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Slimming down public sector organisations while improving frontline services is occupying all our minds at the moment. Many chief executives and leaders are considering further large-scale redundancies in order to meet the forthcoming challenges of the Spending Review in October. Donna Hall is chief executive at Chorley BC We worry about the impact of this on services, on customer satisfaction and on the morale of the workforce. But is it possible to actually have happier staff following a large-scale redundancy exercise? At Chorley, we have reduced the organisation's headcount by one-fifth in the last few years. During this time, staff satisfaction has increased, year on year. Our latest anonymous staff survey revealed 91% were satisfied in their job, 96% understood the council's priorities, 92% were proud to work for the council, and 99% had the skills and knowledge to be effective at work. These figures have been improving, year on year, along with a 16% improvement in ‘respect for the leadership of the organisation'. Staff already know we face tough times, and we have to take evidence-based and thought-out decisions to ensure limited resources are focused on our top priorities. They, too, are really keen to work with us to tackle inefficiency, as long as it is addressed consistently and fairly. Our latest survey was conducted in the middle of a major restructure which involved directors, managers and frontline staff unfortunately loosing their jobs. For me, as long as restructuring is handled in an open, transparent, equitable and dignified way, it can be achieved with a better outcome. As soon as change is mooted at Chorley, we hold a staff listening day for all employees to explain why the change is required, and to ask members of our workforce to set out their views on future options for the organisation. This limits the rumour mill taking over and distorting the message as it runs through the offices and depot. We have undertaken in-depth, value-for-money reviews across the whole council and deep into each team. This has saved us more than £4m over the last few years. Currently, we are working with all teams to identify further ways to save money as part of an efficiency challenge we have laid down. Suggestions will be worked up within teams and incentivised with cash-prizes – paid for from consultancy work advising other councils undertaken by the management team, and not council tax. Involving staff in the process of change is crucial for me. It means there is more ownership of the finished project and speculation does not distract teams from working together to identify the big savings we all need to make.

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WHITEHALL

District View

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