Strategies for Building a Sustainable Legacy and Supporting Local Ambitions
Processes and questions involved in supporting local ambitions and building a sustainable legacy, highlighting the importance of positive relationships between officers and members. Insights from Carolyn Williamson, Deputy Chief Executive of Hampshire County Council, on the commitment to residents, decision-making processes, metrics for performance measurement, performance reporting, and financial resilience strategies.
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Presentation Transcript
Supporting local ambitions and building a sustainable legacy Processes to follow, the questions to ask, and the need for a positive relationship between officers and Members Carolyn Williamson Deputy Chief Executive & Director of Corporate Resources Hampshire County Council Vice President CIPFA
Commitment to residents Serving Hampshire Strategic Plan 2017-2021 Hampshire maintains strong and sustainable economic growth and prosperity People in Hampshire live safe, healthy and independent lives People in Hampshire enjoy a rich and diverse environment People in Hampshire enjoy being part of strong, inclusive communities
Decision process for the strategic plan Agreed at Cabinet Agreed at Full Council Published as the County Council s strategic plan
Metrics to measure performance A set of objectives and performance targets which track customer experience, that: Are set within a performance management framework Work as part of a performance cycle Plan Include a combination of statutory (e.g. safeguarding) and locally determined targets (e.g. primary school meal uptake) Review Develop Perform
Performance reporting Inputs Reports and scrutiny RAG status on measures derived from departmental management information Performance update for Corporate Management Team Quarterly (Q1, 2, 3 and 4) Commentary on achievements and risks from departments As above, along with results from external assessments Cabinet performance report Biannually (Q2 and 4) Policy & Resources Scrutiny Full Council performance report Annually (Q4)
Financial resilience Strategic aims Performance standards Over time inform Commitment to residents informed by financial climate Financial position Medium Term Financial Strategy (MTFS) Including detail, risk assessments and impacts of capital, revenue, efficiencies and investments Annual Budget Report Annual budget and precept for the year ahead
Financial decision making Decision / action Delivered by Agree budgetary framework Cabinet Full Council Support S151 in presenting the Medium Term Financial Strategy (MTFS) Corporate Management Team Agree MTFS Cabinet Full Council Policy and Resources Scrutiny Agree annual budget Executive Members (for budget areas) Cabinet Full Council
Financial resilience reporting Reports cover Business as Usual Budget monitoring Risks and issues Position on Departmental cost of change Delivery of savings and investments Potential draw on contingencies and/or reserves and are taken to Departmental Management Teams Corporate Management Team Monthly Note: No Scrutiny role (not a policy matter) Cabinet Quarterly Full Council (as part of the year end report) Annually
Risks and opportunities Is the objective clear, and does it link to the commitment to residents and performance measures? Has a robust business case been produced (if appropriate)? Are impact assessments complete? Are the financial implications robust, avoiding optimism bias, and have they been independently signed off by the CFO or their representative? Are risks clearly highlighted with appropriate mitigation? Carefully record the rationale for the final decision, whether in line with the recommendations or not What is the recommendation, and why?
Role of the Chief Financial Officer The Chief Financial Officer in a public service organisation is a key member of the Leadership Team, helping it to develop and implement strategy and to resource and deliver the organisation s strategic objectives sustainably and in the public interest. must be actively involved in, and able to bring influence to bear on, all material business decisions to ensure immediate and longer term implications, opportunities and risks are fully considered, and alignment with the organisation s financial strategy. must lead the promotion and delivery by the whole organisation of good financial management so that public money is safeguarded at all times and used appropriately, economically, efficiently and effectively. To deliver these responsibilities the Chief Financial Officer must lead and direct a finance function that is resourced to be fit for purpose. must be professionally qualified and suitably experienced. Source : CIPFA The role of the CFO
Questions to ask Are the risks and mitigations clearly identified? What were the scrutiny comments? How do we know this is what the public want from us? What does the Section 25 report produced alongside the annual budget report say? Is our Medium Term Financial Strategy realistic? What is our performance compared to public expectations and key comparator organisations? Are you sure this is deliverable?
Relationships between Councillors and Officers Councillors Mutual respect and trust Clear responsibilities and accountabilities Line of sight for Councillors on performance and financial resilience Transparency of proposals and the reasons for decisions made Ability to positively challenge Ask appropriate and searching questions Expect and attend briefings Officers
Issues, risks and opportunities Significant economic development factors Objective Business case had a high degree of risk and assumptions around future income streams To build permanent conference facilities for the Farnborough International Airshow Needed to be finished for 2018 Air Show Effectively no security for loans Case Study 1: Farnborough Airshow Actions 30m funding sought, including loans of 4.5m from Hampshire County Council and Rushmoor BC plus funding from Local Economic Partnership and the banking sector Outcome Facilities were opened on time and are operating successfully All risks and concerns highlighted to Members Decision taken in light of the risks, weighing up the financial risk against the wider benefits
Issues, risks and opportunities Significant public reaction to reductions in some universal services (household waste recycling centre s, school crossing patrols, bus subsidies and community transport) Objective Hampshire County Council to deliver savings of 140m by 2019/20 (two year target) Case Study 2: County Council Transformation Programme 2018 Outcome Actions Savings options were agreed, alongside a policy decision to utilise part of the additional 1% council tax flexibility Proposals were developed and agreed by County Council in October 2017 Following feedback, Officers were asked to look at alternative options and ideas Changes were reported transparently and openly, and were justified as part of the decision making process Changes were made as part of the 2018/19 budget setting process to mitigate the impact of 5.3m of savings The County Council is on target to deliver 140m of savings by 2019/20
