Richmond and Wandsworth Shared Staffing Arrangement Councillor Peter Carpenter Paul Chadwick Director of Environment and Community Services
What we will cover • Context • Guiding principles • Benefits and Savings • Opportunities • Borough comparisons • Key contacts and Q and A 2
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 organisations 3
Financial Context • 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. 4
Financial Context continued • 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. 5
Financial Context – loss of Government Support 15/16 – 19/20 Cumulative change in Settlement Funding Assessment 2015/16 2016/17 2017/18 2018/19 2019/20 0.0 0.0 0.0 0.0 0.0 -9.2 -10.0 -12.6 -16.0 -13.0 -19.6 -20.0 -21.9 -23.2 -25.4 -27.1 -22.7 -32.2 -30.0 England -28.1 London -33.4 Richmond -40.0 Wandsworth -44.6 -50.0 -54.9 -60.0 -66.3 -70.0 6
Share Overhead to Save Opportunities to A single workforce… share assets, contracts, best practice etc. Biggest savings arise from sharing management and having a single Serving two sovereign bodies workforce Recognises different resident profiles, local priorities and organisational cultures, accommodating difference 7
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Guiding Principles Shared Retained A single systems and sovereignty workforce processes Joint Significant Commitment to commissioning savings service quality & procurement secured 10
Retained Sovereignty - Wandsworth Cllr Jonathan Cook Cllr Guy Senior Deputy Leader of the Council and Cabinet Member Cabinet Member (Finance and (Community Services) Corporate Resources) Cllr Kim Caddy Cabinet Member for Cllr Steffi Sutters Employment, Skills and Cabinet Member Business Development (Communications) Cllr Paul Ellis Cabinet Member (Housing) Councillor Ravi Cllr Kathy Tracey Cabinet Member (Education Govindia, and Children's Services) Leader of the Council Cllr James Maddan (Conservative) Cabinet Member (Adult Care and Health) 11
Retained Sovereignty - Richmond Cllr Geoffrey Samuel Cllr Lisa Blakemore Deputy Leader of the Cabinet Member for Housing and Council and Cabinet Public Health Member for Finance Cllr Susan Chappell Cllr Peter Buckwell Cabinet Member for Cabinet Member for Highways Community, Planning and and Streetscene the Voluntary Sector Cllr Meena Bond Cllr Pamela Fleming Cabinet Member for Arts, Strategic Cabinet Member for Culture and Sport Environment, Business and Community Cllr David Marlow Strategic Cabinet Member Cllr Lord True, Cllr Paul Hodgins for Adult Services and Health Leader of the Council Strategic Cabinet Member for (Conservative) Children’s Services and Schools Cllr Stephen Speak Strategic Cabinet Member for Performance and Community Safety 12
Savings • 20% average, skewed towards the top end of the organisation Staff savings • Tailored to circumstances – reduced temporary staff & vacant posts Shared • Significant opportunities, particularly on joint procurement, property and commissioning, but with longer lead time systems • Continue to look at every possible avenue to reduce costs while maintaining service quality Other savings • Sharing brings new opportunities to do things better / differently – the ultimate ‘peer review’ 13
Opportunities • Serving a population of over half • 2 excellent councils a million Londoners • Both previous rated 4* following • Only 7 UK local authorities are Audit Commission Inspections larger • Both high performers on key • The largest council staff group in performance indicators London • High resident satisfaction • Economies of scale bring • Not just bigger – also better: opportunities for staff drawing on the best of both progression, purchasing power, councils to focus on quality and sustainability & resilience continuing to raise standards. • Stronger voice at regional level Looking at how we can do • Recruiting the best Local things differently and Government officers – e.g. new continually improve. Director of Adult Services. 14
Organisation with SSA Chief Executive Director Director Director Director Director Environment & Adult Social Children’s Resources Housing & Community Services Services Regeneration Services 15
Chief Executive’s Group 16
Adult Social Services 17
Housing 18
Resources 19
Environment and Community Services 20
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 21
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 22
Contracts and Leisure – Structure chart Assistant Director (Contracts and Leisure) Ishbel Murray Head of Waste and Head of Culture Head of Libraries Head of Registrars Street Cleansing – and Cemeteries - – Amanda Stirrup – David Allister Wale Adeyoyin Rhona Thompsell 23
Highways Operations and Street Scene – Structure chart Assistant Director (Highways Operations and Street Scene) – Kevin Power Head of Network Head of Inspection Head of Direct Head of Highways – Management – and Enforcement – Services – Lenny Hughie Walsh Camillus Donnelly Henry Cheung Beck 24
Assistant Director (Planning and Transport) – Structure chart Assistant Director (Planning and Transport) – Tim Cronin Head of Head of Building Head of Head of Planning Head of Strategic Development Control – Dave Development and Transport Developments – Management Batsford Management Strategies – John Mark Hunter (Richmond) – (Wandsworth) – Stone Robert Angus Nick Calder 25
Assistant Director (Traffic and Engineering) – Structure chart Assistant Director (Traffic and Engineering) – Nick O’Donnell Head of Engineering Parking Contracts Head of Engineering Head of Engineering CCTV Control Group 1 - Michael Manager – Kevin Group 2 - Dave Group 3 - Martin Manager – Jason Gilroy Brophy Cochrane Hoare Owen 26
Overall Priorities for Environment and Community Services Management Team • 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 27
Overall Priorities for Environment and Community Services Management Team • 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 organisations • Developing the regional reputation of the SSA • Ensuring firm budgetary control 28
What will this mean to you? • Priorities remain the same • Front-line services protected • Quality of services maintained • Improved value for money • Increase in expertise and skills of staff 29
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