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Peter Sloman Chief Executive Oxford City Council

Peter Sloman Chief Executive Oxford City Council. Oxford. Population 151,000 Progressive politics- conservative free zone (Labour, Liberal Democrats, Green Councillors) 20% plus minority ethnic communities Two Universities - 30,000 students Large Teaching Hospital

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Peter Sloman Chief Executive Oxford City Council

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  1. Peter SlomanChief ExecutiveOxford City Council

  2. Oxford • Population 151,000 • Progressive politics- conservative free zone (Labour, Liberal Democrats, Green Councillors) • 20% plus minority ethnic communities • Two Universities - 30,000 students • Large Teaching Hospital • Car production - BMW Mini Plant • Large science/research economy • High levels of economic and social inequality • History of militant trade union activism from manufacturing past

  3. UK Context • Labour Government until 2010 • Growing Demands placed on public services • Push for externalisation and shared services – efficiency/cost reduction • Inspection and challenge of public services • Growth in funding and jobs • Central targets • Coalition Government • 30% reduction in central funding in first 3 years • A further 30% to come • Attack on sector morale • Chief Executives salaries • Role of political leaders • Trade Unions • Removal of functions e.g. schools • Push for externalisation and shared services • Elimination of Inspection • Localism

  4. Oxford Context 2007 • Poor relationships • Politicians / Managers • Managers / Trade unions • Financial crisis • Services all in-house delivery • Poor service outcomes • National pay bargaining • High sickness/poor attendance

  5. Oxford City Council 2007-2013Approach to Transformation • Employee relationships key to coping with changing context for public services • Taking the opposite approach from sector • Cutting jobs/protecting jobs • Cutting services/ redesigning services • Externalisation/ in sourcing work • Commoditisation/ customer and community focus

  6. Conditions for Change • Unified and focussed political leadership • New managerial leadership • Change management agreement with Trade Unions • Middle management/Skillsdevelopment • Performance management • Staff appraisal reviews • Communications • Sense of shared endeavour • World Class City for Everyone • Needs a World Class Council

  7. Fundamental Service Review – 20:20 • Service by Service : • Starting with poor value for money • Poor performance • Strategically important • 20% quality/performance improvement • 20% cost reduction • Involving workforce • Based on a clear deal • Good job security/rewards compared to market • First class productivity and engagement • City Works - waste example • Leisure review

  8. Sharing Rewards: Partnership Payment 2010 • Response to 2010 coalition cuts • Pay freeze • Freeze contractual increments in pay grades • £400 annual partnership payments - subject to: • Efficiency improvement • Appraisal targets • Attendance • Result: 25% cost reduction - 90% performance targets met • Halved sickness - 14 days to 7 days • Workforce reduction through natural turnover

  9. A New Deal 2013 • Facing a new 30% cut in government funding making 60% in all now • Next phase insourcing work and trading for income • Five year pay deal outside national agreement • Job protection • Below inflation rise for five years • Continue partnership payment but also apply conditions to pay rises

  10. Overall Impact • Real pay cut • Over period 2010-2013, 9% real terms pay cut • Over period 2013-18 further 6% real terms pay cut • 15% in total • Job protected • 20% improved productivity • 10% income from profit from trading • No cuts in services • Workforce engaged in designing service improvement and with a stake in organisation’s success • Cash available to invest in the City protecting 900 jobs in construction and supply in private sector

  11. Learning from the Journey • Improvement political/managerial relationships and shared vision is key for Leadership of culture change • Excellent workforce engagement and trust essential for transformation • Based on shared values and objectives • Protecting services • Social justice – impact of the Council • Protecting jobs • Not privatising services • Active dialog and constant communication/engagement • Confidence locally in Oxford’s new entrepreneurial local state is based on partnership with its workforce • People will make sacrifices if there is clear, honest leadership with shared interests at heart • Producer interests can be aligned with community wellbeing

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