Westminster City Council faces the challenge of making £100 million in annual savings over the next three years while maintaining and improving critical services. To meet this challenge, the Council established a Change Portfolio to manage the many projects aimed at transforming services and reducing costs. The Portfolio is aligned with the Council's governance structure and focuses on three pillars: prioritizing projects, monitoring progress, and assuring quality. Regular reporting allows senior managers to provide oversight and address any issues. The Portfolio Management approach aims to successfully deliver the savings targets and strategic goals through coordinated transformation of Council operations and services.

1. Portfolio Management in Local Government
The Westminster Perspective
22nd
April 2015

2. Portfolio Management In Local Government April 2015
1. Context: Westminster City Council
2. Context: Change in the sector
3. Our Challenge
4. Approach: WCC Change Portfolio
5. Approach: Information Flow and Reports
6. Approach: Alignment to Governance
7. Approach: Three Pillars of Portfolio Management
Portfolio Management In Local Government

3. Portfolio Management In Local Government April 2015
Overview and Key Facts
Key Facts
• 990,000 average daytime population
• 105,800 households
• 220,000 residents
• 48,000 local businesses
• Annual budget in excess of £1bn
• 470 services provided to customers
Context: Westminster City Council

4. Portfolio Management In Local Government April 2015
In the next five to seven years Local Government will be
radically different from what it is now…
Balancing reductions in spending with improvements in
commercial income… major development in multi-agency working
Context: Change in the Sector

5. Portfolio Management In Local Government April 2015
Our Challenge
• £100m of annualised savings over
next three years on top of £100m
already saved over last three years
• Maintain and in some cases enhance
critical services against such a
financial constraint
• Deliver a new political strategy “City
for All”
• Major expectations on the delivery of
change

6. Portfolio Management In Local Government April 2015
Approach: WCC Change Portfolio

7. Portfolio Management In Local Government April 2015Reports…
… are the price of admission!
Approach: Information Flow and Reports…

8. Portfolio Management In Local Government April 2015
Decision
Sign off/
ownership
Prioritisation/
progress
monitoring
Quality /
Delivery
Assurance
CPMU
SupportingEMTandQA/DA
group
Corporate
Services
Tri-borough
Joint Service
Board
(CM&C, GPH,
PPC)
Executive Management Team (EMT)
Change Assurance Group Peer
challenge – ‘bird’s-eye view’ –
Identifying exceptions & opportunities
PROGRESS
REPORTING &
ESCALATION
QUALITY ASSURANCED
BUSINESS CASES,
ESCALATION OF
EXCEPTIONS
CABINET MEMBERS
Approach: Alignment to Governance

9. Portfolio Management In Local Government April 2015
Approach: Three Pillars of Portfolio Management

10. Tim Hopkins
Portfolio Office Lead
Westminster City Council
thopkins@westminster.gov.uk