Shared Staffing Arrangement Councillor Peter Carpenter Paul - - PowerPoint PPT Presentation

Councillor Peter Carpenter Paul Chadwick Director of Environment and Community Services

Richmond and Wandsworth Shared Staffing Arrangement

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What we will cover

• Context
• Guiding principles
• Benefits and Savings
• Opportunities
• Borough comparisons
• Key contacts and Q and A

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Context

Extreme financial pressures – despite savings already made, more savings needed Couldn’t stay as we were – simply not sustainable. Needed a radical way of reducing costs while still providing quality services Shared staffing arrangement between Richmond and Wandsworth provided that opportunity Merging management structures and seeking efficiencies and reduced overheads throughout both

• rganisations

Financial Context

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• The 2016-20 Local Government Finance Settlement left Richmond

the lowest funded borough in London.

• In 2015/16 Richmond received £44.3m and Wandsworth received

£123.8m of Revenue Support Grant and Retained Business Rates. By 2019/20 this will be £14.9m for Richmond which is a loss of 66% which is twice the London average.

• By 2019/20 it will be £96.35m for Wandsworth, a 22% loss.
• Richmond has a high dependence on Council Tax (76% of the

borough’s budgeted core funding in 2016/17 is from Council Tax), it is 30% in Wandsworth.

Financial Context continued

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• Council Tax frozen for 6 years (LBR Band D =

£1,582.39, WBC Band D = £674.22)

• Savings achieved between 2011-2016 is

already at £39.7m in Richmond and £135m since 2010 in Wandsworth.

• Savings of at least £30m required in next 4

years, of which £10m is expected to come from the SSA.

Financial Context – loss of Government Support 15/16 – 19/20

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Cumulative change in Settlement Funding Assessment

0.0

• 13.0
• 22.7
• 28.1
• 33.4

0.0

• 12.6
• 21.9
• 27.1
• 32.2

0.0

• 25.4
• 44.6
• 54.9
• 66.3

0.0

• 9.2
• 16.0
• 19.6
• 23.2
• 70.0
• 60.0
• 50.0
• 40.0
• 30.0
• 20.0
• 10.0

0.0 2015/16 2016/17 2017/18 2018/19 2019/20 England London Richmond Wandsworth

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Share Overhead to Save

Opportunities to share assets, contracts, best practice etc. Biggest savings arise from sharing management and having a single workforce

A single workforce…

Recognises different resident profiles, local priorities and

• rganisational

cultures, accommodating difference

Serving two sovereign bodies

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Guiding Principles

Retained sovereignty A single workforce Shared systems and processes Joint commissioning & procurement Commitment to service quality Significant savings secured

Retained Sovereignty - Wandsworth

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Councillor Ravi Govindia, Leader of the Council (Conservative)

Cllr Jonathan Cook

Deputy Leader of the Council and Cabinet Member (Community Services)

Cllr Kim Caddy

Cabinet Member for Employment, Skills and Business Development

Cllr Paul Ellis

Cabinet Member (Housing)

Cllr James Maddan

Cabinet Member (Adult Care and Health)

Cllr Guy Senior

Cabinet Member (Finance and Corporate Resources)

Cllr Steffi Sutters

Cabinet Member (Communications)

Cllr Kathy Tracey

Cabinet Member (Education and Children's Services)

Retained Sovereignty - Richmond

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Cllr Lord True, Leader of the Council (Conservative)

Cllr Geoffrey Samuel Deputy Leader of the Council and Cabinet Member for Finance Cllr Susan Chappell Cabinet Member for Community, Planning and the Voluntary Sector Cllr Meena Bond Cabinet Member for Arts, Culture and Sport Cllr David Marlow Strategic Cabinet Member for Adult Services and Health Cllr Stephen Speak Strategic Cabinet Member for Performance and Community Safety Cllr Lisa Blakemore Cabinet Member for Housing and Public Health Cllr Peter Buckwell Cabinet Member for Highways and Streetscene Cllr Pamela Fleming Strategic Cabinet Member for Environment, Business and Community Cllr Paul Hodgins Strategic Cabinet Member for Children’s Services and Schools

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Staff savings

• 20% average, skewed towards the top end
• f the organisation
• Tailored to circumstances – reduced

temporary staff & vacant posts Shared procurement, property and systems

• Significant opportunities, particularly on joint

commissioning, but with longer lead time Other savings

• Continue to look at every possible avenue to

reduce costs while maintaining service quality

• Sharing brings new opportunities to do

things better / differently – the ultimate ‘peer review’

Savings

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Opportunities

• Serving a population of over half

a million Londoners

• Only 7 UK local authorities are

larger

• The largest council staff group in

London

• Economies of scale bring
• pportunities for staff

progression, purchasing power, sustainability & resilience

• Stronger voice at regional level
• Recruiting the best Local

Government officers – e.g. new Director of Adult Services.

• 2 excellent councils
• Both previous rated 4* following

Audit Commission Inspections

• Both high performers on key

performance indicators

• High resident satisfaction
• Not just bigger – also better:

drawing on the best of both councils to focus on quality and continuing to raise standards. Looking at how we can do things differently and continually improve.

Organisation with SSA

15 Chief Executive Director Resources Director Adult Social Services

Director Environment & Community Services

Director Children’s Services Director Housing & Regeneration

Chief Executive’s Group

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Adult Social Services

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Housing

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Resources

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Environment and Community Services

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Environment and Community Services

What we do in a nutshell…

• We manage most aspects of the public realm for both

boroughs including works to highways and pavements

• We manage a range of regulatory services for both

boroughs including planning and building control

• We manage leisure, arts and sports based services for

both boroughs

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Environment and Community Services

What we do in a nutshell… continued

• We are responsible for most aspects of traffic management

for both boroughs including the relationship with Transport for London

• We manage the Civil Enforcement Officer contracts and

therefore the delivery of respective parking policies

• We do all of this and more through a combination of

delivery by jointly employed council staff and contractors and for some services at Wandsworth, via the staff based mutual Enable

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Contracts and Leisure – Structure chart

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Assistant Director (Contracts and Leisure) Ishbel Murray

Head of Culture – David Allister

Head of Waste and Street Cleansing – Wale Adeyoyin

Head of Libraries – Amanda Stirrup

Head of Registrars and Cemeteries - Rhona Thompsell

Highways Operations and Street Scene– Structure chart

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Assistant Director (Highways Operations and Street Scene) – Kevin Power

Head of Network Management – Camillus Donnelly Head of Inspection and Enforcement – Henry Cheung Head of Direct Services – Lenny Beck Head of Highways – Hughie Walsh

Assistant Director (Planning and Transport) – Structure chart

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Assistant Director (Planning and Transport) – Tim Cronin

Head of Development Management (Richmond) – Robert Angus Head of Development Management (Wandsworth) – Nick Calder Head of Planning and Transport Strategies – John Stone Head of Building Control – Dave Batsford Head of Strategic Developments – Mark Hunter

Assistant Director (Traffic and Engineering) – Structure chart

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Assistant Director (Traffic and Engineering) – Nick O’Donnell

Head of Engineering Group 1 - Michael Gilroy Head of Engineering Group 2 - Dave Cochrane Head of Engineering Group 3 - Martin Hoare Parking Contracts Manager – Kevin Brophy CCTV Control Manager – Jason Owen

Overall Priorities for Environment and Community Services Management Team

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• Leading the Directorate successfully through the

transition period for the SSA, quickly tackling issues and concerns along the way

• Ensuring continued strong performance of our services

“on the ground”

• Developing strong relationships with all Members
• Maintaining and where necessary addressing staff morale

issues

• Taking and applying best practice from and across each

Borough

Overall Priorities for Environment and Community Services Management Team

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• Ensuring that sovereignty is maintained - in the relatively

few places where we do have Borough differences

• Checking that we are taking advantage of improved staff

resilience

• Maintaining strong relationships with partner
• rganisations
• Developing the regional reputation of the SSA
• Ensuring firm budgetary control

What will this mean to you?

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• Priorities remain the same
• Front-line services protected
• Quality of services maintained
• Improved value for money
• Increase in expertise and skills of staff

Who are my main contacts?

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Paul Chadwick – Director of Environment and Community Services 020 8891 7870; p.chadwick@richmond.gov.uk Ishbel Murray – Assistant Director (Contracts and Leisure) 020 8891 7310; ishbel.murray@richmond.gov.uk Kevin Power – Assistant Director (Highways Operations and Street Scene) 020 8871 6704; kpower@wandsworth.gov.uk Tim Cronin – Assistant Director (Planning and Transport) 020 8871 6627; tcronin@wandsworth.gov.uk Nick O’Donnell – Assistant Director (Traffic and Engineering) 020 8891 7605; no’donnell@wandsworth.gov.uk / nick.odonnell@richmond.gov.uk

Contact us / further information

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Online via our website www.richmond.gov.uk Via twitter https://twitter.com/lbrut Telephone: 020 8891 1411 In person: Civic Centre, 44 York Street, Twickenham, TW1 3BZ

Q and A

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