Organisational transformation > staff cuts

Times have certainly been hard for many of us in recent years. Whoever we might choose to blame for the austerity measures that have caused severe cuts to funding for local authority services, the issue is a complex one. The demographics of our population is constantly changing, and the demands and expectations of the electorate are increasing rapidly.  

Along with other district councillors, I recently attended a workshop at South Somerset District Council relating to their ‘transformation’ plans. Despite what any of us may think, transformation in the context of local authorities is invariably synonymous with cuts and job losses. This is quite rightly giving cause for concern.

In the case of South Somerset, work has been going on for some time, with a cross party team of officers and elected members working together to consider ways in which the limited resources available can be put to best use.

We are told that in order to improve service provision ‘customers’, for which read the man on the street, will be ‘enabled’, meaning that they will now have to become digital DIY experts when it comes to accessing information and advice from their local authority.

I remain sceptical for a number of reasons. We all have experience of the numerous organisations with which we do business on a regular basis becoming ever more remote when it comes to personal contact. Reliable internet access is still spasmodic across the county. Our ageing population are not always internet savvy, poorer families do not have the wherewithal to purchase the necessary devices, and what of those who have limited digital literacy?

In my own experience, being enabled to carry out functions myself usually involves pressing button 1, 2 or 3, then being put on hold for ages, often at my own expense. Or else, when visiting a website, being presented with a list of FAQs (frequently asked questions), none of which bear any resemblance to my own burning issue. Being able to find direct contact details for any individual is increasingly impossible. All I want, all most of us want, is to be able to speak to a real live person who can in a matter of minutes solve the problem or, at the very least, take ownership.

Having said all of this, SSDC’s ‘transformation programme’, although in its early stages, seems to have, so far, been reasonably well thought out, with a real attempt to ensure everyone involved is well informed. Thankfully, elected members such as myself have had the opportunity to raise our concerns.

It remains to be seen whether or not in the fullness of time SSDC’s ambitions to be a great place to work for, excellent to work with, and leading the way in delivering for our communities will be realised. For the sake of our residents, I sincerely hope so.

In any event, it is likely that in re-figuring job roles there with be 77 less positions required, resulting in some redundancies. This need not necessarily be bad news for those affected. At the age of 61, I was made redundant last year and it has been the best thing that could have happened. I am now working considerably less hours for three times the pay. 

Sometimes circumstances beyond our control can give us just the push we need to take the opportunity to transform our own lives.