The council leaks information like some sort of giant sponge, both officers and councillors tend to be reluctant to say much about what really goes on in the council but somehow the information slowly leaks out.
One gets a sense of people desperately spinning plates to maintain or enhance their position. Despite all of this I am slowly forming the impression that the council – normally perceived as a bit dysfunctional – is reaching a point where it is unable to function properly at mid and higher management levels.
The main problem appears to emanate from government cuts, this has meant that some officers have been made redundant, some have left voluntarily due to the uncertainty of the stability of their continued employment and there are even some rumours of some being pushed rather than jumping ship in a way that could perhaps be contestable.
This means that some of the council departments are being run and staffed by officers on a temporary basis, with the added cloud hanging over them of uncertainties about the stability of their continued employment.
In many cases we are talking about officers with remuneration in the region of £1,000 per week or more, so what they are doing or not doing is costing us dear.
What appears to be happening is that important decisions, that are normally made at officer level, have often been postponed while departments wait to find out who will be running them and working in them.
There is a very real sense that officers don’t know where they stand and are just biding their time rather than achieving a properly run and efficient council, there is also a sense that some officers are having more in terms of work and responsibilities heaped on them that they could possibly cope with.
I am not sure how the new chief executive stands in all of this, nor do I understand how combining the position of chief executive and head of finance is supposed to work. My understanding is that a council chief executive should be the person with the innovative ideas and that the head of finance should complement this by applying the restraint of what is actually viable and affordable. This begs some questions about one person holding both posts.
I am also uncertain how other councils are coping with this situation and whether the situation is particularly bad here in Thanet, on thing is certain and that is that delays to making beneficial things happen locally and weak slow regulation of major local projects will cost us dear.
I am sending this one to the leader of the council and the chief executive the council in the form of an open letterof for any comments or corrections before I publish it at the end of the working day i.e. 5.30 pm.
This is what I said to them as well as sending the above:
“Hi Bob, Sue I am sending you the text of this blog post as a matter of courtesy before publishing it later today, please send me any comments or corrections for incorporation in the post.”
Here is the response to this post:
Dear Mr Child,
In response to your open letter sent to myself and the Leader today.
I am unable to respond to most of your comments as they lack any specific detail.
The one specific issue you raise is regarding my combined role of Chief Executive and Chief Financial (S151) Officer. Prior to the restructure, an opinion was sought from the Council's External Auditors regarding combining these roles, who raised no objections and indeed there are other authorities where this combined role is currently working successfully.
I can tell you that the majority of the council restructure has been implemented successfully. There remain a couple of teams which have outstanding issues yet to be resolved due to changes in the circumstances in which their services are delivered but we expect these to be fully implemented within this calendar year.
In conclusion, we have not noticed any increase in formal complaints regarding any of the issues you have alluded to but would be pleased to address any specific complaints that you have through our formal complaints process.
In response to your open letter sent to myself and the Leader today.
I am unable to respond to most of your comments as they lack any specific detail.
The one specific issue you raise is regarding my combined role of Chief Executive and Chief Financial (S151) Officer. Prior to the restructure, an opinion was sought from the Council's External Auditors regarding combining these roles, who raised no objections and indeed there are other authorities where this combined role is currently working successfully.
I can tell you that the majority of the council restructure has been implemented successfully. There remain a couple of teams which have outstanding issues yet to be resolved due to changes in the circumstances in which their services are delivered but we expect these to be fully implemented within this calendar year.
In conclusion, we have not noticed any increase in formal complaints regarding any of the issues you have alluded to but would be pleased to address any specific complaints that you have through our formal complaints process.
Yours sincerely
Dr Sue McGonigal
Chief Executive & Chief Financial Officer