It feels like we are all waiting with bated breath for next week's Comprehensive Spending Review (CSR) announcements on public sector spending. The Chancellor of the Exchequer will stand up on Wednesday at 12.30 in Parliament and announce how he intends to address the country's financial deficit - the gap between what we currently spend each year and what the government currently receives from us all in taxes. It's a very big gap.
It's clear to me that we in local government face a large cut in our numerous grants from central government. I shan't guess a number today because it will almost certainly be wrong. What I would say is that the Chancellor ' s announcement will change fundamentally everything we do and how we do it.
I thought I'd share with you today the important questions that we are each going to have to ask as we assess each of our current services and decide how we deliver these in the future.
1. is the activity essential to meet Wiltshire Councils priorities?
2. does Wiltshire Council need to fund this activity?
3. does the activity provide substantial economic value?
4. can the activity be targeted to those most in need?
5. how can the activity be provided at a lower cost?
6. how can the activity to provided more effectively?
7. can the activity be provided by a non-state provider or citizens, wholly or in partnership?
8. can non-state providers be paid to carry out the activity according to the results they achieve?
9. can local voluntary or community bodies, as opposed to Wiltshire Council, provide the activity?
Have a think about these questions in relation to the service in which you work. Let me know what you're thinking.
Thanks for reading and talk again next week.
Friday, 15 October 2010
Thursday, 7 October 2010
Thursday 7 October 2010
A shorter blog than last week as it's late Thursday evening, I'm running out of steam and I'm not around tomorrow.
Jane and Andrew have been holding meetings with managers and staff this week to explain the changes in the organisation that we all face over the next six months and beyond. I've been reflecting on the challenge ahead and I think I would describe it like this:
Our Challenge…
There has never been a more challenging time for us in the council. The challenges will become tougher still, but along with challenge comes opportunity. For those services and teams that are able and willing to adapt, it’s going to be an exciting time.
The world changes quickly and we have to change with it. Sometimes this means thinking about things in a different way. Looking for the opportunity in everything, even when it’s not obvious.
I think that’s one thing that distinguishes leaders from followers, and Wiltshire Council is a leader.
Talk again next week.
Carlton
Jane and Andrew have been holding meetings with managers and staff this week to explain the changes in the organisation that we all face over the next six months and beyond. I've been reflecting on the challenge ahead and I think I would describe it like this:
Our Challenge…
There has never been a more challenging time for us in the council. The challenges will become tougher still, but along with challenge comes opportunity. For those services and teams that are able and willing to adapt, it’s going to be an exciting time.
The world changes quickly and we have to change with it. Sometimes this means thinking about things in a different way. Looking for the opportunity in everything, even when it’s not obvious.
I think that’s one thing that distinguishes leaders from followers, and Wiltshire Council is a leader.
Talk again next week.
Carlton
Friday, 1 October 2010
Friday 1 October 2010
I attended the inaugural staff awards in Salisbury on Monday night. The City Hall looked great and the main hall looked just like the Oscars - some very impressive organisation by the comms team and the City Hall staff. The awards were brilliant, every nominee, short listed entry and winner were inspirational in their commitment, energy and focus on our customers and communities. I felt quite humbled by the experience. It would be wrong of me to pick out any winners to mention, so well done to you all!
Yesterday we held the Audit Committee where the prime business was to approve the closure of the accounts for the first year of Wiltshire Council. This went smoothly, with only three major recommendation from our external auditors in terms of how we should improve our business. I was extremely pleased with this performance and must thank Matthew Tiller and Steve Memmott and their respective teams for this. Well done guys.
As you may know Deborah Farrow has decided to move on to a new career in the private sector. I want to thank Deborah for her outstanding leadership, tenacity, political management skill and knowledge of systems thinking which have had such a profound impact on the organisation in the three years that she has been with us. I knew we wouldn't keep her forever - good people always move on - so we shouldn't be surprised by this announcement.
In consultation with the Portfolio Holder for ICT, I don't plan to replace Deborah at service director level because of the need to reduce managers by around 240 posts across the organisation - 50 in DOR by March. I will be changing my structure, like all corporate directors from next April and will move the ICT and other responsibilities to another service director.
To ensure the focus and leadership required to deliver all that we have to in ICT, I am expanding Mark Stone's role to become programme director ICT, information management and work place transformation. There are clear synergies between these areas of work. These arrangements will be in place for up to 18 months to ensure continuity during a period of substantial change to the business.
Thanks for reading and speak again next week
Carlton
Yesterday we held the Audit Committee where the prime business was to approve the closure of the accounts for the first year of Wiltshire Council. This went smoothly, with only three major recommendation from our external auditors in terms of how we should improve our business. I was extremely pleased with this performance and must thank Matthew Tiller and Steve Memmott and their respective teams for this. Well done guys.
As you may know Deborah Farrow has decided to move on to a new career in the private sector. I want to thank Deborah for her outstanding leadership, tenacity, political management skill and knowledge of systems thinking which have had such a profound impact on the organisation in the three years that she has been with us. I knew we wouldn't keep her forever - good people always move on - so we shouldn't be surprised by this announcement.
In consultation with the Portfolio Holder for ICT, I don't plan to replace Deborah at service director level because of the need to reduce managers by around 240 posts across the organisation - 50 in DOR by March. I will be changing my structure, like all corporate directors from next April and will move the ICT and other responsibilities to another service director.
To ensure the focus and leadership required to deliver all that we have to in ICT, I am expanding Mark Stone's role to become programme director ICT, information management and work place transformation. There are clear synergies between these areas of work. These arrangements will be in place for up to 18 months to ensure continuity during a period of substantial change to the business.
Thanks for reading and speak again next week
Carlton
Friday, 24 September 2010
Friday 24 September 2010
Well the news this week has all been about our plans for investment in front line services and cost reduction over the next four years. The Leaders and Chief Executive met the press on Monday for a full series of briefings and then appeared on the television later to give the same messages.
I thought it would be wise for me to use this week’s blog to repeat some of the key headline messages, just in case some of you have missed the press and television this week. If anybody would like to discuss these plans then do please contact me.
We will face a number of challenges over the next four years.
We are currently working on a business plan that sets out how the council will manage the difficult financial challenges that it is facing. Our approach is ambitious and focuses on good robust management.
We believe we can do this as we can take advantage of being a new unitary council. This allows us to maximise our potential and make the most effective use of our resources. We see this as an opportunity to deliver investment and savings at a quicker pace, which will result in a better council and better services for the people of Wiltshire.
The situation we face is unique as the national constraints on funding combined with the fundamental change to public services have not been seen on this scale since the Second World War.
It means we will have a new role and become less of a provider of services and more of a strategic enabling body. This will mean the council will become smaller and employ less people over the next few years.
What are the challenges we face?
Challenge 1 – central government funding cuts
The new coalition government has made it clear that its priority is to reduce the national financial deficit.
It is likely that government grant funding to local councils will be reduced by at least 25% from April 2011 - this figure will be confirmed following the Comprehensive Spending Review announcements on 20 October.
This reduction will result in an estimated deficit in our 4 year budget plan of £122 million, which is 3.6% of our gross budget and 8.8% of our net budget.
Our total gross budget for the next 4 years is £3,416,000,000.
Challenge 2 – investing in priorities over the same time period
We want to improve and invest in some services and protect the most vulnerable in our communities.
We will invest and redirect £170 million over the next 4 years to achieve this. This is 5.0% of our gross budget and 12.2% of our net budget.
We will invest;
I thought it would be wise for me to use this week’s blog to repeat some of the key headline messages, just in case some of you have missed the press and television this week. If anybody would like to discuss these plans then do please contact me.
We will face a number of challenges over the next four years.
We are currently working on a business plan that sets out how the council will manage the difficult financial challenges that it is facing. Our approach is ambitious and focuses on good robust management.
We believe we can do this as we can take advantage of being a new unitary council. This allows us to maximise our potential and make the most effective use of our resources. We see this as an opportunity to deliver investment and savings at a quicker pace, which will result in a better council and better services for the people of Wiltshire.
The situation we face is unique as the national constraints on funding combined with the fundamental change to public services have not been seen on this scale since the Second World War.
It means we will have a new role and become less of a provider of services and more of a strategic enabling body. This will mean the council will become smaller and employ less people over the next few years.
What are the challenges we face?
Challenge 1 – central government funding cuts
The new coalition government has made it clear that its priority is to reduce the national financial deficit.
It is likely that government grant funding to local councils will be reduced by at least 25% from April 2011 - this figure will be confirmed following the Comprehensive Spending Review announcements on 20 October.
This reduction will result in an estimated deficit in our 4 year budget plan of £122 million, which is 3.6% of our gross budget and 8.8% of our net budget.
Our total gross budget for the next 4 years is £3,416,000,000.
Challenge 2 – investing in priorities over the same time period
We want to improve and invest in some services and protect the most vulnerable in our communities.
We will invest and redirect £170 million over the next 4 years to achieve this. This is 5.0% of our gross budget and 12.2% of our net budget.
We will invest;
- £40m into improving and delivering new services
- Waste and recycling, leisure, new housing, broadband access and school improvements
- £40 million into protecting the vulnerable
- Adults and children’s social care
- Energy efficiency
- The economy
Challenge 3 - how will we do this?
By April next year - 2011 (year 1 of our business plan) we have to save around £40 million.
People management
You may be aware that Corporate and Service Directors have been working on reviewing the number of managers in their structures. The saving of £8 million as highlighted above = approximately 240 managers.
The revised structures will be finalised by the end of September.
Directors will be discussing with their managers the revised structures in October.
In line with this we have been negotiating with the unions on devising a new set of Redundancy policies to reflect the current circumstances.
Jane and Andrew will also be meeting all managers and staff at face to face forums week commencing 4 October to discuss the next four years and what this means to the council and people of Wiltshire.
Service Reviews and Improvements
We will be adopting a “systems thinking” approach to our services to reduce waste, improve services and be more customer focused.
How we purchase goods and services
Be more business like in how we purchase our goods and services to reduce costs and be more efficient. We will identify and deliver cash savings of £9 million per year.
Income generation
Maximise our opportunities to generate income.
Our business plan is about good management…
The move to unitary has provided us with the foundations to deliver an ambitious but realistic plan. The only factor that would have been different is the pace and speed that we have to do it by. The government is driving change and its focus is reducing the national deficit. We have to move quickly to make savings by next April.
Thanks for reading and speak again next week.
Carlton
Friday, 17 September 2010
Friday 17 September
Well I've almost but not quite forgotten my holidays. Just clinging on to the last memories. I spent all of Tuesday in Salisbury, firstly attending the Cabinet meeting at the City Hall and then we also held our Corporate Leadership Team meeting in the city. It was good to meet staff and spend some time with front line services, as well taking a quick look at Bourne Hill. The new offices open next month and I must admit I'm somewhat jealous that I won't be based their permanently.
At CLT we have been working hard on developing the detail in our new Business Plan. You'll remember that this is the plan which will balance our investment in services over the next four years with the projected reduction in income from the government to be announced next month. The leader and chief executive will be briefing the press on Monday with the details and these will be made available to staff earlier on Monday.
Today I attended the Organisation and Resources Scrutiny Select Committee. There were some robust discussions on our HR policies and I led a presentation on the detail of how we will deliver the £36 million we need to save from the procurement of goods and services over the next four years. Scrutiny is a vital part of our business I want to encourage officers to use this forum to develop and shape policy on its way to the formal Cabinet and council decision making body.
The procurement and commissioning programme is now underway. You will have seen details about this on the Electric Wire last week. Please can I encourage you to support the team in this important work for the council.
Thanks for reading and talk again next week.
Carlton
At CLT we have been working hard on developing the detail in our new Business Plan. You'll remember that this is the plan which will balance our investment in services over the next four years with the projected reduction in income from the government to be announced next month. The leader and chief executive will be briefing the press on Monday with the details and these will be made available to staff earlier on Monday.
Today I attended the Organisation and Resources Scrutiny Select Committee. There were some robust discussions on our HR policies and I led a presentation on the detail of how we will deliver the £36 million we need to save from the procurement of goods and services over the next four years. Scrutiny is a vital part of our business I want to encourage officers to use this forum to develop and shape policy on its way to the formal Cabinet and council decision making body.
The procurement and commissioning programme is now underway. You will have seen details about this on the Electric Wire last week. Please can I encourage you to support the team in this important work for the council.
Thanks for reading and talk again next week.
Carlton
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