Role
Governance
Governance
Date
29 May 08
15 July 08
Distribution
This document has been distributed to:
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Name
Ian Bairstow
Sandra Lomax
Steve Fleming
Ian Bairstow
Sandra Lomax
SF, SH, MH, IB
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Role
SRO
Board Member
Senior Solicitor
SRO
Board Member
Legal support, SRO
Date
6 May 08
6 May 08
6 May 08
17 June 08
18 June 08
20 June 08
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Contents
Document Control
Contents
Glossary and Abbreviations
1.0
Governance Overview
1.1
Overview
1.2
Project Governance Framework
2.0
Partnering arrangement with Calderdale Council
3.0
Executive
4.0
Project Board
4.1
Purpose
4.2
Composition
4.3
Project Assurance and Audit
4.4
Responsibilities
4.5
Administration
5.0
Senior Responsible Owner (SRO)
5.1
Role
5.2
Responsibilities
6.0
Project Director (PD)
6.1
Role
6.2
Responsibilities
7.0
Project Manager (PM)
7.1
Role
7.2
Responsibilities
8.0
Project Team
8.1
Purpose
8.2
Composition
8.3
Responsibilities
9.0
Scrutiny Arrangements
9.1
Purpose
9.2
Composition
9.2.1 Environment Waste Management and Improvement Committee
(EWMIC)
9.2.2 Calderdale Health and Social Care Scrutiny Panel
9.2.3 Corporate Management Programme Board (CMPB)
10.0
Stakeholder Groups
10.1 Purpose
10.2 Composition
10.3 Member Steering Group
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10.3.1
10.3.2
10.3.3
10.4
10.5
10.6
Purpose
Composition
Responsibilities
Joint Trade Union Reference Group
Link Member Group
Other stakeholder groups
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Glossary and Abbreviations
Administrating Authority
means Bradford Council;
Best Value
means the statutory duty (introduced into England and
Wales by the Local Government Act 1999) on local
authorities to deliver services, including waste
collection and waste disposal management, to clear
standards on both cost and quality;
“Bidder”
means a candidate, consortium, contractor, private
sector partner, SPV or tenderer bidding for the Project;
“Bradford Council”
means the City of Bradford Metropolitan District
Council, City Hall, Centenary Square, Bradford, BD1
1HY, West Yorkshire;
“Calderdale Council”
means Borough Council of Calderdale, Town Hall,
Halifax, HX1 1YJ, West Yorkshire;
“Competitive Dialogue”
means a formal procedure of dialogue between an
authority and the bidders with the aim of developing a
suitable technical or legal position against which all the
bidders can submit a formal bid expressly recognised
as a new award procedure in the proposed new
Consolidated Public Sector Directive (not yet in force).
This will be a new procedure and sits alongside with
negotiated, open and restricted procurement;
“Constitution”
means the Constitution and Executive Arrangements of
Bradford Council – June 2007;
“Corporate Programme
Management Board”
or “CPMB”
means the board chaired by the Chief Executive of
Bradford Council and includes other members of top
management including the SRO whom reports to the
CPMB;
“DEFRA”
means the Department for Environment, Food and
Rural Affairs;
“Environment and Waste means the six members who carry out overview and
Management
scrutiny of the Project;
Improvement Committee”
or “EWMIC”
“Final Business Case”
means the document submitted for approval to fund the
Project, which is required before commercial and
financial close of the contract;
“Interim Treatment Project means the interim waste treatment project;
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“OBC”
means the outline business case prepared by Bradford
Council (together with to Calderdale Council) to
establish the need for the Project. It consists of a
business plan which defines the output and objectives
of the Project demonstrating that this can obtained;
“Output Specification”
means the document intended to state only the outputs
required of the services;
“PFI”
means the Private Finance Initiative funding option
whereby the private sector finances the cost of
borrowing, and the local authority contract payments
are supported by the government in the form of credits,
i.e. grants;
PID
means the Project Initiation Document which defines
the Project in order to form the basis for the
management and assessment of the success of the
Project. It provides a framework for the Project Board
and Project Director to assess progress, change
management and ongoing viability;
“PPP”
means the Public Private Partnership mechanism for
using the private sector to deliver outcomes for the
public sector, usually on the basis of a long term
funding agreement;
“Project”
means the waste treatment PFI project for the provision
of waste treatment facilities from the reception, storage
and treatment of the whole of the residual municipal
waste arising within the Bradford Metropolitan District,
and of residual municipal waste arising from Calderdale
Council;
“Project Delivery Team”
means together the Project Board, SRO, Project
Director, Project Manager and Project Team;
“Provide Quality
Assurance”
means a process which is independent of the Project
Director and therefore the Project Board cannot
delegate this function;
“SPV”
means the company that will be established for the sole
purpose to operate, manage and deliver the services
using either PFI or traditional funding.
“Stakeholder Groups”
means the stakeholder groups details of which are set
out in paragraph 10.0 of this document;
“VFM”
means value for money, which is a key requirement for
PFI projects to meet. It has to be clearly demonstrated
by comparing the project with the benchmarked project
defined as the public sector comparator that the PFI
options presents the most effective method of
delivering the Output Specification at the most
affordable cost;
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“WIDP”
means the Waste Infrastructure Delivery Programme,
details of which set out at http://www.defra.gov.uk; and
WIDP Transactor
means the officer allocated by DEFRA, who will work
closely with their Project Delivery Team and provide
access to policy advisors at DEFRA.
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1.0 Governance Arrangements
1.1
Overview
These project governance arrangements, aim to create a common sense of
ownership and strong leadership for the Project.
The governance arrangements provide for a positive dynamic between the Project
Delivery Team, the political framework, key partners including Bradford and
Calderdale Councils and the wider stakeholder community.
All local authorities are obliged to pay due regard to the principles of public law,
accountability and VFM.
This document based on DEFRA’s Waste Infrastructure Delivery Programme Project
Governance guidance document is designed to set out how the project is directed
and controlled and defines key roles and the corresponding responsibilities,
delegated authorities and accountabilities. Specifically this document sets out:
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relationships with partners, especially with the project partner Calderdale
Council;
compliance with Bradford Council’s constitutional and decision making
corporate structures;
governance frameworks of the Project Board, SRO, Project Director, Project
Manager and the Project Team;
authorities and responsibilities of officer and stakeholder groups;
internal audit and scrutiny arrangements; and
communications and arrangements with all stakeholders.
It also highlights the project governance arrangements for the Project in readiness for
the procurement phase. In brief this document encompasses the arrangements with
Calderdale Council, the Executive, the Project Board, the SRO, the Project Director,
the Project Manager, the Project Team and wider stakeholder engagement and how
they fit into Bradford Council’s corporate governance framework.
The diagram below sets out the governance framework for the Project.
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1.2
Governance Arrangements
Stakeholder Groups
Decision Making/
Scrutiny
Project Delivery Team
Bradford Council
Executive
and Calderdale Cabinet
Decision Making
Member Steering
Group
Project Board Chaired by SRO
Joint Trade Union
Reference Group
Project Director (PD)
Link Member Group
Project Manager (PM)
Other Stakeholder
Groups
Project Team
Bradford Environment
Waste Management
Improvement Committee
(EWMIC)
Calderdale Health and
Social Care Scrutiny
Panel
Corporate Programme
Management Board
(CPMB)
Internal and External
Advisors
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2.0 Partnering arrangements with Calderdale
Council
On 25 September 2007 both Bradford and Calderdale Councils entered into a Joint
Working Agreement (“JWA”) for the procurement of an economic and effective
waste treatment service for the benefit of both councils.
Under the terms of the JWA, Calderdale Council has agreed to allow their functions
in relation to the procurement of waste treatment services and disposal of the
consequential treatment end products, to be delegated to Bradford Council and for
them to lead and act as the Administering Authority.
As Administering Authority, Bradford Council is empowered to lead the negotiation
and procurement of the Contractor/Bidder and subject to appropriate approvals and
constitutional requirements, make the final decision in relation to the award of the
Principal contract.
The principles underpinning the delivery of Bradford Council and Calderdale
Councils’ obligations and key factors for a successful relationship are to (“the
Principles”):

work closely together to share accountabilities and responsibilities;

develop a close working relationship between the Project and its stakeholders at
all levels;

focus on achieving Best Value and VFM in delivering the Project objectives and
to do this within agreed affordability parameters;

set in place business and cultural processes to enable Bradford Council and
Calderdale Council to establish and deliver against challenging time and
performance objectives and to meet or better them;

recognise each other’s needs, constraints, limitations, capabilities, roles and
responsibilities to achieve mutually beneficial outcomes;

identify, by regular monitoring, weaknesses and strengths in the relationships
within Bradford Council and Calderdale Council and to work together to
overcome the weaknesses and to build on the strengths;

commit to the early recognition and resolution of differences, conflicts and
disputes in a "no surprises" environment;

develop openness and trust in a transparent information and data sharing
environment;

in accordance with applicable procurement regulations to promote fairness,
transparency and non-discrimination in the procurement process;

in accordance with applicable equality legislation to promote equal opportunities
by combating discrimination on the grounds of race, ethnicity, nationality, religion
or belief, gender, disability, age or sexual orientation and promoting good
relations between all sections of the community in "everything we do";
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
deliver high quality waste treatment services for end users; and
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work with the local community and partners in the public, private or voluntary
sectors.
The JWA already includes a dispute resolution clause (at 15) which sets out how any
dispute or differences that arise are to be dealt with between both Councils. This
procedure will be adopted for these governance arrangements. There is an
escalation procedure which moves from the Project Board up to the Chief Executives
of each Council, with final determination by mediation.
3.0 Executive
Bradford Council’s Constitution allows the Executive to take decisions in discharge of
its functions. As such the Executive is collectively responsible for ensuring the
decision making arrangements are open, transparent and accountable.
Following approval of the OBC and award of PFI credits by Central Government
Treasury, the Executive resolved on 26 February 2008 that ‘the Council proceed with
the PFI procurement on the basis of a 25 year project..’.
The major Project decisions requiring referral to Bradford Council’s Executive are
approval of the following:
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OBC;
the decision to seek PFI credit support for the Project delivery;
Project governance arrangements containing delegated powers;
the evaluation methodology (comprising the evaluation process, evaluation
scoring matrix and criteria;
selection of the winning Bidder; and
award of contract subject to Treasury support for the Final Business Case
The Constitution (Article 14.20) also allows the Executive to delegate certain
decisions to the Chief Executive, Deputy Chief Executive and Strategic Directors
made by the Council, the Executive, and committees for implementation and to take
all routine decisions including those of a professional, managerial and operational
nature.
The Executive has given approval to the governance arrangements (15 July 2008).
Similar arrangements will operate for approval by Calderdale Council’s Cabinet
where appropriate.
4.0 Project Board
4.1
Purpose
The Project Board is a special purpose board established by Bradford Council with
the sole responsibility for overseeing the delivery of the Project and making
appropriate recommendations to Bradford Council. There is no other body in the
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governance arrangements whose responsibility overlaps with that of the Project
Board. The Project Board brings together all the various Project interests and
provides the key link between Bradford Council’s and Calderdale Council’s corporate
governance structure and the Project Delivery Team. It provides a forum at which key
matters are discussed and decisions are made within the Project Board’s delegated
remit.
The Project Board is chaired by the SRO and this officer has authority to make
decisions within their remit. The Project Board will be non-voting and operate by
consensus.
Where consensus cannot be achieved any dispute will be resolved by using the
dispute resolution procedure (at paragraph 2.0 above)
4.2
Composition
The Project Board is chaired by the SRO and comprises project and support officers
from the two Council’s and the WIDP Transactor.:
For efficiency and ease of working the Project Board comprises a Core Membership
who will attend all Project Board meetings. The Core Members are listed below. In
addition the Project Board will also comprise non-Core Members who will be invited
to the Project Board meetings as and when required.
Core Members

Senior Responsible Owner (SRO) – Chair

Group Director Health and Social Care for Calderdale Council
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City Solicitor
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Assistant Director of Waste and Street Scene and Senior User

Assistant Director of Major Projects, Procurement
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Assistant Director of Finance
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Head of Environmental Health for Calderdale Council
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Project Director
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WIDP Transactor
non-Core Members
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Group Planning Manager
Assistant Director Human Resources
Assistant Director for Asset Management
Waste Technical Lead Officer
Waste Services Manager for Calderdale Council
Project Manager
4.3
Project Assurance and Audit
The Assistant Director of Major Projects, Procurement will report to the Project Board
on project assurance and Project Quality Assurance and liaise between the Project
Delivery Team, internal audit and external audit to support this function. This officer
will also monitor all aspects of the project performance independently of the PD;
4.4
Responsibilities
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The responsibilities of the Project Board are to:

to manage and foster effective and beneficial relationships with a wide range
of Stakeholder Groups in particular through engagement with Bradford
Council and Calderdale Council Member Steering Groups by receiving
recommendations and comments that are made;

to promote the provision of sustainable waste treatment services by
overseeing and supporting the Project through inception, procurement of a
PPP, development of facilities, long-term service delivery through to the
closure of the project;

to provide close working relationships between Bradford Council’s CMPB ,
the Project Delivery Team, Bradford Council’s key partner in the project,
Calderdale Council and the waste management service user, as appropriate
to each stage of the project;

endorse its terms of reference as determined in consultation with the
allocated WIDP lead transactor and to set terms of reference for Stakeholder
Groups and other groups;

sign-off of each stage of progress of the project and ensuring readiness to
undertake the following phase;

overview the project management, including the programme, resources, and
risk management;

manage the project financial budget (and any changes to the budget)
throughout project development, procurement and implementation;
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communications and consultation;
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reporting and disclosure;
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managing stakeholder engagement;
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project assurance undertaken by the Assistant Director of Major Projects,
Procurement;;
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initiate key stage project reviews, in particular, gateway reviews;
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deliver the project outcome to the required quality;
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the scope, operation and resources for any working groups which report to
the Board;
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the decision to launch the competition for the project including, for instance,
the publication of a notice in the Official Journal of the European Union;

the approval of all documents relating to the project, including the project
initiation document (PID) and business case (OBC and FBC);
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setting evaluation criteria for bids and evaluating bids;
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4.5
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the appointment or replacement of a PD and/or PM;
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the scope of work, selection, and terms of engagement of third party advisers;

delivering the Project to the base-line timetable and in accordance with “the
Principles” (as set out in paragraph 2.0 above);

overseeing mobilisation and transition to steady-state delivery of the new
service arrangements;
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closing the project and undertaking a review of benefits realisation for the
Council.
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authorise the Project Director to implement decisions that are made
Administration
The Project Board will arrange to meet at key milestones during the project and
otherwise generally on a monthly/quarterly basis. In general, meetings will be
scheduled to last no more than 2 hours although there may be occasions at major
milestones when this needs to be extended.
Board papers will be circulated to Core and non-Core Members one week in advance
of the Project Board meeting and clear, accurate minutes with action points will be
provided within 14 days of the relevant meeting for approval by the Project Board.
This will ensure a documented decision trail for audit and scrutiny purposes is
maintained.
The Project Board agenda will include as a standing item, a review and update of the
Project risk register to ensure active management of key project risks. The Project
Board will also be briefed, within its update report, on related projects such as the
Interim Treatment Project. Any Project Board member wishing to raise agenda items
will notify the Project Team office in advance or raise the matter under the standing
item of “Any Other Business”.
5.0 Senior Responsible Owner (SRO)
5.1
Role
The SRO is the individual who is appointed to represent the project’s interests. The
role serves to provide the vital link between the Project Delivery Team and the
corporate governance structure of the Council. The SRO is the Deputy Chief
Executive of Bradford Council who has the appropriate Executive authority,
leadership qualities and personal accountability for delivering outcomes critical to the
success of the service portfolio. The SRO chairs the Project Board.
5.2
Responsibilities
A key responsibility of the SRO as the authorised decision maker for the Project
Board to:
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
organise and chair the Project Board meetings. In the event of nonavailability of the SRO to chair the Project Board meeting, the SRO can
appoint another Core Member of their choice to take over the SRO
responsibilities;

arrange that all Project Board meetings are appropriately administered with
quality Project Board papers and clear and accurate recording of minutes,
including action points;

ensure that the appropriate Project governance arrangements are in place
for each stage of the Project;

control project expenditure and ensures adherence to the business case
unless variations are expressly approved by the SRO;

manage issues that affect the stability of the Project;

obtain Executive approval for major decisions; and

give authority to the PD to implement decisions.
The SRO is a member of Bradford Council’s Corporate Programme Management
Board and through this will co-ordinate the relationships between the Project and
other projects within the broader Bradford Council programme management,
especially in terms of project interfaces and interdependences, relative timings,
timely availability of resources and the management of key risks.
6.0 Project Director (PD)
6.1
Role
The PD plays a key role in delivering the Project and is therefore considered the
most critical appointment to the Project Team. The PD reports to the Project Board
and is given instructions and decisions to implement on their behalf. As such, the
appointment will be full-time and will take account of Bradford Council’s decisionmaking structure, and the risk and complexity of the Project.
6.2
Responsibilities
The PD is empowered by the SRO to:
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take decisions and negotiate within delegated parameters set by the Project
Board;
make progress between meetings of the Project Board;
regularly report to the Project Board on all matters relating to the Project
including budget, risk management, resources and progress against
programme, and on key issues such as project documentation, evaluation
criteria and progress during the various stages of the Competitive Dialogue;
manage competing interests;
in conjunction with Project Board approval, identify and secure sufficient
resources to deliver the Project effectively;
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lead the Project Team;
communicate effectively with all members of the Project Board, Project Team,
Stakeholder Groups, users and the wider community;
appoint and manage internal and external advisors,
in conjunction with the SRO, identify and secure sufficient resources to deliver
the project effectively;
lead Competitive Dialogue and negotiations with the Bidders;
manage the vital success factors for Project delivery;
report regularly and at key stages to the Project Board and the Stakeholder
Groups;
put in place an appropriate project management methodology and risk
register;
network with other local authorities, and the wider market to understand and
share best practice; and
help the Project Team maintain a work/life balance.
The PD will delegate authority to the Finance, Legal and Technical Lead Officers in
the Project Team (the “Lead Officers”). These Lead Officers, amongst other duties,
will instruct all external advisers to the Project and manage the corresponding
budget, in liaison with the PM, and on occasion the PD may also instruct external
advisors.
The PD will liaise with the SRO on a regular basis to keep the SRO up to date on
issues relating to the Project and to seek guidance on strategic issues which do not
fall within Bradford Council or the Project Board.
7.0 Project Manager (PM)
7.1
Role
The PD is supported by a junior PM who provides the single focus for the day-to-day
management of the project and leadership of the Project Team.
7.2
Responsibilities
The PM’s principal responsibility is to ensure the project delivers the outputs and
outcome as outlined by the PID and further refined in the OBC and project
documentation, in particular to the required quality and within the specified time and
cost allocations. The PM is responsible for liaising with the Lead Officers throughout
the project to issue, receive and generally control the performance of all work
packages.
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8.0 Project Team
8.1
Purpose
The Project Team supports the PM and PD in carrying out the day-to-day activities
required to deliver the Project, through conceptual development to completion of the
OBC, and then through procurement and into implementation.
8.2
Composition
The team consists of in-house professionals with relevant technical, financial, legal
and procurement skills, experience and expertise. Project Team members will be
drawn from Bradford and Calderdale Councils.
The Project Team is assisted by external specialist advisers and appropriate
administrative support. The WIDP Transactor is also a member of the Project Team
as well as a representative at the Project Board.
Legal, Technical and Finance Sub-groups are established to deal with specific tasks
at key stages. Each Sub-Group will have an identified Lead Officer.
8.3
Responsibilities
The Project Team is responsible for carrying out the work detailed in the project plan.
The team is responsible for:
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9.0
9.1
assisting the PD to deliver the project objectives;
carrying out the elements of the Project;
advising the Project Director of any risks that arise likely to affect the delivery;
of the project and to support risk reduction processes;
providing information for project documentation as required;
Project Board will be administered by the Project Team;
ensuring proper document control is maintained; and
records are kept of the Project activities and decisions made so that there is
an appropriate audit trail
Scrutiny Arrangements
Purpose
Scrutiny arrangements exist to ensure that decisions taken are in accordance with
Bradford Council’s overall strategies, plans, policies, functions and services directly
relevant to the corporate priority about improving waste management and the
environment.
The EWMIC and CMPB will receive regular reports from the Project Board on the
progress of the Project.
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9.2
Composition
9.2.1
Environment and Waste Management Improvement Committee (EWMIC)
This consists of six Members and carries out overview and scrutiny of Executive and
non-Executive decisions of the Project, with Calderdale Council also having a similar
committee.
This EWMIC requires regular reports of the progress of the Project to be submitted to
it. The EWMIC facilitates members of the public having a greater say in the Project
and may hold public enquiries into matters of local concern.
The EWMIC is also empowered to make reports and recommendations to the
Executive. The EWMIC can also monitor decisions of the Executive and ‘call-in’
decisions to consider whether the decision is appropriate.
9.2.2
Calderdale Health and Social Care Scrutiny Panel
A similar function of the Bradford EWMIC is also carried out by Calderdale's scrutiny
panel.
9.2.3
The Corporate Management Programme Board (CMPB)
The CMPB consists of top management officers and chaired by the Chief Executive.
It is responsible for challenging and scrutinising projects and ensures cross-cutting
issues are identified at this level for alignment of a wider programme of projects to
district, corporate and partnership objectives and plans
10.0
10.1
Stakeholder Groups
Purpose
The PD will manage a range of stakeholder groups to ensure that all stakeholder
interests have ample opportunity to follow the development and implementation of
the project, particularly to ensure their continuing buy-in to the Project. Key
stakeholder representatives will be invited to participate in the Stakeholder Groups.
10.2
Composition
The following Stakeholder Groups have been established in order to keep
stakeholders informed of project progress and key issues, allowing them to give their
views at the appropriate times to ensure good feedback on how their views have
been addressed.
10.3
Member Steering Group
10.3.1 Purpose
The Member Steering Group brings together members representing the Bradford
Executive, the parties engaged in the EWMIC for Bradford Council, the Calderdale
Council Cabinet and parties engaged in the Health and Social Care Scrutiny
Committee in the Calderdale Metropolitan District. This group will meet regularly to
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develop and maintain awareness and continuing buy-in to the Project and to provide
input and recommendation to the Project Board on major decisions. It is not a
formally constituted body and therefore does not have decision making responsibility
but nonetheless is a vital thinking forum for debate.
10.3.2 Composition
The group will be chaired by the appropriate Bradford Council’s portfolio holder and
the deputy chair will be Calderdale Council’s portfolio holder. The membership will be
one member per party, that is four parties for Bradford Council and three parties for
Calderdale Council (seven in total including portfolio holders).
The group will be supported by attendance at meetings by both council’s SROs, PDs
and other officers as appropriate.
10.3.2 Responsibilities
The Member Steering Group will:
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10.4
develop knowledge and understanding of the Project amongst key
Members in Bradford Council and Calderdale Council;
act as a source of information and guidance on Member views and
concerns;
develop project strategies in relation to Member issues that assist the
delivery of the Project;
provide Member input to key project decisions;
raise awareness of the Project within the wider Member community, in
particular the member groups and organisations;
be proactive in reviewing and supporting the delivery of project
consultation and communications;
liaise locally and nationally with Members of Parliament and other
Councils; and
report periodically to the Project Board on Member support and
engagement;
Joint Trade Union Reference Group
This group provides that:





delegated representatives of each trade union representing staff potentially
affected by the delivery of the project meet regularly to maintain awareness and
continuing buy-in to the Project;
information and guidance is given to the Project on trade union views and
concerns and the views and concerns of potentially affected trade union
members;
trade unions have input to the Project strategies and decisions in relation to
employment issues to assist the delivery of the Project;
trade unions are proactive in reviewing key Project documentation on
employment issues; and
that there is a responsibility to acquire and maintain a good understanding of the
Project by the representative trade unions throughout.
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10.5
Link Member Group
This group provides that:

Members and local environmental interest groups designated by the Environment
and Waste Management Improvement Committee are informed, consulted and
able to scrutinise the delivery of the Project against its defined objectives.
10.6
Other stakeholder groups
Other stakeholder groups may need to be established which may include but is not
limited representatives of community, amenity interests and local liaison groups in
the areas of proposed waste development sites as the project proceeds.
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