Agenda item

Bill Sinfield and Mark Fontaine gave a presentation to the committee on Street Cleansing in the Borough.

The Council’s 2013 Vision for a Cleaner, Healthier Islington aimed to create liveable neighbourhoods that were clean, pleasant, and enjoyable for all residents. To measure cleanliness across the borough, the council utilised Local Environmental Quality metrics, assessing various factors that affected residents' quality of life. Significant improvements included the introduction of an in-house reporting system that allowed residents to track and receive updates on litter-related issues they reported. Additionally, the council collaborated with Kingdom Services to encourage behaviour change through "litter reinforcement" efforts, providing an overview of this improvement cycle.

Cleaning operations in Islington saw enhancements in daily and weekly schedules: main roads were cleaned seven days a week, while residential streets were swept four times a week. The street-cleaning team consisted of 72 sweepers and 49 supporting staff, focusing on addressing litter, dog waste, fly-tipping, and graffiti. To ensure coverage, the council operated six sub-depots, deploying sweepers daily in their respective areas. Resources were also allocated for leaf collection in autumn to keep walkways clear, alongside a winter maintenance program running from November to April to address inclement weather, ensuring safety on main routes for vulnerable residents. The total service cost was £3.1 million annually, employing 121 staff, though recent adjustments reduced the team from 86 to 72 sweepers, saving £300,000 per year while maintaining existing cleaning schedules.

Community initiatives and technological advancements bolstered local engagement and cleanliness. A new community weeding scheme encouraged residents to actively participate in managing their streets by removing invasive weeds, complementing the council's efforts to reduce glyphosate use and cultivate wildflowers. The council also implemented a back-office system called Alloy, linked to the Love Clean Streets app, enabling residents to report littering, fly-tipping, and other issues. Alloy generated workflows for real-time responses, allowing users to track progress and receive notifications upon task completion. This system also produced valuable data for the council, enabling the creation of heat maps to optimise cleaning strategies based on identified needs.

Littering and environmental enforcement were structured through a system of fines and patrols, with a fixed penalty of £100 for littering, reduced to £80 if paid within 14 days. Dedicated patrols focused on deterring littering and enforcing penalties to reduce environmental offenses, utilising data to pinpoint and address littering hotspots. Numerous fixed penalty notices were issued to discourage future infractions, and the enforcement efforts contributed to social initiatives, including a £10,000 donation to Islington’s Library of Things, benefiting the community.

Data-driven actions were implemented to address littering and fly-tipping hotspots, employing AI-enabled waste watch cameras to monitor chronic fly-tipping areas. The deployment of these cameras resulted in a significant decline in weekly fly-tipping incidents. The council achieved a high prosecution success rate for environmental offenses, reflecting its commitment to maintaining cleanliness standards. Furthermore, the council benchmarked its performance against neighbouring boroughs, demonstrating superior cleanliness and fewer offenses compared to areas like Camden and Hackney.

Ongoing programs and community engagement were essential in maintaining Islington’s high cleanliness standards. Initiatives like winter maintenance and year-round litter-picking actively involved local groups in environmental efforts. Key high-traffic areas received cleaning five days a week to meet the demand for higher maintenance. The council educated the public about terms such as detritus (natural debris) and litter (primarily synthetic waste), clarifying its operational focus on street cleanliness. This multifaceted approach, integrating technology, community involvement, and robust enforcement, underscored the council’s commitment to fostering a cleaner, healthier Islington.

Concerns were raised about the inadequate cleaning schedule, which occurs only four days a week, exacerbating litter problems primarily caused by food containers, cans, and plastic bottles discarded by visitors who eat in their parked cars. They pointed out that much of this litter is non-recyclable due to contamination and stressed that while the council has been actively engaged in litter-picking and enforcement efforts, these actions alone might not resolve the issue. They called for greater involvement from local businesses and the community to promote civic pride and discourage littering behaviour.

Questions arose regarding the enforcement of fixed penalty notices (FPNs) for littering, noting that approximately 37% of fines issued remained unpaid. This raised concerns about the council's enforcement strategies and whether non-payers faced adequate repercussions. The council explained that unpaid fines could lead to prosecution, although they acknowledged that the court system had limitations on handling such cases. It was highlighted the importance of distinguishing between fines issued to residents versus visitors, as many non-residents frequent the area for work or nightlife, and they inquired about the council's efforts to engage schools and community groups in anti-littering campaigns.

Appreciation was expressed for street cleaning staff, particularly during the autumn leaf-fall season, but concerns were raised regarding the funding model for Kingdom staff, the council’s litter enforcement team, suggesting it could be problematic given the current cost-of-living crisis. It was emphasised that educational initiatives might be more effective than punitive measures in combating littering, stressing the need for a balance between enforcement and community education.

In response to these discussions, Officers outlined several upcoming initiatives, including a “mute community weeding” program designed to keep streets clear of invasive plants. This program would require local coordinators and emphasise community buy-in for success. They also proposed a pilot communication strategy that included community awareness campaigns and potential door-to-door engagement to gauge resident support.

It was recommended to benchmark Islington's cleanliness standards against those of other boroughs to gain broader insights into effective strategies. The officers acknowledged that while such comparisons could be valuable, the diverse demographics and cleaning schedules of other boroughs might yield varying results. Additionally, quality control was deemed essential, and resident feedback was proposed as a new approach to improve cleanliness strategies.

A significant concern was raised about health hazards related to waste left by ride-sharing drivers and other litter. The need for specialised cleanup teams to manage hazardous waste was noted. Officers confirmed that such measures were already in place, including offering vaccinations for operatives working in high-risk areas. The meeting also touched on the noise pollution caused by cleaning equipment and the importance of sustainable practices. Officers noted a transition toward quieter, electric fleet vehicles to reduce noise and support Islington’s net-zero carbon goals.

Fly-tipping enforcement was discussed, with councillors expressing concerns about the effectiveness of addressing large-scale incidents compared to minor littering offenses. Officers shared those ongoing efforts aimed to improve the detection of fly-tipping, including the use of surveillance tools like cameras, but acknowledged the challenges in apprehending offenders.

Officers explained that they utilised data from platforms like Love Clean Streets to create heat maps identifying cleanliness hotspots, allowing for a more data-driven approach to resource allocation.

Around 30% of FPNs went unpaid, which could lead to a perception that littering is acceptable. They urged for a hierarchy of enforcement priorities to focus on more significant littering offenses. Concerns about the visibility of homelessness in the area were also raised, linking it to increased waste in public spaces, prompting discussions on coordinating with outreach teams to address these challenges.

A resident from Tufnell Park inquired about the council's plans for leaf collection, particularly in the context of the area's significant natural conservation status, which results in a greater accumulation of leaves. The resident highlighted the need for a more tailored approach to leaf management during the leafing season. In response, it was explained that the borough is organised into three sections, with additional resources allocated specifically for areas experiencing heavy leaf fall, such as Pemberton Gardens and Ivory New Park. While there isn't a round-the-clock service for leaf collection, the council ensures that extra support is available to manage the clean-up effectively.