Decision details

To agree the preferred direction for the service to develop and approve work to develop a detailed business case.

Exclusion of the Press and Public

The Chair reminded the Committee that some of the appendices to the report were confidential and that if they were minded to discuss matter in those documents, it would be necessary to consider excluding the press and public.

The Committee resolved to discuss the report in open session.

Matter for Decision

The report presented proposals for a sustainable business model for Cambridge’s Bereavement Services. It showed how the service planned to meet current savings targets and deliver an improved return to the Council, whilst ensuring both that essential capital investment is properly funded and also recognising the need to safeguard families and individuals who are struggling economically, and the most vulnerable.

Decision of Executive Councillor for City Centre and Public Places

The Executive Councillor resolved:

     i.        to approve the pricing proposals and investment programme for the service contained within the report;

    ii.        to approve in principle the proposal to further restructure the service to accommodate required changes to raise the public profile of the service; and

   iii.        move Cambridge’s Bereavement service onto a trading account basis from April 2015, in which surpluses over and above the required return to the General Fund can be ring-fenced for reinvestment in the service infrastructure.

Reason for the Decision

As set out in the Officer’s report.

Any Alternative Options Considered and Rejected

Not applicable.

Scrutiny Considerations

The Committee received a report from the Head of Specialist Services regarding the bereavement services sustainable business model.

In response to Members’ questions the Head of Specialist Services stated that ring fencing any profits, to allow them to be used for future improvements, would produce business continuity and ease procurement. He stated that the service was not yet a trading arm and that the service was expanding to offer additional, profitable services

The Executive Councillor confirmed that the aim was to retain a strong position in a profitable market and added that there would be an option to remove the ring fence at a later date if necessary.

Councillor Sinnott sought clarification regarding an apparent increase in staffing costs. Officers explained that services that at present are operated through a service level agreement with another internal service  were assumed in the model to be delivered and managed directly as part of the new service team. The increased cost in employee costs was balanced by a corresponding reduction in the services costs elsewhere in the budget.

The Committee resolved by 4 votes to 3 to endorse the recommendation.

The Executive Councillor approved the recommendations.