Financial Management

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• Financial Management
• Driving the
• Performance Agenda
• CIPFA Regional
  Conference
• David Parr
• Chief Executive
• Halton Council

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• A Bit of Background

• Population of 120,000
• Gross Budget of 300m
• Transferred Housing Stock
• Waive 6 Building Schools for the Future Project
  - 100m
• Beacon Council Transport
• Mersey Gateway Bridge Project - 300m
• CPA Rated Excellent Council since 2005
• CPA 3 Use of Resources Score
• CPA 4 Rated Benefits Service
• Shortlisted for Council of the Year in the Local
  Government Chronicle Awards 2006

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• Haltons Agenda
• Vision To Make Halton a modern, distinctive,
• economically prosperous and
• vibrant Borough

• Safer Halton
• Healthy Halton
• Education.Learning and Skills in Halton
• Urban Renewal in Halton
• Children and Young People in Halton
• Running our business efficiently
• 
  Education and Skill
• 
  Worklessness
• 
  Health
• 
  Physical Renewal
• 
  Community Safety

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The Halton Challenge

• Where We Were
• Major job losses from Chemical Industry
• Population Declining
• Poor Housing Stock
• Areas of contaminated land
• Low life expectancy
• Poor health
• Low skills base
• Poor educational attainment
• Low aspirations

• Where We Are
• Reduced Unemployment
• Population Stabilized
• Aspirational House Build
• High Level of Public Open Space
• Life Expectancy increasing
• Remediated vast areas of Halton
• Improving health
• Improving skills base
• Improving education attainment
• Raising aspirations

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Haltons Culture

• Making a Difference
• Driven by Achievement Corporate not Personal
• Shared Values
• True Partnerships
• Self Aware
• Continuous Improvement
• Performance Management
• Evidence Based Approach

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• Accountability

• Consultation
• Outcomes / Objectives to Deliver Vision are
  planned, written and agreed
• Responsibilities are Clearly Identified
• Resources Required are Provided
• Performance Standards are set
• Freedoms to Manage are a given
• Performance is Effectively Monitored
• Results are expected
• High Aspiration Culture

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• Performance Management Framework

• Corporate Standards
• Lead Corporately Delivered Locally
• Golden Thread Community Plan to Individual
  Appraisals
• Monitoring Corporate/Directorate/Service Units
• Reported to Public, Members and Partners
• Early Intervention
• No Surprises
• Embrace Inspection - Listen Learn Improve
• Self Aware

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• Corporate Ownership

• Led by Members
• Accountable to the Public
• Corporate Management rather than Service
  Management Perspective
• Exception reporting
• Effective Planning and Monitoring
• Embedded Throughout the Council and our Partners

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• Financial Management

• Medium Term Financial Plan
• Members Base Budget Group Chaired by the Leader
• Peer Led Base Budget Reviews
• Statistical Analysis Identifies - Cost -v-
  Performance
• Targeted Best Value Reviews
• Freedoms to Manage with agreed Budget envelope
• Financial Monitoring by Executive, Scrutiny and
  Council
• Pump Priming / Priority Fund / Invest to Save Pot
• Performance is Critical Measure not Spend,
  However.
• Any fool can deliver by throwing
  money at a problem

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• Summary

• Effective Performance must be Measured against
  Key Corporate Objectives
• Prioritisation is Essential to Achievement
• Financial Planning determines the Parameters of
  activities but should not dictate detailed
  actions
• Financial Management provides the challenge to
  service delivery and should be a catalyst for
  change
• There is always enough money to
  do what you want to do
• if you actually decide
  what you want to do

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