Tuesday, 14 January 2014

All change at the County Council

Last week I announced that West Sussex County Council would be making the post of Chief Executive redundant and instead replace it with a Chief Operating officer and a Transformation Director, the latter on a temporary contract for nine to 18 months.

Over the last 18 months there has been considerable work – indeed it is on-going - to ensure the Council is in the very best position to meet the many challenges that come with having less and less income. This is not easy for any local politician - whatever colour - but this is the very much the responsibility of the majority Group of the Council.

Last July, the newly elected County Council agreed three key priority areas of focus for the organisation. Start of Life, giving our children the very best start in life. The Economy, building a strong economy and creating jobs and Later Life, helping to support our elderly population live as independently as possible.

These priorities will guide us and every decision we make as we move to a commissioning council model in the coming months and identify where to spend our reducing grants from Government.

I regularly speak about the County Council evolving. Just like any other organisation it needs to be flexible and adapt. No organisation, particularly local authorities, can stand still and operate as they did 10 or 20 years ago. Looking back at the Council I joined in 2001, the organisation has changed considerably and that change will continue.

Let me stress that the decision that has been made about the post of Chief Executive being made redundant is a part of that evolution.

Nobody has been sacked. There have been no arguments or disagreements. It has simply been agreed, by both myself and Kieran Stigant, that now is the right time for change.
Kieran has given twenty-two years of diligent and loyal service to the County Council, three of those as Chief Executive. I am, and will always remain grateful to him for his tireless commitment to both the Council and to West Sussex.
This decision was certainly not made on a whim. It was made after careful consideration, long conversations between myself and Kieran and after taking on board advice and guidance from a number of experts. As well as Kieran, it also involved the agreement of the Cabinet and the Chairman of the Council.

I have heard comments made about whether I have a mandate to make such a decision. I do. The 2001 Local Government Act gives the Leader of the Council the remit to deal with such issues.

I have spent the last week with staff around the county, explaining this decision and answering their questions and queries. I know our workforce will always be the greatest ambassadors of this organisation. We are lucky to have such diligent and loyal people working for us, delivering our services day after day and striving to make a difference. It is important to me that our Council staff have the opportunity to hear from me personally about why Kieran and I have reached this decision together.

Over the coming weeks we will appoint a Chief Operating Officer who will look after the day-to-day running of West Sussex County Council and build on our already good relationships with our partners across West Sussex. We will also appoint a Transformation Director who will be tasked with continuing Kieran’s excellent work to ensure we deliver on our priorities and our commissioning intentions.

Shortly we will finalise the budget for the next financial year. Despite one of the most financially challenging times we have ever known, West Sussex County Council is in good shape to face the challenges ahead.

This will be the fourth successive year that we will announce that we have been able to maintain a Council Tax freeze. And although the Council has faced a funding reduction of 7.9% , through greater internal efficiencies we have been able to respond positively to the ever growing needs in Adults’ Services, increasing the Health and Social Care portfolio spend by £5.55 million.

We are also about to embark on a huge programme to improve some of the county’s unclassified roads, investing around £30 million on this. We also have made considerable investment in the Age of Transfer in Worthing.

The County Council is evolving. What we have to do now allows us to continue delivering services, helping our communities, responding in times of emergencies such as flooding (including last year investing £8.25 million in Operation Watershed), investing in roads and schools, building a vibrant economy across the county and campaigning for better infrastructure such as the A27.

Rest assured, I answer to the electorate and every decision that I make is based on delivering the best services that we can for our communities.

I understand that times of change can be unsettling but there are real opportunities that we can and will seize to make West Sussex an even better place to live, work and do business.

Best wishes,

P.S Those of you with an encyclopaedic knowledge of local government law will have spotted that there was a typo in the year of the Local Government Act and it should, in fact, be The Local Government Act 2000 rather than 2001. All decisions always need to be ratified by West Sussex County Council’s Governance Committee and, ultimately, Full Council. The next Full Council meeting is on Friday, February 14. This meeting is open to the public and will also be webcast live on the Council’s website.

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  1. When you take Kieran's salary and bonus's and deduct the salary of the new posts, Tranformation Director and Chief Operations Officer, what financial savings are being made. The savings also need to be adjusted to take in to consideration Kieran's extensive knowledge compared with new Directors coming in and the speed of change.

    1. We anticipate savings of £25,000 will be made in the first year with further savings in future years depending any changes that may be made to the management structure in the future

  2. It is a retrograde step to have no chief executive. No decent company would be without one.

    The honest approach if it is time for a change of the individual is to appoint a suitable replacement.

    Instead for a period,at the very least, there will be two people doing the job that should be done by one.
    Inevitably the leader of the council will be dragged in to the bureaucracy as there will be no clear leader of it.

    The pursuit of a so-called commissioning council must be right in terms of efficiency, but will be hamstrung from the start as the roles of Council Leader, Chief Operating Officer and Transformation Direction are tripping over each other.

    The clear answer is for the Leader to give whole-hearted political and strategic leadership and the Chief Executive to deliver Nothing special in saying that,it is what the best organisations do. And it is not too late to change this retrograde proposal.

    1. While it goes against my better judgement to reply to anonymous posts, it does offer me the opportunity to explain again why I think we need to make this change.

      We are making the post of Chief Executive at the council redundant (with the agreement of the serving officer currently in that role) and replacing that single post with an interim Chief Operating Officer from the current senior management team as well as a temporary Transformation Director who will be tasked with ensuring the council is fit for the future. The Chief Operating Officer will have the ultimate responsibility for day to day decision making as Head of the Paid Service.

      This approach has been taken because the current post of Chief Executive has two competing demands on the role. So we are separating out the operational from the transformational to ensure that both elements of a traditional Chief Executive role can be delivered at the pace that is required here in West Sussex. We have some unique challenges and opportunities facing us over the next few years - a possible second runway at Gatwick, the shale gas energy debate taking place on our doorstep and a very large savings requirement. The new structure we are putting place will make sure we’re equipped to deal with those while ensuring that we’re achieving the results that we want for our residents.