The Executive Member for Transformation and Finance has been invited to set out his priorities over the next four years, the differences which are to be achieved, and goals for 2015/16.
The Executive Member for Transformation & Finance gave an introductory briefing on his priorities over the next four years, the differences to be achieved, and the goals for 2015/16. This was dominated by the need to achieve savings of £25 million over the next five years, which meant that change was essential.
Overarching priorities were: Climate of austerity; Government policy and legislative changes; and changes in size and shape of the Council to reflect this.
Areas of responsibility included: Finance, Human Resources, and Property, which were all required to support Transformation.
There was an IESE workshop in November 2013. Innovations could be transitional, transformational, or mould breaking.
A Transformation Board had been established with the Executive Member for Transformation (Sponsor), the Leader, Chief Executive (lead Senior Officer), Corporate Management Team, and supported and challenged by IESE and Activist.
Projects to cover included: cost reviews, alternative provider models, shared services, major property reviews, policy/principle reviews, structure reviews, and service reductions.
Mechanisms to be included were: innovative procurement/ commissioning, business process improvements, service review/redesign, shared services/collaborative working, shared/pooled budgets, benchmarking, social enterprise, working with the voluntary sector, asset sharing/reduction, technology driving change, workforce changes, energy consumption, and customer focus.
Priority actions for 2015/16 were to: support town centre property transactions; support key projects with a property dimension, for example, Coopers Hill youth facility, school sites, Binfield Learning Village, Bridgewell & Ladybank; utilise some Council sites for affordable housing; carry out a property review; and improve the health and wellbeing of staff through health checks and employee engagement groups. Implement a new HR/Payroll system and Learning Management system; implement a new appraisal process and improve; performance management; update the Medium Term Financial Strategy; and develop the Council’s annual budget.
In response to Members’ questions, the following points were made: