Stephen Weigel 27 September 2009

Will management of change lead to change of management?

Stephen Weigel says the downturn has forced councils to bring forward their own change plans
I – and, I am sure, many of my colleagues – have been planning for the longer term – three to five years ahead – for some time. Originally, the predictions for my own district council, Tandridge DC, in Surrey will have required a step change in the year 2011/12. With the economic downturn all of this work has needed to be brought forward by two years. 
As with any large organisation delivering a large variety of complex services directly and through both partnership and contractual arrangements, cost effective, legally permitted and politically acceptable changes take time to implement. 
There are of course other options, but these will prove far more expensive in their implementation and normally produce far less effective outcomes. 
I recall working in one organisation that needed to make swift savings in staff and as a result paid early retirement lump sums and pensions to staff who were just two years from retirement age, when the additional costs could have been avoided. 
This also resulted in numerous employment tribunal claims and a refusal to cover the duties of vacant taff by others. At Tandridge DC we have been putting plans in place in order to provide our councillors with options in terms of policy direction.  I am sure this is also the case in many other councils irrespective of their being county, city, unitary, metropolitan, district or borough councils.
The options available will require strong leadership, where there is seamless working between the political and managerial arms of the council. 
It will also be important to craft policies and procedures in order to avoid the potential minefield of litigation and other resource hungry, expensive or distracting diversions. At Tandridge in common with other districts and boroughs, our staff are one of the largest budget areas.  Without well trained, motivated staff with local knowledge, it is unlikely that we will be able to deliver services that meet local quality and other expectations.
Tandridge has already put in place useful work, including:
l medium-term financial plan (five-year rolling
 programme)
l HR/OD programme (three-year renewable)
l community strategy (five-year partnership programme)
l key objectives and priorities (set annually)
l collaboration with neighbouring councils
These link and inform one another and practical work has also been undertaken including:
l succession planning
l implementation of competency framework
l workforce development
l equal pay audit
One of our highest costs is related to staff and clearly without correct staffing arrangements (skills, competencies and management arrangements) we cannot continue to deliver quality services at optimum cost. 
The proper management of staff reductions and possible implementation of collaboration and delivery of shared services through neighbouring councils or other arrangements, will require careful planning in order to identify the most effective way of achieving savings.  We have also developed the East Surrey Improvement Partnership (TDC; RBBC; MVDC; EEBC) and have already undertaken work on potential collaboration.
 In terms of reshaping our council to continue to deliver quality services at optimum cost within budget, we are embarking on a more ambitious Modernisation Programme.  Some of the things local authorities will be considering in the future may include:
l existing and/or potentially new shared service and   collaboration projects will be developed
l artnerships with the private sector
l greater efficiency in the management of
 procurement to further reduce costs
l contract and other partnership negotiation
l freeze on recruitment and restructuring to realise   permanent savings
l flexible, early and voluntary retirements where
 supported by a business case
l recruitment slippage extended
l reduced working hours, sabbaticals, secondments,   working from home and other flexible arrangements
l business process re-engineering and service redesign
l shared staffing or other management arrangements   with neighbouring councils or other relevant
 organisations
I have seen many initiatives which have included a management of change programme. With all of the above moving forward, I anticipate that the challenges we face may well bring about a change of management programme in its place!
Stephen Weigel is chief executive of Tandridge DC in Surrey
SIGN UP
For your free daily news bulletin
Highways jobs

Financial Assessment Officer

London Borough of Richmond upon Thames and London Borough of Wandsworth
£30,510 - £45,564 per annum
Financial Assessment Officer
Recuriter: London Borough of Richmond upon Thames and London Borough of Wandsworth

HDRC Partnerships Officer

Essex County Council
£26786.00 - £31512.00 per annum + + 26 Days Leave & Local Gov Pension
HDRC Partnerships OfficerFixed Term, Full Time£26,786 to £31,512 per annumLocation
Recuriter: Essex County Council

Special Educational Needs (SEN) Delivery Lead

The Royal Borough of Kensington & Chelsea Council
Negotiable
Lead the daily operations of our SEN service, ensuring every child receives the support they deserve. Working as an SEN Delivery Lead means being at t England, London, City of London
Recuriter: The Royal Borough of Kensington & Chelsea Council

Complex Case Officer (SEN)

The Royal Borough of Kensington & Chelsea Council
Negotiable
Support children and young people with complex needs, ensuring they receive the right help at the right time. Working as a Complex Case Officer in ou England, London, City of London
Recuriter: The Royal Borough of Kensington & Chelsea Council

Events Officer - Harlow District Council

Essex County Council
Up to £18.28 per hour
Events Officer- Harlow District CouncilHarlow, Essex Full time, Temporary £18.28 per hour PAYE Closing Date
Recuriter: Essex County Council
Linkedin Banner