East Suffolk Council’s Breakout Session Speakers:

1. East Suffolk Council’s Breakout Session Speakers: Stephen Baker, Chief Executive, East Suffolk Council #SS19 #SolaceSummit19

2. Solace Summit 2019Workforce of the Future – Merging Two Organisations Stephen Baker, Chief Executive, East Suffolk Council

3. East Suffolk Council

4. Chief Executive - Suffolk Coastal DC from Sept 2005 • Shared Chief Executive – Suffolk Coastal DC & Waveney DC from April 2008 • Single Management Team implemented 2010 • Single staffing structure developed 2010 - 2016 Background

5. Where we were

6. A deeply shared agenda • Shared challenges : • infrastructure, • coastline, • economic development opportunities • Shared demographic challenges • Mature politics WhyShared Services?:so much in common…

7. Structural change created single teams • An ‘organic’ approach to organisational reform • Efficiency – needed financial savings • Capacity - improved • Access to wider range of skills and experience • Greater resilience • “… Luxury of time …” • Opportunities for staff as well as ‘issues’ Sharing - Organisational issues:

8. Financial Management: • separate accounts • savings and costs apportioned • Need to employ Head of Paid Service, 151 etc • Sec 113 Agreement(s) • Importance of single ICT system • Use of technology such as video conferencing Sharing - “technical” issues

9. Joint Cabinet meetings • Decision making: • Which council went first? • ‘playing fair’ with chairmanship • Evolution of three cultures • Change to workload - “serving two masters” • ‘Soft Issues’ matter: • use of language • ‘presence’ • Communications Sharing - cultural issues

10. Shared Services? • It worked, and it delivered savings, efficiencies, improvements But • It was complicated • Governance issues • We’d taken it as far as we could Conclusion

11. Merging two councils

12. Business Case (February 2016) • Secretary of State for MHCLG support • Consultation with public and stakeholders • Parliamentary Orders • Parliamentary Committee and Scrutiny stage • Shadow Authority period • Implementation – 1 April 2019 • Elections – 2 May 2019 • New Council! Key stages

13. Started with Options for Members • Agreed – prepare a business case for merger • Completed in-house • Content: • Rationale for proposed merger • Savings forecast • Consultation • Addressed the ‘5 Tests’ from DCLG Business Case

14. “The Department for Communities & Local Government (‘DCLG’) have established five broad principles that they have adopted for considering proposals. It should be noted however that these are not statutory tests and nor do they form statutory guidance. As such there are no wider definitions or details for the five principles. The principles, which are equally weighted, are that the proposal would provide: • better local/public services; • significant cost savings; • greater value for money; • stronger and more accountable local leadership; and • sustainability in the medium to long term.” “Tests”

15. A requirement of the business case and MHCLG • Of our own design • Residents and stakeholders • Telephone interviews due to complexity of the issues • Written submissions invited • Meetings with stakeholders, including Members Consultation

16. Support of Secretary of State and Ministers required (obviously) • Orders: • initially based on those for unitaries • expected one, ended up with six • House of Commons - Joint Committee on Statutory Instruments • House of Lords - Secondary Legislation Scrutiny Committee • Issues – Brexit and dissenters Parliamentary process

17. 330 work streams • Officer working groups • Member working groups: • Constitution & Governance • Finance • Communications & Branding • Policy and Service Alignment • Electoral Review (from 90 to 55) • Some extra resource was bought in Project management

18. Being first • Capacity (three Councils!) • Support for Members • Cultural differences • New governance • Decision making (who goes first?) • Different perspective - staff and Members • Communications • Three sets of accounts (for a while) • Two main locations – Lowestoft and Melton Challenges

19. Communications are critical • Staff briefings, newsletters, intranet • Repeat, repeat, repeat key messages • ‘Countdown’ on intranet • Everyone’s work was recognised – direct and indirect • Reassurance about the effect of the change • TUPE for all Staff Management

20. Executive Decision • Member working groups • Need for balanced representation • Consultation with Opposition Members • Cultural differences became more pronounced • Sharing of key roles (Leader/Chairman etc) • Leadership was key: • in meetings • in political groups Member Management

21. County Council • LEP • Other districts • Town and Parish Councils • Businesses • Partners/contractors: • Leisure • Norse Stakeholders and Partners

22. Boundary Commission • Usual process – criteria, consultation etc • Time pressure due to T&Cs of Commission • Fewer wards • From 48 (WDC) and 42 (SCDC) = 90 • … to 55 Members Electoral Review

23. A Shadow Authority was required: • Shadow Cabinet • Shadow Council • Shadow Scrutiny • Consisted of both existing councils: • 20 on Cabinet (special exemption) • 90 on Council • Leader, Chairman (alternating) • Major decisions – setting Council Tax, budgets, Constitution etc • A real council so needed accounts, protocols, etc Shadow Authority

24. Effective, constant, consistent, communications absolutely critical in every way • New identity to nullify any lingering loyalties • New Chairman’s ‘chain’….! • End of dissolved councils – a special occasion? • Start of new council - something to be proud of….! Communications and Branding

26. Capacity was stretched (three councils!) • Support for Members was crucial • Cultural differences between Members became more acute • Different perspective, staff and Members • Communications • Three sets of accounts (for a while) • Something to celebrate! Workforce of the future:Merger process

27. Staff perception: • ‘…nothing changed ...?’ Reply ‘… oh yes it has!!’ • Support for East Suffolk Members: • New wards, new roles, larger district • Member induction – long term • Adapting to new governance • Community Partnerships • Lingering cultural differences • Two main locations – Lowestoft and Melton Workforce of the future:New Council

28. Leadership and team work • Communications • Credit to the politicians (people and personalities) • Attitude to risk • A lot of hard work, but a ‘game changer’ • ‘Hard’ issues are tough, but … • … ‘Soft’ issues are key • New council, new identity, regarded differently Summary

29. In summary: • 248,000 population (Census 2017) • 192,000 electors • Area – 487 sq miles • 170 Towns and Parishes • 790 staff (717 FTE) • 55 Members • 29 Wards Key Facts

30. Southwold Harbour • Flood protection scheme • Community health • CEFAS development • Adastral Park • 2 / 4 villages bypass • Port of Felixstowe developments • Digital services • Community Partnership Boards • Energy sector • Sizewell C • Lowestoft third crossing • South Beach Vison • Housing development • Ipswich Northern Relief Road • Area Action Plans • Leisure development programme • Cultural development • Environmental Agenda East Suffolk; a lot on the horizon

31. Workforce of the future:East Suffolk