The Shipley Area Coordinator will submit a report (Document “H”) which examines three different working models available for consideration with regards the Street Cleansing service in light of recent increased investment.

Recommended –

(1)       That members approve the resource levels in the wards

(2)       That members select their preferred cleansing delivery model from the options presented for officers to work up detailed work patterns in each ward.

(3)       Officers bring back these work patterns to this Committee as soon as practicable.

Overview & Scrutiny Area: Corporate / Environment and Waste  Management

(Damian Fisher - 01274 437062)

The Shipley Area Coordinator submitted a report (Document “H”) which examined three different working models available for consideration with regards to the Street Cleansing service in light of recent increased investment.

Particular reference was drawn to the Hybrid Working model - create ward based teams that still clean the Gateways in the morning. On return to their ward operate on a prescribed daily pattern of work within their ward only (example maps of two wards have been provided). This would also allow the advantage of option 1 with regards ownership and locality working. This option (Hybrid working) has become possible due to the increase in staff available which allows some ward-based teams of 2 or more to be formed. This could allow the service to retain a frequency based approach but within smaller separate locally fixed teams and with more of a sense of ownership for a ward. There is still a small risk of teams being adversely affected by sickness and holidays. For example, a five-person team would have approximately 4 people on the ground at any one time taking annual leave and sickness into account. The introduction of ward buddy system and assistance from the roving Area team would go some way to address this

A Member stated that whichever model was adopted, complaints would always be lodged.

During the discussion, a number of Members ascertained which roads formed part of the gateway.  In response it was stated that these were the principal roads leading into the city, however adjacent areas were also included, and a full list would be circulated to Members.

In discussing the gateway, it was explained that it was not feasible to walk that whole of the gateway and that teams would identify particular problem areas to tackle. 

A Member expressed concerns around the cleaning of park areas as part of the new hybrid working and that he thought that the existing Policy was that the Clean Teams would also target the Parks.  In response it was explained that although Parks were sometimes cleaned enroute, this was still a responsibility of the parks staff and that the Clean Teams concentrated on the adopted highway, to create maximum flexibility.

It was pointed out that one of the main issues was the staffing levels were low and therefore they had to be deployed in a manner that there was optimum coverage, and in areas where there were particularly issue.  Ultimately residents also had to play their part in ensuring that their areas were kept clean of litter.

The impact of Covid was also highlighted and how this had affected cleaning schedules.

Members acknowledged that the Service were doing their best in very challenging circumstances, and that the Council still had a responsibility to ensure that they maintained a baseline service, and it was therefore:

Resolved –

(1)       That resource levels in the wards be approved.

(2)       That Option 2 as set out in Document “H” be selected as the preferred cleansing delivery model and that this be reviewed again in 12 months’ time.

(3)       That officers bring back these work patterns to Ward Councillors in 6 months’ time.

ACTION: Strategic Director Place

Overview & Scrutiny Area: Corporate / Environment and Waste  Management