Under the Knife
Paul McKevitt
Deputy Chief Executive
Wigan Council
A Bridge so far
WIGAN Budget Forecast 2009-10 to 2014-15
Opening Budget
09-10
233.250m
Inflation
32.005m
Variations
25.522
Misc
1.106m
Specific
Grants
43.325m
Cont. to
balances
7.123m
PCT
23.665m
Budget pre
Govt funding cuts
Savings Target
365.996m
-97.024m
Prov Bud 14-15
268.972m
Outlook for local government 2010
Latest
delivery
from
CLG
Andrew
Things already seemed tough
before austerity
• 2008 Bank failings and Credit Crunch
• Between SSR and 2012 – reduction of £15.5m in
Support Services
• Capital Programme - £6m deficit / year –
• Job Evaluation, Equal Pay £20m
• A federation of independent states –special cases
• Didn’t feel like one team – one council.
• MTFP 2010/11 (February 2010) savings were already
£7.5m.
But then from May 2010…..
• Coalition Government
• Emergency Budget and Austerity signaled
• Loss of Area Based Grants in year
• Potentially to lose 40% of external support over 5 years
• Capping threatened
• Interest Rates 0.5% – no income from external investment
of cash
• No capital receipts of any consequence likely for years
to come
• A lot of denial around locally and regionally.
Responded early
• Our response – early and decisive - £6m in-year cuts 2010/11 achieved
before the 1st Austerity settlement of 2011/12 – important head start.
• Actions included :• 3% top slice Transitional Reserve process (used that year’s savings to
set up)
• As specific grants went, services lost funding – but we began to
Transform services across the organisation via the Corporate Strategy
and programmes.
• Corporatisation of Non Ring-fenced grants – allowed local decisions to be
taken.
• Open to all ER/VR scheme was introduced – 2 year pay back – 1,000
staff in 5 years.
• It was Slicing and Dicing – Cash limited budgets
Decided to stay ahead of the curve
We will have less staff and less money so we will clearly set out our
priorities in the annual corporate strategy and ensure these guide the
budget setting process.
We will strive to protect frontline services; particularly to our more
vulnerable residents.
We will encourage self reliance within our communities and focus on
early intervention and prevention
We will modernise all of our services in order to achieve more for less.
We will look to share services with other public/private sector
organisations to protect services and reduce costs.
We will make the changes as soon as practically possible in order to
avoid uncertainty and achieve the maximum level of saving
How did this translate with budget?
• Over programmed
• Created reserves to pump prime reform
rather than cuts
• Back office first and senior managers
Political challenge
• Trades Unions lobbied Members
• Opposition politics
• Plans
Political Challenge
• I would really like to see the accountability
of what this council can run this facility
when everyone we run losses money
• I would like to know how much the
Council, in total, has paid to and planning
to make to the youth zone?1
• Also are you able to let me know how
many men and how many women we have
working for the council in terms of office
based roles?
_____________________________________________
From: xxxxxx, xxxxxxx CLLR
Sent: 01 October 20xx 00:34
To:
McKevitt
Subject:What is going on with our monies
Dear xxxx
I understand the Chief Executive is on Leave so I would like you to get
some information for me within 48 hours, after seeing an article in the
WEP September 30th, I understand that £3 million plan for Pier is
unveiled, I would like to know why this information has "not" been sent to
elected councillor, I would like to know is it private monies are is the
council funding the money
Dear Councillor
The article you refer to in the Wigan Evening Post was in the
"retro" part of the paper. This covers what happened in a
period from the past in Wigan. The article you refer to covers
Wigan in July 1995 and refers to plans that we announced
then.
I hope this answers your enquiry but if you need any further
assistance please let me know.
Paul
Corporate Strategy
• Refreshed this and made it more focused
From this
For the
Community
• Celebrate what individuals & communities already
do to improve the wellbeing and independence of
local people
•
Work with us to create a Healthy Borough –
become a Health Champion
• Invest in developing skills, and talents of local
people and groups
•
Share your skills and talents with others to help
your community, no matter how big or small
• Make it easy for you to find out about, and connect
to, local support , advice and activities
•
Find out what’s available, be a good neighbour
and ‘pass it on’
• Encourage individuals and community groups to
grow by unblocking barriers
•
Work with us and each other to turn great ideas
into action
• Support great ideas and solutions that improve
your life and strengthen your community
•
Turn an idea or hobby into an activity to improve
the lives of local people
• Invest in high quality, value for money services for
you
•
Get involved and support your local community
Signed
Signed
Lord Peter Smith of Leigh, Leader of Wigan Council
Community Investment Fund
•
•
•
•
£2 million per year
Community Development
Transfer of services
Infrastructure
ADULT SOCIAL CARE & WELLBEING
Making it happen: it’s simple but profound
The Deal for Adult Social Care and Well Being is a radical reimagining of how
we work. Customers and citizens are viewed as unique individuals with assets,
gifts and talents, rather than a collection of needs and deficits. We support
people to live the best life they can, rather than fitting them into a prescriptive
range of traditional and expensive services
‘Different conversations’ with residents to better understand individual assets,
recognising strengths, gifts and talents using an ethnographic approach, rather
than current deficit model
•Connecting people with community solutions for example Arty Crafters rather
than traditional Day Centres
•Developing community capacity through co production, different relationships,
asset transfer
•Developing new ways of working by liberating the workforce through permission
and support to be innovative and creative, in return for a pledge to be positive,
accountable and embrace new ways of working
Work with Health
• Joint Commissioning Group (JCG) –
Clinical Commissioning Group (CCG)
• Wider Leaders Group
• Hospital Trust
• Better Care Funding
Invest to Save
•
•
•
•
•
•
Super Depot
Waste Disposal Contract
Leisure Services
Transformation Programme
Legal Costs
Contract Management
Investing in Reform
• £4m in the Deal for Communities Investment
Fund to build self reliance & community
resilience.
• £2m to fund an apprenticeship programme.
• £1m investment in public service reform to
redesign public services around people and
families in their community.
Staff Engagement
Wigan Council's Accred. Score & Response Rate
(Nov 2014)
(Nov 2013)
(Oct 2012)
Survey
Response Rate
Wigan Council 2015
62.43% (2602/4168)
Wigan Council 2014
56.89% (2556/4493)
Mid Companies Average, Not For Profit Sectors Accreditation 2015
62.95%
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Version 1 | Internal Use Only
Wigan Residents’ Survey 2014
Prepared by Ipsos MORI on behalf of Wigan Council
August 2014
All of the key performance indicators relating to the Council have increased significantly since 2008.
Satisfaction with the local area has remained consistent over this time period.
In almost all cases, Wigan outperforms the Ipsos MORI benchmark Councils.
Next steps
•
•
•
•
Deal for Leisure
Contracts
Assets
Role of Audit
With thanks