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Service delivery place programme

This programme builds upon the comprehensive review of the corporate landlord model, asset strategy approach, and a ‘lessons learnt’ exercise on our housing delivery framework. The programme will now shift to designing the detailed plans and structures necessary for implementation. This phase will establish clear priorities, robust frameworks, and practical pathways for change, ensuring the council optimises its assets, maximises resource value, and delivers on critical housing and service priorities. The identified next steps have been developed into a series of targeted actions, creating the conditions for successful delivery. There are also several projects that have already started, which will reshape place functions that will sit within this programme.

Activities from the Service delivery place programme
ProjectDescriptionFinancial benefitsNon-financial benefits
Corporate Landlord This project will review and refresh the current Corporate Landlord model to align with best practice and embed across the whole organisation. 
  • 2025/26: £50K

Operational and supplier efficiencies through clear working practices and processes/ownership for activities.

Improved understanding of, and value for money from, council assets including through mapping current assets and refreshing Strategic Asset Board to enable strategic discussions.
Outbound Mail This project will consolidate and streamline the current outbound mail activity to improve efficiency, control and realise savings.  
  • 2025/26: £300K

Productivity increases through freed up officer time in producing mail.
Tatton Park

This project will review the current Tatton Park operating model including partnership arrangements with the National Trust to reduce the need for ongoing subsidies.

 To be confirmed

Reduction in Council subsidy to fund the asset.
Advertising

This project will explore of use of highways assets to generate new revenue through advertising.
  • 2026/27: £50K
  • 2027/28: £50K

To be confirmed.
Automatic Number Place Recognition / Anti-social driving enforcement

This project will consider the use of statutory powers to enforce penalties for anti-social driving through use of automatic number plate recognition.

 To be confirmed.

To be confirmed.
Alternative Service Delivery Vehicle (ASDV) review

This project is focused on the Re-integration of ANSA and Orbitas to the Council, followed by review and implementation of changes to streamline and consolidate services to realise efficiencies.
  • 2025/26: £250K
  • 2026/27: £250K

Greater control over key Council functions
Operational / supplier efficiencies.
Waste

This project is focused on the Implementation of a series of changes to meet statutory obligations, improve environmental outcomes and realise savings.
  • 2025/26: £278K
  • 2026/27: £1.27M

Increase in recycling rates. Resource Futures anticipate a shift in recycling to add up to 10 points to CEC’s overall recycling rate – roughly 50-60% from food waste and the remainder from additional comingled dry recyclate and any drop in residual waste.

Reduction in residual waste following implementation of food waste and 3 weekly collections. -20.5% average.
Reduction in carbon emissions.
Economic Growth This project will develop and implement a strategy that will maximise inclusive growth in the region. To be confirmed. Increased commercial space, including increased availability and uptake of lettable office and co-working spaces. Increase in workforce skills and income through increased access to training and apprenticeships and skilled workers and graduates relocating to Cheshire East, measured by migration data, employment statistics and business surveys. Enhanced resident and community outcomes from increased access to green spaces, greater availability of affordable and accessible community spaces, improved access to healthcare. Measured by resident satisfaction surveys, number of affordable housing units, and public health and other relevant data.
Libraries This project will deliver a new model for libraries whereby they are used as community hubs and are scaled to meet the needs of their communities. To be confirmed. To be confirmed.

Page last reviewed: 01 May 2025