Agenda item

Matter for Decision

 

October 22 Strategy and Resources (S&R) committee agreed that officers would progress work to assess savings opportunities available by bringing together similar skills and activity into distinct functions. City Operations is the first programme mobilised to deliver this work for Cambridge City Council’s operational services.

 

Decision of the Leader of the Council:

 

      i.         To agree the City Services Director should proceed with consultation and implementation of a revised management structure.

    ii.         To support the exploration and implementation for an alternative delivery model for stores, recognising the TUPE implications for staff in this area (detailed further in Appendix 3).

   iii.         To support the progression of the following projects:

a.    Alternative Delivery Model for Stores

b.    Greater use of Digital and Data

c.    Pilot the change of core operating hours in Estates and Facilities.

  iv.         To recognise the pipeline of activity over the next 12-24 months to achieve a financially sustainable City Services group that provides lean, reliable, responsible services delivered by teams who have the skills and empowerment to get the job done.

 

Reason for the Decision

 

As set out in the Officer’s report.

 

Any Alternative Options Considered and Rejected

 

Not applicable.

 

Scrutiny Considerations

 

The Director of City Operations introduced the report.

 

The Director of City Operations said the following in response to Members’ questions:

 

      i.         People working core hours would be pushed into out of hours working provision.

    ii.         A third-party provider would take on the entire stores provision from the Council. Three staff members would move over to the third-party provider.

   iii.         With approval of this item, management structure would then move into the organisational change policy and provided oversight from that.

  iv.         As part of the bidding process, potential third-party providers would be advised of the potential of a Sustainable Travel Zone (STZ).

    v.         Regarding redundancies, wouldn’t have a total number until consultation process was complete.

  vi.         Regarding potential future price rises in materials, third party providers would need to abide by a fixed price contract.

 vii.         There would be a review of responsive repairs once the management structure was in place.

viii.         Next step would be to engage with tenants and Members to get a rounded view of the repair service.

The Committee unanimously endorsed the recommendations.

 

The Executive Councillor approved the recommendations.

 

Conflicts of Interest Declared by the Executive Councillor (and any Dispensations Granted)

 

No conflicts of interest were declared by the Executive Councillor.