Doing More with Less One Local Authority Response! Joe McGuinness, Director of Housing & Emergency Services 27th September 2012
Changed Times Nationally • Staff reductions of 8,000 since 2006
• Reducing finances of €830m • Demands for local government reform
Louth Impact • Staff reduction of 240 • Expenditure reduction year to year • Additional services of and reporting – NPR Charge – Household Charge – Unfinished housing developments – Quarries – IMF requirements
Louth as a Local Government Structure • 1 x County Council Budget €65m
• 2 x Town Councils Budget of €30m each • 1 x Town Council, a former Town Commissioner Budget of €70,000
Pressures require change to be Implemented • Budgets • Staffing Two models of change utilised in Louth • Delivery of Housing Services • Delivery of Fire Services
Housing Services • • • • •
Housing assessment Housing capital Housing support services Housing contracts Homelessness 2006
2012
Stock
2899
3671
Applicants
4198
5998
Repairs
4047
5700
• 3 authorities delivering all
How • Transferring and pooling staff
• Maintaining housing authority identity • Co-operation of staff • Support of DOECLG
Impact • • • • •
Better procurement More consistency in services Better project management Expertise developed through practice Delivered with 5 less staff
Negatives • Not as successful on housing rents
Fire Services - Existing • Operational service
• Preventative role • Excessive costs with no grant aid • Day wholetime service only • 3 fire authorities in one county
How • Review of operations • Management response
• Union response • External assessment of both
• Recommended final model
Impact • New wholetime 24/7 roster with 55 firefighting staff between towns • Annualised hours • Instant turnout in both towns
• Cost saving of €400,000 per annum
Dundalk Fire Service
Drogheda Fire Service
How • Co-operation of staff and union
• Single identity – Louth • Section 85 Agreement transferring the town function to county council for a single Service Agreement
Lessons to be Learned • Different models for different issues
• Need to encourage political flexibility in order to deliver better services • Willingness of staff to accept change
• Applicability in other functions and areas