Title

When someone tells you you're not up to the job, you can either sink or swim. One council in Derbyshire not only swam, but swam very far and very fast, after being rated ‘weak' by the Audit Commission. Petra Barnby explains.

The artist Picasso claimed ‘action is the key to all success' but, in the moments following their ‘weak' CPA rating, motivational quotes were the last thing on peoples' minds at North East Derbyshire DC.

However, soon after, having regained their footing, the staff took action and went from weak to ‘excellent' in just four years.
Chief executive, Prof Lee Adams, says two things were key to the council's recovery. She explains: ‘Leading from the front and having a vision were the most important things.'

Now rated excellent by the CPA, the council knows what success feels like. But four years ago, it was a very different story.

Deputy chief executive, Mike Goodwin, had weathered many storms during his 34-year career with the council, but nothing could have prepared him, or his staff, for the blow of the weak rating.

He says: ‘The inspection was quite a reality check. The staff were disappointed – and lost motivation.

‘The first positive thing we did was put customers right at the heart of our improvements. We took the challenge of the 73 e-government targets by the scruff of the neck, put in the investment and achieved all of them.'

Things began to look up. Soon after, the customer services team became finalists in the e-Government National Awards 2006.

Next up was a senior management shake-up, which helped the decision-makers make decisions – a chief executive, two deputy chief executives and 11 heads of service were reduced to a chief executive, one deputy and three directors. Four directorates were then created to focus on the council's priorities.

The council's communication systems, both internal and external, were overhauled. An internal communications officer post was created to work on breaking down silos between teams, a bold step for a small district council to take.
Internally, re-connecting and re-motivating staff after the rating were a major challenge. Senior employees began holding talks with staff four times a year, and key messages were put in the newsletter and on the intranet.

The chief executive wrote a weekly blog to update staff. Even a social networking site called ‘YOURspace' was launched. A corporate photographic database of North East Derbyshire's ‘best bits' was built up to showcase the region.

Having been accused of being an officer-led authority, manager and member workshops were set up, and councillors were invited to attend a member-development programme. Prof Adams says engaging with members and staff was ‘crucial' in the council's transformation.

A sustainable communities team was appointed to reinforce external communications. Eight community partnership groups were created and given devolved budgets to run consultations, for example, with young people. As always, the proof was in the pudding – and in July, the council won the silver LGA award for best district/borough council communications team.

The devil is in the detail, as they say – a £400,000 reception area was built in a bid to inspire members, staff and customers. And this worked. Staff from neighbouring councils, who came to see what was being done, said they could tell as soon as they came through the door that this was an excellent council.

A state-of-the-art customer service telephone system was installed, linking staff to data files, making it easier for them to answer wide-ranging queries. This proved an excellent move. Mr Goodwin cited the phone system as the main contributor to the council's success.

The revenue and benefits system was also overhauled, using new software – claims processing went from taking 36 days in 2005/6 to 23 in 2007/8. Then came more proof that the authority was on the right track – it won The MJ's 2006 Transforming Public Services award.

Money was a key player in all this, but it was partnership working that helped the council get more for its money. It now shares a number of its services with Chesterfield BC and Bolsover DC. It also began a partnership with Sheffield Hallam University to share knowledge and experiences with academics. Climate change and staff development initiatives have come out of this link.

The partner in many of these changes was Capita Software Services, which makes a point of employing ex-council staff to help install ICT systems in councils. Senior account manager, Dave Smedley, says this helped make the changeover easier.

The council now has its very own motivational maxim: ‘Making the difference'. But, as one of America's most prolific songwriters Irving Berlin said: ‘The tough thing about success is that you've got to keep on being a success.'
Prof Adams cannot be accused of resting on her laurels. With studied resolve, she said: ‘We are never complacent and continually strive to be the best.'