1. Frank Sinatra in Local Governmentor
The Ramblings of a Manic Watford Supporter
Paul Lankester 20 June 2016

2. Who the heck is Paul Lankester? My Career
Temporary Audit Clerk- 1979
Trainee Environmental Health Officer- 1979
District EHO- 1983
Senior EHO- 1986
Assistant Principal EHO- 1987
Principal EHO- 1988
Environmental Health Manager- 1989
Environment Manager- 1992
Director of Environmental Services- 1997
Chief Executive- 2001
‘Retired’- 2016

3. Vision and Focus Know what you want to achieve Build a ‘route map’
Follow the map but be flexible
Learn the lessons
The Edison factor
Remember SH!

4. Rules, Culture & Being Tested
Essential, and must follow them…… when appropriate
The answer is no!!! Sorry what’s the question?
The undermining senior manager
Misuse of the Internet
Immediacy of communication
Importance of tactics

5. My Time at Stratford on Avon DC

6. The SDC Timeline 2001- £2million deficit on £12million budget
2002- Future Management Paper- culture change
2004- CPA- Weak council
2005- Senior Management Restructure
2007- CPA- Good Council
2009- CAA- Performing Well /Investors in Excellence
2009- Future Management and Leadership

7. The SDC Timeline 2011- Investors in Excellence
2011- Most Improved Organisation and Highly Commended, Midlands Business Excellence
2011 – Reduced budget by £1.9 mill on 14.8 mill
2011/2 – National Policy changes
2013 – Reduced budget by £1.4 million and had growth in staffing!
2014/15- Fourth year of surplus
2015- Single party state
2015/16– More national policy changes

8. Change and Transformation
Leading change & managing change programmes
Unacceptable performance levels
Staff numbers and performance
Use of Kotter 8 step approach

9. Recognising Impact of Change on People
High
Low
Start Middle End
Performance
Emotions
Time
Goodbye
Need to let go of past
Question past success
Focus is on the past
Concern about the future
Muddling
All pain – little gain
Steep learning curve
Low confidence
Low competence
Hello
Gaining competence
Gaining confidence
Hope in the future
Experience success

10. Some SDC Changes Restructures Staffing levels Central administration
Corporate priorities/ Focus
Balancing the budget
Staff conditions of Service
Shared services and trading
Innovation

11. PREPARING FOR WHATEVER…….

12. The Stratford Approach
Build in lots of time to do anything;
The value of the cu!
Leading not bleeding edge;
The ‘What if’ test;
Members/ officers together;
Getting the best and most from our staff.

13. Case Study- Future Management
November draft for consultation;
February approved three transformation strands;
People
Assets and Resources
Infrastructure and Processes
June Action Plan
June Review of the programme.

14. But What If….
You get a notice of motion in February 2010 agreeing to look at a strategic alliance;
And a new Leader in May 2011;
And the Strategic Alliance doesn’t materialise.

15. Case Study- Management Restructure
Part of the Future Management and Leadership Paper - February 2010;
Financially driven- CSR considered;
Review requested following decision not to proceed with senior management merger with Warwick DC- August 2010;
Staff consultation welcomed and quality of response complimented.

16. Case Study- Management Restructure
Four options considered;
Decided on:-
Option 4- Chief Executive & six Heads of Service;
Statutory Officer roles of Chief Finance Officer and Monitoring Officer to be at Head of Service level;
Use of consultants to assist selection process;
Implementation date by 31 March 2011
Actually did it by January 2011!

17. Case Study- Budget and Financial Strategy
Comprehensive Spending Review
7.1% reduction in grant for four years;
0% tax increase 2011/12- reward;
No actual figures for SDC until December 2010
So where did that leave the Council?

18. Case Study- Budget and Financial Strategy
2011/12
2012/13
2013/14
2014/15
2015/16
Base budget m m m m m
Total Savings
1.109 m
1.210 m
0.951 m
0.606 m
0.362 m
Budget Pressures
0.265m
0.343 m
Net Spending m m m m m
Available resources m m
Savings required
0.923 m
0.501 m

19. Case Study- Budget and Financial Strategy
Savings up front
Hierarchy of savings
Prioritisation or salami slicing?
Use of new homes bonus and council tax grant
Published Savings Plan
New Corporate Strategy

20. Case Study- Budget and Financial Strategy
2011/ posts lost
2012/13- no posts lost- cut in council tax
2013/ posts created
2014/15- 1 post lost- change in legislation
2015/16- 1 post lost- for 2016/17

21. Issues for a Chief Executive
Shared services
Politics
Relationships
Core Strategy
Combined Authorities

22. Public Sector Change Agenda
New Homes Bonus/Business Rates Retention
Uniform Credits/Council Tax Discounts
Open Public Services
Combined authorities/ growth agenda
Health and Wellbeing
Systems Approaches

23. Local Government Future Challenges
Trading Companies- buyer or seller of services
Maintaining Resources
Core Strategy
Delivering infrastructure and housing
Combined authorities
Partnerships to deliver communities’ wellbeing

24. Personal Future Challenges 2015
Council operating outside personal values;
Longevity
12 more years of this?
Reinventing yourself/ Moving with the times
Keeping the network going
Getting my golf handicap down…..

25. Personal Future Challenges 2016
Reinventing yourself/ Moving with the times
Opportunities- forming a company
Personal Coaching and Mentoring
Keeping the network going
Non-executive directorships
Getting my golf handicap down…..

26. SUMMARY Government forcing change on local government;
Change for local government a never ending journey;
Taking people with you for effective change
Personal Vision and Focus;
Celebrate and learn from the successes and mistakes;
Managing risk and capacity;
Keep eye on future challenges.

27. Over to you- questions and comments Contact details- paul
Over to you- questions and comments Contact details- Telephone Linked in-