These are tough times for local authorities up and down the country. Every one of us is facing unprecedented financial pressures. It’s no secret that the escalating demand and costs associated with social care – Shropshire’s largest expenditure – alongside reduced government funding and higher than anticipated inflation means we must all make some very difficult decisions.
In Shropshire we need to find around £62m in savings in the next financial. Put simply, we have got to be able to cover our costs using the money we have.
As chief executive I’m in no doubt there are huge challenges ahead. We have services that we are legally (as well as morally and ethically) obliged to provide to the most vulnerable people in our communities. There are also many more discretionary services that we choose to deliver because they benefit our residents, communities and businesses.
Whilst we will continue to review our mandatory services so they are as efficient as possible we’ll also be looking, in great detail, at everything else. Some of what we do will change, some will reduce and, regretfully, some will stop altogether.
Inevitably that means a much smaller workforce. So the next financial year will be one of the toughest yet for a brilliant workforce who give so much day in, day out, to the people and communities we serve. We will support them every step of the way.
However I’m determined that despite the considerable pressures ahead we will not let the financial challenges, made more difficult by our rural geography and older than average population, define us.
We are an excellent authority that has already taken great strides in changing how we deliver services. We have a clear and ambitious three year plan that will see the repositioning of Shropshire Council as a confident and capable local authority, leading the way in system innovation.
The past year has seen us hard at work in reconciling resources and resetting the organisation financially with some new operating models already in place and much more to come. We have put in the hard yards so we are better placed to control what happens in the future.
This year we will continue to build on these foundations at pace. We will reconfigure the organisation and carry on redefining our roles and responsibilities alongside the way we deliver our services.
Our vision for year three is to see Shropshire Council recognised regionally and nationally as leaders in change. We will have embedded everything possible to operate as a modern, efficient and sustainable council and will benefit from a flexible approach to whatever challenges lie ahead.
This determination will propel us forward and will ensure our overall ambition – that people in Shropshire are able to live their best lives – doesn’t change.
Great to see a pragmatic approach on a local level. It’s a shame that the government isn’t able to offer the resources required in so many areas, yet it has funding for reports and inquiries that serve not much more than highlighting the gross inefficiencies of the various departments.
Social Care is broken; it has been broken since the CQC took over in 2009 and I’m amazed that local authorities are able to cope, quite frankly.
Very interesting Andy. The opportunities are there for the public sector to work with the private sector to deliver great value. We’ve done it for our local authority shareholder at Gateway 14 in Stowmarket, where we should make them £100m
A great blog Andy and there’s clearly a lot of heartache, passion and determination in your words. That’s a massive challenge and I wish you all the best in delivering what you need. I look forward to getting to this time next year and hearing positive news that “they” finally realise the value of local services. But won’t be holding my breath. All the best and thanks for sharing your plans and thoughts. Mike
Is there a way that business organisations can donate money directly to the council to help with specifically social care? Perhaps through a newly created charitable route? I for one would be interested in discussing this. I understand the challenges and pressures across the social care sector locally, and I am sure that other private business owners would appreciate a way of helping the local authority with this specific local need. In an effort to perhaps allow you to reduce the imperative of other cost cutting measures? Happy to discuss further Andy.