Agenda item

Report of the Head of Estate Services.

This report provides the DMC with an update on the review of the caretaking service and external cleaning of estates. 

Consideration was given to the report of the Head of Estate Services.

The Chair welcomed officers going back through previous DMC meeting minutes to look for views on the caretaking service. 

Responding to a question on having a demand-based service, Sharon Calvey, the Head of Estate Services, advised that the wider contract with Veolia was not being looked at as part of the review. It was accepted that the division of responsibilities for external areas between Veolia and caretakers was causing issues and needed to be resolved. The Cabinet Member for Better Homes outlined that a response could be provided on how the waste management contract was more demand-based. He was aware that bin-sensors had been previously mooted so that Veolia would be alerted when they were becoming full.

ACTION BY:            Richard Bradbury, Head of Environment Services

DMC members commented that it would be easier to keep estates cleaner with easy access to things like clothing banks and oil banks. The Head of Estate Services commented that oil banks had been looked into previously but contractors were not willing to provide them.

Regarding cover for caretaking staff, the DMC set out the current arrangements for cover when regular caretakers were away were poor. Officers outlined that the arrangements for caretaking cover were a key area being explored. One option being looked at was a bespoke reserve team of caretakers.

DMC members remarked that many caretakers spent time logging and photographing issues. Actioning those issues quicker would reduce the time taken by caretakers on following them up. The Head of Estate Services agreed this was important, and would also encourage caretakers to keep being proactive.

Regarding consultation, the Head of Estate Services outlined that groups of caretakers had already been met with to discuss the review and there would be further meetings in the next couple of months to discuss ideas. A supervisors’ away day to discuss the service had also taken place. In effect, consultation with residents and caretakers on the service was happening in parallel and details of the forthcoming workshops would go out in due course.

Answering additional questions, the Head of Estate Services outlined that the review was not a cost saving exercise and the proportion of the Veolia contract that was for external estate cleaning would be returned to the Council to be used on the service. Once the contract issues were resolved, the Council would understand exactly how much it could spend on the new service. A cost-neutral approach was sought so residents did not have to pay more. The proposals would go to Cabinet in April, and reported to DMCs in June 2019.

It was suggested by DMC members that the review needed to look at how cleaning after anti-social behaviour or rough sleeping on estates would take place, perhaps through an emergency response mechanism. Investing in gating would also help keep estates cleaner through limiting access, though displacement was accepted as a potential problem. The Chair commented that the Responsive Security Patrol also had a role to play in remaining pro-active and preventing issues from ASB or rough sleeping. The Head of Estate Services commented that this would have to be explored in detail so that it was not simply a case of expecting caretakers to deal with the worst issues, which in some cases was unreasonable.

DMC members proposed that HS2 Ltd could be asked to contribute to dealing with cleanliness issues caused either directly or indirectly through displacement due to HS2 works. It was noted officers were in discussion with HS2 Ltd over issues caused by displacement arising from HS2. DMC members remarked that such discussions needed to manifest themselves in meaningful action. The erection of hoardings and removal of recycling bins by HS2 were also cited as hampering efforts to keep Camden tidier. Construction in general was causing cleanliness issues for the borough.

In discussion, DMC members made the following further comments:

-       Having properly locking bin stores would help keep estates cleaner;

-       Vermin, particularly rats, had to be more effectively dealt with;

-       The quality of service had declined under Veolia and so it was welcome that it was moving back in-house. Veolia had frequently ignored issues when reported, such as a recent example of littering of CO₂ canisters on estates;

-       Caretaking reporting was welcome but could be improved. A B rating may be regarded as adequate but may represent a good level of cleaning depending on the state the area had been in before the caretaker started;

-       Many caretakers were having to clear up after Veolia still. While the CCTV on Veolia vehicles to monitor their work was noted, this needed to be rigorously enforced;

-       Increase leaf sweeping was needed in the autumn; and

-       Leaseholders who were sub-letting could be recharged when caretakers were needed to clean up after those they were letting to, often students, moved out and left mess.

Officers agreed to advise Crofters Way TRA where their nearest recycling bins were located.   

ACTION BY:             Gary Borg, Senior Area Monitoring Officer

The Chair summarised the discussion and highlighted that many caretakers did an excellent job for low pay, and should be praised accordingly. It was important the good caretakers were rewarded so they were retained and poor quality ones not kept on unnecessarily.