Wednesday 29 June, W12 - protecting front line services - Cllr Tony Arbour


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A chance for members to hear from the political leaders of authorities at the cutting edge of developing new models of local government – as a way of responding to the pressures of the spending review.
Anwen Robinson, Managing Director, Unit 4 Business Software
Cllr Robert Light, Leader of the Opposition, Kirklees Metropolitan Council
Cllr Tony Arbour, Richmond Upon Thames London Borough Council
Chair: Cllr Paul Bettison, Member, LG Group Safer and Stronger Communities Programme Board

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Wednesday 29 June, W12 - protecting front line services - Cllr Tony Arbour

  1. 1. LGA Conference 29 June 2011 Protecting front line services by developing new models of service delivery Cllr Tony Arbour Cabinet Member for Performance LB Richmond upon Thames
  2. 2. Background <ul><li>Small London borough – 1800 employees </li></ul><ul><li>Net revenue expenditure £146m and high third party payments - £90m </li></ul><ul><li>Lowest Formula Grant per head in London at £157.70 - just under 80% of Council’s revenue spending is paid for through Council Tax </li></ul><ul><li>Budget gap of £33m </li></ul><ul><li>Back office reductions and marginal savings from individual services already been exploited and set to achieve £20m </li></ul><ul><li>New administration in may 2010 looking for both efficiency and transformation to achieve both additional savings needed and a long term solution to quality services </li></ul>
  3. 3. The first year <ul><li>No increase in Council Tax </li></ul><ul><li>Efficiency Programme on track to deliver £20m efficiency savings </li></ul><ul><li>Tighter planning policies - Development Plan Document will be examined in public May 2011 </li></ul><ul><li>New fair parking policy </li></ul><ul><li>13,500 responses to All in One survey and a new approach community engagement through Village Planning </li></ul><ul><li>Education policy review </li></ul>
  4. 4. All in One – A new relationship with residents <ul><li>‘ the people who pay should be the ones who have a say’ </li></ul><ul><li>13,500 residents responded to a borough wide survey in November 2010 to find out about local priorities </li></ul><ul><li>6,000 wanted more involvement </li></ul><ul><li>Village planning events to explore how to work with communities to make areas better </li></ul><ul><li>Not just a survey – this is about enabling residents to input into decision-making and encourage people to take action themselves </li></ul><ul><li>Impact for services – prioritising what the council does, what residents might do, including different services in different villages </li></ul>
  5. 5. Efficiency and transformation <ul><li>Three phases </li></ul><ul><li>Summer 2009 – improving back office processes – financial management, procurement, administration </li></ul><ul><li>Summer 2010 – Zero Based Budget Review </li></ul><ul><li>2011 - Service Transformation – a radical look at all services to find savings and new ways of delivering to support the Council’s vision of becoming a commissioning council </li></ul><ul><li>Outcomes so far </li></ul><ul><li>Planned savings of £20m pa from leaving gap still of £13m </li></ul><ul><li>Centralisation of financial management, procurement, administration, customer services – web and contact centre </li></ul>
  6. 6. Service transformation <ul><li>Process of service reviews asking two fundamental questions: </li></ul><ul><ul><li>What’s the need for the service, from us or at all? </li></ul></ul><ul><ul><li>What are the options for alternative delivery vehicles? </li></ul></ul><ul><li>Each service has been identified for review based on potential for savings, customer impact, opportunity for delivery transformation </li></ul><ul><li>In practice we are looking at a establishing new ways of delivery – Trusts, ALMOs and trading companies alongside a new wave of procurement activity </li></ul><ul><li>A joint Children’s Service with LB Kingston </li></ul><ul><li>Shared Legal, HR and Audit </li></ul>
  7. 7. The commissioning model <ul><li>Alongside the review of services, we are designing a new Council based not on service delivery but on: </li></ul><ul><li>Providing public services through partnership and collaboration to commission the services that meet local community needs. </li></ul><ul><li>Building community capacity to enable residents and communities to take greater control over their lives and to shape, and where appropriate deliver, local services. </li></ul><ul><li>Acting primarily effective community leadership , transforming local as a strategic commissioning body with a reduced role in service delivery. </li></ul>
  8. 8. The commissioning model – what the future council will do <ul><li>Governance – supporting members and decision-making </li></ul><ul><li>Local Leadership – galvanising the efforts of local partners </li></ul><ul><li>Community capacity building – enabling residents to shape and deliver services </li></ul><ul><li>Strategic resource management – getting best value for our money </li></ul><ul><li>Commissioning – assessing need for, specifying and procuring services </li></ul><ul><li>Customer/citizen engagement – involving services users in the deign and delivery of services </li></ul>
  9. 9. There is a lot of detail to shape… <ul><li>Engaging with residents - To what extent do we want to providers to be responsible dealing directly with customers? </li></ul><ul><li>Co-ordinating the big picture and getting the best from service providers - How we will manage our information so that we provide joined up coherent services and are able to commission and manage contracts effectively. </li></ul><ul><li>Maximising savings and social benefit – and particularly being able to specify for social benefit </li></ul><ul><li>Making our own systems and estate work – With fewer staff and services to run, understanding the impact on support services such as HR, IT. </li></ul>
  10. 10. The next year <ul><li>Implementation of existing efficiency programmes </li></ul><ul><li>Delivering service transformation programme and designing the commissioning council </li></ul><ul><li>Making the All in One live through the development and implementation of Village Plans </li></ul><ul><li>And at the same time… </li></ul><ul><li>Maintaining delivery of quality services </li></ul><ul><li>Specific service challenges </li></ul><ul><li>Maintaining staff morale </li></ul>