(a)

the Street Services Department was currently divided into the following service areas -

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Street Scene Services comprising waste collection, street cleansing, grounds’ maintenance and parks and open spaces;

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Fleet and Garage Services;

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Parking and Marine Services;

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Living Streets and Network Management;

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Waste Disposal and Contracts;

(b) 

the proposed project included the following three work streams -

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a management restructure, creating a more effective, efficient and transparent model of working across the department which had already started and was due to be completed by 1 October 2014, with predicted savings of around £1.1 million over three years;

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a review of service provision, providing an understanding of existing capacity and cost in the context of statutory, strategic and stakeholder requirements;

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following from the review, the development of service provision, optimising opportunities to work with partners to provide some services in different ways while focusing on core services to be retained within the Council to make them ‘brilliant’, which would achieve additional savings;

(c) 

‘brilliant’ service standards would be achieved through better performance management and intelligence that would enable street services to focus on community priorities, with a locality based service structure, promoting responsibility and accountability and encouraging joint working between voluntary organisations, the community and the Council;

(d)

the development of community capital, with communities from across the city empowered to take ownership of their environment;

(e)

the project required an investment in human, communications and IT resources amounting to around £50k, although additional resources may be required through the project;

(f)

specific actions relating to service provision would be placed before Members and the community prior to change occurring, ensuring that the project retained its democratic focus.

(1)

the strategic business case as submitted subject to the amendment agreed in (4) below;

(2)

that in accordance with the business case, officers undertake a review of existing services to develop an understanding of cost, effectiveness and legal, strategic or customer requirements that may shape any decision about how a service is delivered, and concurrently develop an understanding of what ‘brilliant’ looks like for stakeholders;

(3)

that in accordance with the business case, officers explore the potential for services to be delivered in a different manner;

(4)

that officers develop alternative service delivery business cases to be  approved in accordance with the Leader’s scheme of delegation.

(5)

that in accordance with the business case, officers develop services retained within the Council, using co-operative principles to attain ‘brilliant’ outcomes.