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Interim manager, Nigel Kennedy, explains how his job works, and why people employed in his role could help local authorities through tough times. Although I work for a private company, I am a local government person through and through. I and my team of three have more than 50 years' local authority finance service experience between us, so there is no way we can be accused of being private sector ‘smart alecks'. And it is exactly that – our breadth of experience in a variety of types of councils – which enables us to solve a crisis for an individual council where the staff – probably after trying several approaches – haven't been able to see a solution. But they have been bright enough to call in people who can. We bring in practical expertise in what works, what doesn't work and innovation learned from working with other organisations. This really does add value. Usually, we have solved the same kind of problem in several other places, so we come with a toolkit at the ready. We have no baggage, we don't get drawn into wider employee issues, so we can concentrate entirely on the issue at hand. Above all, failure is not an option. And that concentrates the mind wonderfully. It can be strange living away from home – which often happens in interim work – but I spend most evenings working far beyond the contracted hours for my client. Except Fridays – when I leave in order to get home at a civilised time to reunite with friends and family. I get asked whether the regular staff ever resent interims. Well, professional colleagues normally make us very welcome. After all, they know we'll step in during difficult times – and then move on when the problems pass. We are not trying to take their jobs. It is simply a matter of showing how the council's service can be vastly improved. What we leave behind should be a sustainable method which professionals can maintain for the future. And I wouldn't want to go back to a permanent job in the same place all the time. Nor would any of my team. There are plenty of interim management organisations now – the good, the bad and the ugly – and some people sign up with several. In my company, about half of us are employees with all the panoply of pensions, paid holidays, car, and the like. The other half prefer the freedom of being a sub-contractor. Either way, this means the client gets the backing and experience of an established company which gives back a lot to local government. It is a way of working I really enjoy, as it gives me fresh challenges all the time in a field I know and understand well. Plus, of course, I am working with like-minded colleagues who refuse to be beaten by any challenge. Because we are a consultancy, I can contact my colleagues via the website or by mobile if there are any technical problems or specialist advice we need. This is good for the client, as it means they are buying an entire company's expertise – not just that of one consultant. All abide by belief in quality, value for money and professionalism. It should not be forgotten, either, that an external adviser can be more direct and outspoken, which isn't always so easy for an employee in their own authority. Like many people who choose to work in the public sector, I get a real buzz out of serving the public better through improving how things work. It doesn't matter who employs the people carrying out the work, just as long as the end result is more efficient and effective for the public – and it is all under the umbrella of the local democratic system. Nigel Kennedy is a consultant with Public Sector Consultants Ltd. He is currently interim head of finance at Watford BC

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WHITEHALL

Confessions of an interim manager

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