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The Vale of Glamorgan Council

Cabinet Meeting: 1 June, 2015

Joint Report of the Leader and Cabinet Member for Housing, Building Maintenance & Community Safety

Building Cleaning & Security Review

Purpose of the Report

1.    To propose changes to the cleaning and security services provided at corporate office buildings.

 

2.    To provide Cabinet with an update on developments in the Building Cleaning and Security Service as part of the Reshaping Services project.

Recommendations

1.    That Cabinet approve the proposals for changes to cleaning and security services provided at the corporate buildings outlined in this report as a basis for referral to Scrutiny Committee (Corporate Resources) and Scrutiny Committee (Economy & Environment) for consideration before reaching a final determination.

 

2.    That subject to recommendation one, that Cabinet delegates authority to the Director of Visible Services & Housing, in consultation with the Leader, the Cabinet Member for Housing, Building Maintenance & Community Safety and the Managing Director to:

  • undertake the necessary consultation and engagement activity as described in this report, and
  •  respond as appropriate to such engagement and consultation, and
  •  report back to Cabinet any material changes to the proposals resulting from the consultation process, and
  •  progress the implementation of proposals following the conclusion of all necessary consultation and engagement activity.

3.    That a further report be provided to Cabinet on the future strategy of the Building Cleaning and Security service as part of tranche two of the Reshaping Services Programme.

 

4.    That Cabinet approve that redundancy and any associated pension costs are funded from the Early Retirement and Redundancy fund.

Reasons for the Recommendations

1.    To enable the proposals for changes to cleaning and security services as outlined in this report to be progressed following consideration by Cabinet and Scrutiny Committees.

 

2.    To ensure that the process for progressing the changes as outlined in this report is undertaken efficiently and effectively in accordance with the Council’s policies and procedures.

 

3.    To establish the future viability of the Council’s internal Building Cleaning and Security service and how these services could be provided.

 

4.    To finance one-off expenditure.

Background

3.    The Council operates an internal Cleaning and Security Service within the Visible Services and Housing Directorate. The services are provided to schools and the Council’s other public buildings, including council offices. The Council’s Facilities Management team undertakes the ‘client’ role (purchases services from the Cleaning and Security Service) and manages the budget associated with cleaning and security at office buildings. Schools may choose to make arrangements under Service Level Agreements with the Cleaning and Security Service for cleaning in schools.

 

4.    The Cleaning and Security Service is currently resourced as follows:

 

Post Headcount FTE
Management Team
Cleaning & Security Manager 1 1
Area Supervisor Cleaning 2 2
Security Supervisor 1 1
Facilities Support Coordinator 1 1
Frontline Staff
Site Supervisors/Charge hand Cleaners 39 18.47
Cleaners 223 79.13
Security Officers/Porters 29 29
Mobile Service Operators 3 3

5.    The table above shows the total number of staff employed in the service (headcount) and the number of full time equivalents (FTE) expressed as 37 hours per week. It should be noted that some staff currently have multiple contracts within the service (for example, one cleaner may have a contract in a school in a morning and a corporate office in the evening).

 

6.    In recent years, the Building Cleaning & Security Service has seen a reduction in the number of school and office sites procuring cleaning services, reducing to 84 from 99 over a five year period. This reduction has resulted for a number of reasons, including the amalgamation of schools as well as some schools now employing their own cleaning staff or using external companies to provide this service. A comprehensive school can be charged between £100k and £150k per annum for cleaning, therefore losing one school can have a significant impact on income. This is in addition to the savings made in other areas such as libraries which have also resulted in reduced income for the service. Income levels from the provision of security services have been more consistent over the last five years, due to the smaller and more stable client base for this service. With a reducing number of clients, the Building Cleaning and Security Service is now apportioning overheads over a smaller number of customers and this is eroding the overall financial viability of the service. The impact of these proposals will see a further reduction in the number of clients and will result in the further reallocation of fixed costs over a smaller base. This will necessitate a fundamental examination of the financial viability of the service. It should be noted that the service scores highly in terms of customer satisfaction, measured by regular client surveys.

 

7.    In conjunction with the Business Improvement Team, the Council’s Facilities Management team is reviewing the costs associated with managing its office accommodation in order to deliver savings in the immediate and longer terms. For example, the Council disposed of Haydock House in 2014 and is currently considering options for further rationalisation. In reviewing the office accommodation used by Council departments, the opportunity to review associated facilities management services including cleaning and security has arisen. The proposals contained in this report are the result of evaluating the service levels required at these buildings to ensure they are both appropriate and affordable in the current financial climate.

 

8.    This report sets out proposals to change the level of office cleaning and security provision at Council office buildings in order to ensure appropriate service levels and to achieve the approved savings contained in the Council’s Final Revenue Budget Proposals 2015/16 associated with building running costs. These proposals have been formulated by the Council’s Facilities Management team (who undertake the ‘client’ role for corporate office buildings) working closely with the Council’s Building Cleaning and Security Service.

 

9.    This report also proposes that the review of Cleaning and Security Services (which is to be undertaken as part of tranche two of the Reshaping Services programme) should ascertain the long term viability of the service and, where appropriate, identify alternative ways of delivering these services.

Relevant Issues and Options

10.    This report relates to the security and cleaning services commissioned by the Council’s Facilities Management team and provided by the Council’s internal Cleaning & Security Service at the following buildings:

  • Civic Offices
  •  Town Hall
  •  Docks Office
  •  Alps Depot
  •  Court Road Depot
  •  Provincial House

11.    The Council also operates from a wide range of other locations. A review of these assets is currently underway in order to identify opportunities for rationalisation and further efficiency savings. The provision of facilities management (including cleaning and security) could be considered as part of taking forward any future proposals resulting from this work relating to the future strategy of the cleaning and security service and would be reported to Cabinet separately.

 

12.    The following table illustrates the number of staff employed to undertake cleaning and security roles in these buildings and, as such, these staff are in scope of this review.

 

Post Headcount FTE
Frontline Staff
Site Supervisors/Charge hand Cleaners 4 1.68
Cleaners
38 14.93
Security Officers/Porters 29 29

13.    The table above shows the total number of staff employed in the service (headcount) and the number of full time equivalents (FTE). It should be noted that some staff currently have multiple contracts within the service (for example, one cleaner may have a contract in a school in a morning and a corporate office in the evening).

 

14.    Cabinet approved recommendations to change security and cleaning provision at Barry Library (which is part of the Town Hall site) in January 2014, with a later amendment in March 2015. Since March 2015, these changes have been made to the cleaning and security services provided at the Library that are charged to Learning & Skills and these have resulted in the realisation of the intended savings. The proposals contained in this report therefore concentrate on the services provided to the Mayor’s Office and Arts Central. However, the report also addresses the overall staffing implications associated with all changes made and proposed for the Town Hall site (including Barry Library) and it is for this reason that all cleaning and security roles currently contracted to work at the Town Hall site are within scope of this review.

 

15.    It should be noted that, in addition to the frontline roles within scope of this review, consideration has also been given to the management and supervisory roles required by the service as a whole. The Cleaning and Security management team currently has two vacant posts within the structure and consideration is being given to either deleting one of these posts or amalgamating the duties of both posts into a single role.

Proposals for Changes to Security Services at Council Office Buildings

16.    There are three main purposes of the security service: Protection Service, Building User and Visitor Assistance Service and Additional Services.

 

17.    The Protection Service is predominantly carried out by security guards, with assistance and support from porters and mobile guards for some aspects. The main aim of this service is to protect the Council’s property assets and people from threats including theft, vandalism, fire and anti-social behaviour.

 

18.    The Building User and Visitor Assistance service provides assistance to building users and visitors and includes the role of Car Park attendant at the Civic Offices. Assistance is provided predominantly by porters and where porters are not located at buildings, security guards provide some support.

 

19.    Additional Services are provided outside of the security service’s normal working hours as overtime, dependent on availability of staff. Requests are made and paid for by individual service areas.

Current and Proposed Service Provision

20.    The following table outlines the current and proposed security provision at each of the in-scope corporate office buildings:

 

Building/ Service Current Service Provision Proposed Service Provision
Civic Offices Car Park (Weekdays) Daytime car park attendant. No car park attendant.
Access to the car park via security pass (in existence currently) with a new intercom linked to the reception area to enable access for visitors and some deliveries. Visitor spaces to be provided on a “first-come, first-served” basis.
Civic Offices (Weekdays) Porter cover between 07:00-20:00 weekdays (74 hours). Night time security on front desk from 18:50 to 08:10. Premises assistant cover from 07:00-22:00 (Mon-Thurs) and 07:00-20:00 (Fri)- opening and locking of building done by Premises Assistant.
Civic Offices (Weekends) 24 hour a day weekend security on front desk. Premises Assistant cover from 07:00-15:30 on Saturday.
Closed on Sunday.
Alps Depot
(Weekdays)
24 hour security presence in security lodge. 24 hour security presence in security lodge.
Alps Depot
(Weekends)
24 hour security presence in security lodge. 24 hour security presence in security lodge.
Provincial House (Weekdays) Weekday security 06:50-08:00 & 16:00-19:10 (Tuesday, Thursday, Friday) and 06:50-08:00 & 16:00-21.10 (Monday & Wednesday).
Porter 08:00-16:00 weekdays.
Weekday security 06:50-08:00 & 16:00-19:10 (Tuesday, Thursday, Friday) and 06:50-08:00 & 16:00-21.10 (Monday & Wednesday).
Porter 08:00-16:00 weekdays
Continuation of current service level, but on temporary contract basis.
Provincial House (Weekends) Building closed- no security or porter cover. Building closed- no security or porter cover.
Docks Office (Weekdays) Security cover between 06:00-08:00 and 16:00-06:00 (Building open 24 hours).
Porter 08:00-16:00 weekdays.
Premises assistant cover from 07:00-22:00 (Mon-Thurs) and 07:00-20:00 (Fri)- opening and locking of building done by premises assistant.
Docks Office (Weekends) 24 hour security presence in building. Building closed- no security or porter cover.
Town Hall - Arts Central and Mayor’s Office
(Weekdays)
Security cover 07:00-19:00.
Porter cover six  days a week (Mon-Sat) 07:00-19:00.
Shared Building Assistant with Library (37 hours per week Mon-Fri).
Cleaners to open building and deactivate alarm at 06:30.
Mayor’s Parlour/Arts Central staff to secure and lock their sections of building and activate alarm at end of working day.
Library staff to secure and lock the Library and activate alarm when Library closes.
Town Hall - Arts Central and Mayor’s Office
(Weekends)
Security cover 07:00-19:00.
Porter cover six  days a week (Mon-Sat) 07:00-19:00.
No security or porter.
Court Road (Weekdays) 24 hour security presence in security lodge. 24/7 security in security lodge.
Court Road
(Weekends)
24 hour security presence in security lodge. 24 hour security presence in security lodge.

21.    Appendix A illustrates the current and proposed number of working hours at each of the in-scope corporate office buildings. Currently there are a total of 29 posts working a total of 1083 hours per week. The proposals would result in there being 15 posts working a total of 565.5hours per week employed by Building Cleaning and Security Services. In addition, proposals are being developed for there to be one employee employed for a total of 37 hours by Learning & Skills directly. The proposed number of employees is subject to change in line with consultation outcomes.

 

22.    The proposals include the removal of on-site security guards from all corporate buildings, with the exception of the Alps and Court Road depots. This is due to the need to maintain a 24 hour presence for both operational and insurance purposes.

 

23.    Opening hours of buildings (and therefore shift patterns) have been derived based on an analysis of the usage of these buildings, including the times when the buildings are used for Council meetings. These shift patterns include an allowance, where appropriate, for the time required to ensure buildings are secured before being alarmed and locked overnight.

 

24.    It is proposed that the existing service at Provincial House continues unchanged in terms of number and pattern of hours worked. This will be subject to review depending on the future need to retain this building. The security provision at this office would therefore be contracted on a temporary contract basis.

 

25.    It is proposed that there should be a Building Assistant role based at the Town Hall site, reporting to and paid for by the Learning and Skills Directorate. This role will predominantly provide support to the Library service, but also provide a degree of security/porter function to Art’s Central and the Mayor’s Office, with a contribution towards the costs being made by Arts Central and Mayor’s Office.

 

26.    The remaining security (porter) roles at the Civic and Docks Offices will be updated to reflect the range of duties now required from these posts and these posts will be re-designated as ‘Premises Assistants’.

 

27.    The current mobile guard service will continue unchanged across all corporate buildings, offering a mobile presence on weekdays between 8pm and 8am and for 24 hours a day at weekends.

 

28.    Appendix E shows that there are currently four vacant posts in the security service, offering a total of 148 hours, some of which are now covered by existing staff. In addition proposals for a 37 hour Building Assistant post at the Town Hall site are being developed, to be managed by Learning and Skills. These vacancies could offer the opportunity to redeploy any potentially displaced staff resulting from the proposals.

 

29.    It is recognised that the changes being proposed in this report will have impacts for a range of stakeholders. Financial, equality and employment implications have and will continue to be fully considered and revised as appropriate. Details of these implications can be found in the relevant sections of this report. An Equalities Impact Assessment (EIA) has been developed and can be found in Appendix B. The EIA will be regularly reviewed and revised throughout the consultation and implementation phases of the project.

 

30.    The following outlines the key impacts on building users and the internal security service.

Impact on Building Users

31.    Implementation of the proposals as described above will have implications for some building users, specifically around reduced access to council offices at certain times. It is recognised that certain service areas (for example, ICT, Registrars and Electoral Registration) require access to corporate buildings at certain times which fall outside of the proposed building opening hours. Mitigating actions have been considered in response to the needs of these specific groups, which include utilising the services of the mobile guard and providing ad hoc security arrangements as required.

 

32.    There are a number of external groups who use the Council’s buildings, particularly the Civic Offices, at certain times out of hours, which may no longer be possible given the reduced opening hours of the building. Each of the affected groups will be engaged with on these proposals, with a view to accommodating them within revised opening hours if possible.

 

33.    In order to safeguard buildings when closed, the Council has recently commissioned upgrades to the existing intruder alarm systems at the Town Hall/Library, as required to meet insurance requirements. The Civic Offices intruder alarm will also be upgraded to reflect the proposed changes and to improve the existing coverage of the building.

Service Impact on Building Security Services

34.    The proposed reduction in service provision and subsequent staffing levels will have an impact on the working patterns of staff. This will impact upon the service’s resilience, which will be considered in the future strategy of the service and reported to Cabinet.

 

35.    The Security section provides a number of ad hoc services such as additional security provision, internal office moves and election support services. In future, the cost of providing such ad hoc services will be directly recharged to the requesting service area.

 

36.    The Cleaning and Security service operates a trading account and the generation of additional income from ad hoc works makes a valuable contribution towards the service’s finances, as many pieces of work are undertaken within existing resources.

Proposals for Changes to Cleaning Services at Council Office Buildings

37.    The current cleaning service provided includes the cleaning of buildings and contents, removal of waste and replenishment of consumables. Cleaning is carried out on a daily basis Monday to Friday (plus Saturdays at the Town Hall) by part-time cleaning staff, supervised by charge-hands.

Current and Proposed Service Provision

38.    In order to establish the number of cleaning hours required at each location, a priority list has been developed to effectively focus the service. Different areas within the buildings have been given a priority from one to three, with one being the highest priority.

 

39.    Priority one areas include receptions, “prestige” (public) areas, toilets and circulation (corridors) to selected priority one areas. These areas are currently cleaned daily and it is proposed that this will continue. Staff kitchens and breakout areas have been classified as priority two areas and it is proposed that these are cleaned twice weekly, rather than daily. The priority three areas are offices, circulation (corridors) and meeting and training rooms, which will be cleaned once a week, rather than daily. Appendix C illustrates the current and proposed specification based on these priorities.

 

40.    Appendix D illustrates the current and proposed staff profile (number of employees and number of working hours) at each of the in-scope buildings. Currently there are a total of 42 employees working a total of 614.5 hours per week. The proposals would result in there being 26 employees working a total of 330.5 hours per week. The proposed number of employees is subject to change in line with consultation outcomes.

 

41.    Appendix E shows that across the cleaning service as a whole there are currently 31 vacant posts across a number of sites, offering a total of approximately 329 average hours each week. Some of these hours are currently covered by existing staff. These vacancies could offer the opportunity to redeploy any potentially displaced staff resulting from the proposals.

 

42.    It is recognised that the changes being proposed in this report will have impacts for a range of stakeholders. Financial, equality and employment implications have and will continue to be fully considered and revised as appropriate. Details of these implications can be found in the relevant sections of this report. An Equalities Impact Assessment (EIA) has been developed and can be found in Appendix B. The EIA will be regularly reviewed and revised throughout the consultation and implementation phases of the project.

 

43.    The following outlines the key impacts on building users and the internal cleaning service.

Impact on Building Users

44.    In recent years the Council has made significant strides in terms of recycling as borne out of the commitment to maintaining Green Dragon accreditations. Initiatives include ‘one bin, one office’, which has reduced the amount of waste that is not recycled. Building users also take responsibility for recycling a range of materials, including food waste.

 

45.    Implementation of the proposals as described above will have a number of implications for building users, including a continued expectation placed upon them to ensure facilities are kept clean. It will be imperative that building users continue to support the recycling initiatives available at each site. Publicising the changes and the continued engagement of staff will be vital in ensuring awareness and application of these activities.

 

46.    The prioritisation of areas for cleaning and the impact these proposed changes will have will continue to be closely monitored to ensure that the presentation and image of the buildings is not markedly reduced and amendments to the newly devised cleaning specification are made where appropriate and within budget.

Service Impact on Building Cleaning Services

47.    The proposed reduction in service provision and subsequent staffing levels will have an impact on the working patterns of staff. This will impact upon the service’s resilience, which will be considered in the future strategy of the service and reported to Cabinet.

 

48.    The cleaning section currently provides additional ad hoc services at the request of service areas. In future, the cost of providing such ad hoc services will be recharged to the requesting service area. A reduction in staffing levels may reduce the flexibility of the service to respond to such requests, especially at short notice.

Reshaping Services – Service Review

49.    As outlined above, the Cleaning and Security Service has undergone significant change in recent years. If approved, these proposals would result in further changes to the service. A fundamental review of the way in which this service operates, including the way in which costs are managed, will be required. As part of the Reshaping Services programme, Cabinet have previously approved a tranche two project to review the Cleaning and Security Service. For 2017/18, the Council’s approved Final Revenue Budget Proposals 2015/16 outline an indicative saving of £200,000 associated with this tranche two Reshaping Services project. The future strategy for the service will therefore need to take account of this savings target. It is proposed that this review considers the service as a whole and analyses the potential impact on current service users and staff should the Council decide that provision be ceased or delivered in an alternative way, including the potential to deliver the service in conjunction with other complementary services. The impact on overheads and the reduction/re-allocation of these within the Council following savings being realised will also need to be reviewed as part of this work.

Resource Implications (Financial and Employment)

Human Resources and Employment Implications

50.    There are important human resource and employment relations implications associated with the implementation of the above proposals for the Cleaning and Security Service. The implementation of changes will require a clear communication and engagement strategy with staff and the recognised trade unions from across the Council. To ensure a consistent approach is adopted to implementing these changes, it is proposed that changes to both cleaning and security functions are progressed in parallel following the timeline below.

 

51.    The timeline has been designed to ensure the continuing engagement of staff and trade unions and the meeting of all statutory and local consultation requirements.

 

52.    A summary of the timeline of key activities for the project is set out below.

 

Key Activities Description Timescale
Pre-Cabinet Preparation Information to trade unions.
Information provided to staff.
May 2015
May 2015
Cabinet Report Report to Cabinet.
Cabinet Consideration.
Scrutiny Consideration.
Engagement Meetings with Staff.
Cabinet Determination.
June 2015
1 June 2015
June 2015

June 2015

July 2015
Staff and Union Consultation Meet formally with staff and Trade Unions.
30 day consultation (minimum) begins to include potential selection proposals.
Canvass for voluntary redundancies (as appropriate).
End of consultation.
July 2015
July 2015
July 2015
August 2015
Consultation Evaluation Evaluation of consultation feedback and proposals refined as appropriate. August 2015
Staff Correspondence Letters issued to all staff at risk. September 2015
Selection Process Selection process takes place.
Outcome of selection process known.
September 2015
End September 2015
Avoiding Redundancy/Redeployment Avoiding Redundancy/ Redeployment procedures implemented as required. October 2015
Notice Periods Staff given notice (if required). October 2015
Implementation of changes Changes to working practice implemented. November/December 2015

53.    Subject to the determination of Cabinet, full consultation will be carried out with staff and the relevant trade unions throughout all stages of the project, as outlined in recommendation two.

 

54.    The above timeframe provides an indicative project plan, which may be subject to change as determined by the response to the consultation and the outcomes of each key activity as set out above.

 

55.    As part of the consultation arrangements, the service will progress these proposals in accordance with the Council's agreed policies and procedures, in particular the Change Management and the Avoiding Redundancy policy and procedures. Where possible, opportunities to mitigate the displacement of staff will be fully explored through matching existing staff to appropriate posts or redeploying to suitable existing vacant positions within the Service and the wider Council, as described earlier in this report. The Council will also continue to work with partner organisations to determine whether the potential exists to support staff in acquiring employment in other organisations if required.

 

56.    The Council is committed to offering voluntary redundancy opportunities to staff in circumstances where change of this scale is being proposed. This will be progressed using an agreed set of criteria and discussed with Trade Unions and staff throughout the process.

 

57.    As described above, current vacancies within each service area have been analysed and can be found in Appendix E. Within the security service there are currently four vacant posts across a number of sites, offering a total of 148 weekly hours. Within the cleaning service there are currently 31 vacant posts across a number of sites, offering a total of approximately 329 average hours each week.

Financial Implications

58.    The current 2015/16 budget held by Property Services for providing the security service for the buildings listed above is £729,429. The cost for 2014/15 as currently provided was £669,671 and following implementation of the proposals this should reduce to £575,198 per annum. Comparing the 2015/16 budget with the proposed change will give a budget saving of £154,231 per annum.

 

59.    The current annual 2015/16 budget held by Property Services for providing the cleaning services at in scope buildings (i.e. excluding Barry Library) is £298,800. The cost for 2014/15 for the service as it currently stands was £289,987. This is estimated to reduce to £144,994 by implementing the proposals in this report. Comparing the 2015/16 budget with the proposed charge will give a budget saving of £153,806 per annum.

 

60.    Implementation of the proposals for both the security and cleaning functions is estimated to realise a total budget saving of £308,037. Based on the project plan, these savings would be realised from 1st December 2015, which will equate to an estimated budget saving of £120,000 in the 2015/16 financial year and the remaining £188,037 in 2016/17. This will contribute to the £500,000 saving set out in the Council’s Final Revenue Budget Proposals 2015/16 for ‘a review of council wide property costs, including running costs’, as formally approved by Council on 4 March 2015 (minute number 941). The remainder will be realised from further property related savings initiatives.

 

61.    Due to the nature and scale of the changes proposed, provision for potential redundancy payments is required and is estimated at between £40,000 and £62,000 for the Cleaning Service and between £84,000 and £227,000 for the Security Service. These figures also contain provision required to meet the potential pension strain (actuarial) costs. It is not possible to provide a precise estimate of these costs as they will be dependent upon the individual members of staff involved. As such, the estimated range for these costs is based on the varying ages and lengths of service of staff within the service area. It is proposed that these costs be met from the Council’s Early Retirement and Redundancy Fund.

 

62.    The Building Cleaning & Security trading account is likely to be adversely affected from the reduction in income levels that will occur from the proposals above. Employee expenditure makes up the majority of the cost of the service. However, there are other items of expenditure such as transport and other overheads which also need to be reviewed. A reduction in staff numbers may not necessarily lead to an equal reduction in transport costs or overheads. As described in this report, every effort will continue to be made to reduce management overheads, for example by not filling vacant posts. However, central overheads such as Finance, HR, ICT, Legal and Office Accommodation are unlikely to reduce significantly. The overheads for the security service have been allocated over the remaining buildings and this has been factored into the calculations above. The cleaning service however has a wider client base and overheads may have to be spread over the remaining clients which may increase the cost of services to these users. Due to the recent pay awards, charges to users for building cleaning have already increased by 10% in 2015/16 and therefore this will have to be monitored very closely. This will be progressed as part of the tranche two Reshaping Services project.

Sustainability and Climate Change Implications

63.    There are no direct sustainability and climate change implications associated with this report.
Legal Implications (to Include Human Rights Implications)

 

64.    Given the nature of the proposals there are a number of employment law implications that arise and advice in regards to these issues has been sought and will continue to be as appropriate.  

Crime and Disorder Implications

65.    The proposed changes to the cleaning service are unlikely to have associated crime and disorder implications. However, there are likely to be a number of implications associated with the removal of 24 hour security at a number of corporate buildings.

 

66.    The risk of there being an increased number of security incidents following implementation of the proposals is mitigated by there being daytime presence (staff and/or security) at all corporate buildings and intruder alarms being at the standard required by the Council’s insurance providers.   

 

67.    The number of recorded anti-social behaviour incidents has historically been highest at the Town Hall site, specifically at the Library. This has been considered and is reflected in the proposed future service provision at this location. A breakdown of number and nature of incidents recorded at each site can be found in Appendix F.

Equal Opportunities Implications (to include Welsh Language issues)

68.    An Equalities Impact Assessment (EIA) has been developed and can be found in Appendix B. The EIA will be regularly reviewed and revised throughout the consultation and implementation phases of the project and reported back to Cabinet as required and before a final determination is made of these proposals.

Corporate/Service Objectives

69.    The proposals contained in this report contribute to the savings approved as part of the Council’s Final Revenue Budget Proposals 2015/16 and will be progressed via a project contained in the Reshaping Services programme.

Policy Framework and Budget

70.    This is a matter for Executive decision.

Consultation (including Ward Member Consultation)

71.    These proposals have been recently discussed with the recognised Trade Unions, Service Users and with employees within the Service.

 

72.    A full programme of communication, engagement and consultation will be carried out as described in the report.

Relevant Scrutiny Committee

73.    Following initial consideration of this report by Cabinet, it is proposed that the report is referred to Scrutiny Committee (Corporate Resources) and Scrutiny Committee (Economy & Environment) for consideration. The views of these Committees will be referred back to Cabinet before Cabinet reach a final determination.

 

74.    Corporate Resources Scrutiny Committee will consider these proposals due to the contribution made to the Council’s Final Revenue Budget Proposals 2015/16, the Council’s corporate change programme, Reshaping Services and the Facilities Management service being a part of the Resource Directorate.

 

75.    Economy and Environment Scrutiny Committee will consider these proposals due to the potential implications and impact on the Council’s Building Cleaning and Security Service.

Contact Officer

Tom Bowring- Business Improvement Manager

Officers Consulted

Managing Director
Head of Finance
Head of Human Resources
Operational Manager, Human Resources
Operational Manager, Legal Services
Senior Lawyer (Employment Law)
Head of Strategy & Resources (Learning & Skills)
Operational Manager, Property Services
Group Estates Officer
Facilities Manager
Building Cleaning & Security Manager
Lead Officer, Youth & Community Learning
Operational Manager, Building Services
Building Cleaning & Security Manager
Accountant (Visible Services)
Personnel Officer (Visible Services & Housing)
Equalities Officer

Responsible Officer:

Miles Punter, Director Visible Services & Housing