Protecting frontline services – the Kirklees way CLLR ROBERT LIGHT
Kirklees the political background <ul><li>A ‘Hung Council’ in ‘NOC’ for last 11 years  </li></ul><ul><li>Various political...
<ul><li>Strong Officer Core with a defined traditional approach to service delivery </li></ul><ul><li>Officer Leadership a...
Organisational problems faced by the Council <ul><li>NOC  – creating short term minority administrations </li></ul><ul><li...
Early take on future landscape <ul><li>CSR 2007 unsustainable </li></ul><ul><li>Senior Officers buy in to change agenda 20...
Spending review 2010 – the challenge? <ul><li>Confirmed the scale of financial reductions </li></ul><ul><li>Confirmed that...
Progress to date <ul><li>Senior Management halved  </li></ul><ul><li>Management layers reduced </li></ul><ul><li>Service b...
<ul><li>No immediate closure of public buildings such as libraries, town halls and community centres </li></ul><ul><li>Tim...
Unfinished Business <ul><li>Service reviews must deliver less spending </li></ul><ul><li>Shared service options need furth...
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W12 protecting front line services - cllr robert light

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W12 protecting front line services - cllr robert light

  1. 1. Protecting frontline services – the Kirklees way CLLR ROBERT LIGHT
  2. 2. Kirklees the political background <ul><li>A ‘Hung Council’ in ‘NOC’ for last 11 years </li></ul><ul><li>Various political administrations over that period: </li></ul><ul><li>- All Party Shared </li></ul><ul><li>- Liberal Democrat/Green </li></ul><ul><li>- Conservative </li></ul><ul><li>- Labour/Liberal Democrat </li></ul><ul><li>- Labour </li></ul>
  3. 3. <ul><li>Strong Officer Core with a defined traditional approach to service delivery </li></ul><ul><li>Officer Leadership adept at reacting to variances in abilities of different administrations </li></ul><ul><li>Kirklees is a high taxing, high spend authority </li></ul><ul><li>Strong service directorates and inhibited corporate centre </li></ul><ul><li>Kirklees is the seventh largest Met - serving a diverse population spread across a mixed rural and urban borough </li></ul>State of the Council organisation
  4. 4. Organisational problems faced by the Council <ul><li>NOC – creating short term minority administrations </li></ul><ul><li>Three different administrations 2006 to present </li></ul><ul><li>Need to balance changing Officer perspective whilst getting them on board </li></ul><ul><li>Need for multi-party support for change agenda </li></ul><ul><li>CSR 2007 made future challenges greater </li></ul>
  5. 5. Early take on future landscape <ul><li>CSR 2007 unsustainable </li></ul><ul><li>Senior Officers buy in to change agenda 2008 </li></ul><ul><li>Change agenda survives administration changes </li></ul><ul><li>Innovation & Efficiency programme 2009 </li></ul><ul><li>Senior management review </li></ul><ul><li>All party budget work </li></ul><ul><li>Spending Review 2010 – no shocks! </li></ul>
  6. 6. Spending review 2010 – the challenge? <ul><li>Confirmed the scale of financial reductions </li></ul><ul><li>Confirmed that status quo was never an option </li></ul><ul><li>Confirmed that early preparations were essential </li></ul><ul><li>Confirmed that it was about repositioning Local Government service provision and scale </li></ul><ul><li>Confirmed that Councils not prepared to challenge old process would end up with a greater impact on services </li></ul>
  7. 7. Progress to date <ul><li>Senior Management halved </li></ul><ul><li>Management layers reduced </li></ul><ul><li>Service bureaucracy slashed </li></ul><ul><li>Common support services – now centrally run </li></ul><ul><li>Major review of service functions </li></ul><ul><li>Hard modernisation choices confronted </li></ul><ul><li>A four year budget </li></ul><ul><li>A budget for change – no soft alternative </li></ul><ul><li>Three party Budget Implementation Committee </li></ul>
  8. 8. <ul><li>No immediate closure of public buildings such as libraries, town halls and community centres </li></ul><ul><li>Time to make changes in process in a measured and pragmatic way </li></ul><ul><li>Service reviews based on maintaining services differently rather than cutting services to save money </li></ul><ul><li>Management – middle and senior reduced first </li></ul><ul><li>Long term planning for a smaller organisation </li></ul>Is Kirklees at a different place to others?
  9. 9. Unfinished Business <ul><li>Service reviews must deliver less spending </li></ul><ul><li>Shared service options need further development </li></ul><ul><li>Political appetite for outsourcing to either private or voluntary sector weak </li></ul><ul><li>Sceptical rather than supportive of big society solutions </li></ul><ul><li>- lack of trust of communities </li></ul><ul><li>Political divide over universal service provision </li></ul><ul><li>Ability to pick up pace </li></ul>

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