A review has determined that the council’s current public realm services and contracting arrangements will not deliver the council’s medium to long term aspirations.

The council’s vision is to design and deliver new public realm services that are fit for the future embracing technology and digital innovation, a transition to electric plant, vehicles and new materials to meet net zero carbon by 2030, investment in our people that support development and innovation enabling the service to continually improve, maximising resources and opportunities to best meet the needs of local residents and communities.

To achieve this vision the council, working in partnership with the Public Realm Service Contractor, seek approval to select and develop a Future Operating Model that has been determined as the best model to deliver this vision while minimising service and financial risks during this period of change.

Cabinet members considered a report setting out the outcome of the midpoint review of the public realm services contract and a proposal that the future operating model be selected as an in house client and technical staff, with the existing provider for top up professional services and works.

The cabinet member infrastructure and transport introduced the report and explained that issues had been raised about value for money, quality of work and client control. Extensive discussions had taken place regarding the key objectives of the council and which operating model would best meet these. Best efforts were made to ensure that as many councillors as possible across all parties were able to contribute.

Cabinet members discussed the report and it was noted that:

·       There was nothing essentially wrong with the current contract but the key performance indicators were now out of tune with the county plan and the operating model needed adjustment;

·       Officers and the contractor have engaged positively in the discussions;

·       The proposed model will give tighter control of quality and a friendly but sufficiently tense relationship between the council and the contractor;

·       Locality stewards are highly valued;

·       The contractors involved are all keen to do more to support the council’s priorities around social value and role as a corporate parent in generating opportunities for young people;

·       The proposed change to the operating model will not resolve all the issues identified in the past but will give the council the ability to check and challenge the work done by the contractor.

Group leaders generally welcomed the report and the closer monitoring that the proposed operating model will allow. In response to queries it was noted that the new contract model has flexibility to get more local suppliers involved and to work with parish councils to do some of the smaller jobs differently. The council will have to take back some risk but this approach presents opportunities for delivering parts of the public realm programme differently.

The chairman of the connected communities scrutiny committee commented on the discussion held at the scrutiny committee as part of the discussion of the options for the future operating model. The committee flagged the importance of clarity on who was responsible for what and that communication with the public is absolutely key. The proposed option was seen as a step in the right direction.

It was unanimously resolved that:

a)             Cabinet note the outcome of the midpoint review of the public realm services contract;

b)             Cabinet approve the selection and development of Future Operating Model Five being “In house client and technical staff with existing provider (single contract) for top up professional services and works”;

c)             Cabinet note and support the commitments and initiatives in paragraph 28 a-h to be developed between the council working in partnership with the Public Realm Services Contractor;

d)             Cabinet delegate the design and development of Future Operating Model Five to the Corporate Director of Economy & Environment in consultation with the s151 Officer and the three Cabinet Members for  ...  view the full minutes text for item 222

To provide committee the outcome of a midpoint review of the council's public realm services delivered in partnership between the council and the Public Realm Service Contractor, and seek comments and constructive challenge regarding the proposals to select and develop a Future Operating Model to ensure the public realm services are aligned to the council’s medium and long term objectives.

Further to minute 8 of the meeting held on 14 October 2022, the purpose of this item was to provide the committee with the outcome of a midpoint review of the council's public realm services and to invite comments and constructive challenge regarding the proposals to select and develop a Future Operating Model.

The Cabinet Member - Infrastructure and Transport made opening comments about: the background to the public realm service contract with Balfour Beatty Living Places (BBLP) that had been awarded in 2013; the key features of the existing model; audits undertaken of the public realm contract which had identified issues with the effectiveness of contract monitoring on the council side; various model types had been considered by Cabinet Members and by a cross party member working group; it was considered that Model Five, ‘in house client and technical staff with existing provider (single contract) for top up professional services and works’, would deliver the council’s objectives.

The principal topics of the debate included:

1.             The initial implementation costs of the model and opportunities to deliver efficiencies to reach a cost neutral position with ongoing service costs.

2.             The learning from bringing public rights of way and traffic management services back in house in April 2022, particularly in relation to communications and staff planning.

3.             The transfer of technical and professional services staff from BBLP to the council.

4.             Encouraging the public to report potholes, with an enhanced digital presence.

5.             The future management of assets and the modernisation of the vehicle fleet.

6.             The options appraisal identified that Model Five would provide value for money and would negate risks for the council.

7.             The Cabinet Member - Commissioning, Procurement and Assets commented on the benefits of competitive dialogue with potential suppliers, including on social value and environmental objectives.

8.             The improvements that had been made to contract management, informed by the Major Contract Improvement Plan, including enhanced constructive tension between the parties.

9.             The interim arrangements and plans for the recruitment of permanent heads of contract management, highways, and transportation.

10.         The value of public rights of way, including for population health and wellbeing, and the importance of engagement with volunteers interested in supporting and improving the network, subject to appropriate supervision and mitigation of risks.

[Note: With the assent of committee members, the Chairperson determined that the meeting should continue beyond three hours.]

11.         It was noted that there was limited detail on the additional costs and challenges referenced in paragraphs 18 and 19 of the report (agenda pages 64/65).  The Cabinet Member - Infrastructure and Transport said that a preferred model had been identified but further decisions would not be taken until the new administration period.  Comments were made about the importance of corporate memory and apprising councillors about the situation.

12.         The need for flexibility in terms of potential suppliers for major infrastructure projects.

13.         The need for clarity about the division of responsibilities between contractors and the council, and for the council to be  ...  view the full minutes text for item 24