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Already pioneering a shared chief executive model and having made senior management savings of some £500,000, Sandy Hopkins gives her views on last week's CSR. While our two authorities – Havant BC (HBC) and East Hampshire DC (EHDC) – are not the first to embark on a partnership model of service delivery, it remains in the pioneering stage. The two councils border each other and have similar size populations, but the demographics and rural balance in East Hampshire are very different from urban and coastal Havant. It is, therefore, important that both organisations keep their own identities to serve the diversity and differences in both areas. By working in partnership the two authorities, are striving to ‘achieve more with less', while challenging the way things have been done in the past. Since my appointment last year, transformational changes have been initiated in preparation for the deep financial challenges ahead. These changes are already achieving efficiencies – developing strategic partnerships with other public and private sector providers, and identifying further service areas which can be shared in the future. The latest development created a new, integrated management team for HBC and EHDC, reducing the number of senior management posts across both organisations from 15 to seven, achieving immediate savings of £500,000, with future savings, year on year. The next focus of joint management integration will take place in early 2011. We don't know how many staff this will affect and the savings that will be achieved. However, we appreciate it could challenge everyone to think differently, and will deliver further savings on overheads. The abolition of the 152 local area agreements will enable councils to work with the valuable principles behind them, getting things done in their communities rather than jumping through bureaucratic hoops which went with all 4,700 targets. This will make better use of officer time to reflect what our residents really want. There are difficult times ahead, but I'm encouraged by the strides HBC and EHDC have already taken ahead of the CSR. The devil will now be in the detail of funding across the public sector. The future reductions in income for residents on housing and other benefits are going to be a particular challenge. These changes, announced in the Budget, have already been identified as having a significant impact on some of the most vulnerable people in society. They will reduce the income of low-earning households, and increase demand on council services – not only for affordable housing provision, but also housing advice and homelessness. This will add cost to our services. The changes combined with the localism agenda provide a key challenge in ensuring provision of housing for our communities, and particularly the most vulnerable. I welcome the investment in ‘the work programme' with the area having some of the highest unemployment in the county. However, I am disappointed at the decision to trial superfast broadband pilot schemes in the north of the country, and none in the rural south. We need to encourage learning and skills in order to meet business aspirations, so residents have equal opportunity to discover their full potential. The additional investment in apprenticeships is welcomed. Meanwhile, the green economy funding is a great opportunity for our local economy, and one we hope to capitalise on. Partnership working will continue to be at the heart of our approach including with: Urban South Hampshire (PUSH) town and parish councils in East Hampshire, skills and employability partnerships with local businesses and colleges Hampshire CC sharing IT, payroll and a public service village in Havant providing fully integrated services to customers other Hampshire authorities via shared services new and existing private companies, including Veolia Environmental Services, DC Leisure and Capita which provide revenues, benefits and customer services at Havant. Capita provides services to other councils from the Havant base, providing greater local employment in an economically-challenged area with the voluntary sector and community groups through Big Society initiatives. Partnership working alone is unlikely to meet all the required savings, and councillors are considering the future shape of local government in the area. To achieve this, they are consulting profiles of the place and communities, and also customer insight data. It is important to think about the long-term implications of any service changes rather than simply cutting to achieve current economic needs. Planning and evaluation of changes will be continually undertaken to minimise the need for compulsory redundancies in the workforce, despite the reduction in funding. Sandy Hopkins is joint chief executive of Havant BC and East Hampshire DC

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WHITEHALL

A joint chief's take on the Spending Review

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