Your browser is no longer supported

For the best possible experience using our website we recommend you upgrade to a newer version or another browser.

Your browser appears to have cookies disabled. For the best experience of this website, please enable cookies in your browser

We'll assume we have your consent to use cookies, for example so you won't need to log in each time you visit our site.
Learn more

We have to make some tough decisions

  • Comment

We have an extensive programme of corporate transformation, including the insourcing of our customer service centre and a big push towards ‘digital by default’. But we also need to be having discussions about our total operating model.

Transformation-Summit-logo

To take perhaps another 20-25% out of our budget, we are going to have to look at some big, complex areas of demand management.

The whole interface between health and social care is going to be a huge challenge when it comes to transformation. What is going to be the future policy towards adult social care and how is that going to be financed and organised? It is terribly difficult.

The cost of social care is rising constantly. One significant issue will be children with disabilities becoming adults with disabilities, who are now going on to live much longer lives and so, inevitably, there will be greater demand. We need to think through how we are going to maximise their ability to live independently, taking a whole system approach.

I would also suggest at both a local and national level, we need to be sitting down with the NHS to have a focused debate about the last 10-15 years of people’s lives and how we are going to meet the future needs of older people and manage the growing demand. This cuts across service silos and national and local accountabilities.

Another big area for us will be promoting economic wellbeing. In Southwark, that includes getting as many people as possible into sustainable employment, which becomes particularly important in the context of the government’s welfare reforms.

The unique capability we have as a local authority is to bring people and organisations together in a way no other local agency can, for example, to secure job opportunities for local people as part of our major regeneration programmes.

Finally, our approach to budget setting is going to have to become more sophisticated. If we are now looking at another big reduction, then we either have to make some very tough decisions about what areas of business we are getting out of, or be very smart in how we balance the impact of the cuts across the whole of what we are trying to achieve.

Graeme Gordon, director of corporate strategy, Southwark LBC

Join the LGC Transformation Summit

LGC Transformation Summit is taking place on 7-8 November, 2013, and will again be held at Wyboston Lakes in Bedfordshire.

If you are involved in local government transformation and are interested in attending, please contact: jenny.vyas@emap.com

  • Comment

Have your say

You must sign in to make a comment

Please remember that the submission of any material is governed by our Terms and Conditions and by submitting material you confirm your agreement to these Terms and Conditions.

Links may be included in your comments but HTML is not permitted.