1. LRSA Year Ahead Conference Tuesday 15th May 2012 Holiday Inn, Birmingham
Presentation by Gareth Daniel, Chief Executive, London Borough of Brent

2. The financial challenges
28% reduction in central funding over 4 years
Need to think strategically and embrace radical change
Brent’s challenges are the same as everyone else’s
£110 million savings by 2014/15
£42 million delivered in 2011/12 but with few departmental savings targets
Commitment to keep Council Tax rises at or below London average
Reserves at £10 million but rising gradually

3. The 'One Council’ programme
Saw the crisis coming and developed our strategy before the 2010 election
We want to be strategic and avoid salami slicing
Service improvement and efficiency both important
We want to be a good employer - attract and retain good people
Tackling deep-rooted fragmentation within the Council
Drive towards greater centralisation in corporate services
Strong focus on sub-regional and London-wide collaboration

4. Structure and staffing - outcomes
Reduction of 20% in non-schools workforce
£14.5 million per annum revenue savings (higher than originally projected)
Fewer than 25% compulsory redundancies overall
No major industrial relations problems and very few grievances or ET cases
No adverse diversity impacts identified
Closer alignment to new Council design model
Improvement in the workforce ‘gene pool’

5. Taking people with us
We believe in public services and public servants
We really do think staff are our most important asset
Be authentic - ensure words and actions are aligned
Have an honest and mature conversation about the challenges and difficulties
Treat people as intelligent adults – they will always respond better
Don’t gloss over the difficulties and the need for change

6. The need for positive messages
Clear and confident messages from the top
We refuse to adopt a ‘victim mentality’
We are self-confident believers in local government and local democracy
Good stuff is still happening around us – inside and outside the Council
Change creates opportunities to do things differently and better
Ambitious and talented people can still prosper in this tough climate

7. Strong focus on communications
Leadership needs to be visible and approachable
Messages need to be clear, honest and consistent
Communications start from the top – members and managers on the same script
Staff conferences, managers briefings, workplace visits, intranet, newsletters, blogs, staff lunches
Share experience openly about what is working and not working
Celebrate success and achievement unapologetically

8. What we have learnt (1)
Councils must be the confident voice of local people
Clear organisational objectives and priorities
Be positive and always identify new opportunities
Need to think big – transformation not tinkering
Service improvement and cost reduction are not incompatible
Plans identified, communicated, implemented
Front line services protected as far as possible
But no ‘sacred cows’ or ‘no go’ areas

9. What we have learnt (2) ‘One Council’ culture needs to be visible
Member and CMT ownership is vital
Radical change is never easy – need nerves of steel
Resilience, sustainability and pragmatism
Our staff really are our best ambassadors
Staff engagement in developing projects is essential
Emphasis on ‘leadership’ not just ‘management’
People think we have a cunning plan

10. Future issues and challenges (1)
Are we in a decade of austerity?
Should local government be radically re-structured?
A new constitutional settlement for local government?
What is the core business of local government?
Risk of bankruptcy and non-compliance with legal duties
Can we find new sources of income?
The social care ‘timebomb’ is ticking away

11. Future issues and challenges (2)
The limits of the Big Society and localism
Increasing social tensions and threats to cohesion
The clash between economics and politics
Local democracy is not negotiable

12. Some reasons to be cheerful
We are still the major player at the local level
We deliver when others don’t – financial, policy and statutory challenges
Our sector has great resilience, creativity and local knowledge
Local government is always good in a crisis
Our staff have deep reserves of skill and insight
Our local roots will sustain us – we are the voice of local people
Government needs us – if only to localise blame!