16 Wirral Council invoices for temp senior managers (IT & SEN), other temps and catering

16 Wirral Council invoices for temp senior managers (IT & SEN), other temps and catering

16 Wirral Council invoices for temp senior managers (IT & SEN), other temps and catering

                                                       

Below are sixteen invoices (among many) that I requested from Wirral Council during the short inspection period when local government electors can inspect and receive copies of contracts and invoices for the last financial year. Each thumbnail image links to a higher resolution copy of each invoice.

I made a trip on Friday afternoon to pick up copies and thought I would start with ones that relate to the recent story in the Wirral Globe Wirral Council freelance staff and consultants are costing taxpayers millions which follows on from my blog post in March Why has Wirral Council spent £6,003,273.07 on temporary staff over the past 10 months?. All except one of the invoices below are for agency staff.

Eleven of the sixteen invoices (various numbers below) are from Odgers Interim who describe themselves on their website as “a leading UK interim management recruitment firm”. These are for the services of an Interim Head of IT (the previous Head of IT took redundancy in March 2013 as the Head of IT post was deleted in a senior management restructure) and an Interim Strategic SEN Lead (the previous SEN Lead Paul Ashcroft left Wirral Council in December 2013, just before it was made public that Lyndale School could close).

The Interim Head of IT (bear in mind the Head of IT post was deleted in the 2012 management restructure to produce “savings”) provided by Odgers Interim cost Wirral Council a daily rate of £695+VAT/day according to the monthly invoices.

Phil Ward (SEN Lead) who chaired the Lyndale School consultation meetings
Phil Ward (SEN Lead) who chaired the Lyndale School consultation meetings

The Interim Strategic SEN Lead Phil Ward (see the photo) was also provided by Odgers Interim. He cost Wirral Council (surprisingly) more than the Interim Head of IT. Odgers Interim were charging Wirral Council £775+VAT/day for his services.

Four of the rest of the invoices (numbers 497-500) are also for agency staff. Invoices 497 to 499 are from Badenoch & Clark. Unfortunately I only have been given the first page of these two page invoices (presumably the second missing pages are timesheets). Each of the Badenoch & Clark ones are marked “STRICTLY PRIVATE & CONFIDENTIAL” . I presume that the rates (£348.10, £345 and £348.10) are daily rates, so these invoices are just for short-term cover mainly for a week, but the last invoice is for three and a half days.

There is also a CIPFA (invoice numbered 500) (Chartered Institute of Public Finance & Accountancy) invoice for 19 days of interim cover at £710 a day for an “associate” (total including VAT £16,188).

Finally invoice 889 is for £1,303.25 + VAT (total £1,563.90) is from Carringtons Catering Limited for the catering at the public meeting on the 2nd June 2014 at the Floral Pavilion. This was the meeting last year at which Cllr Steve Foulkes was made Mayor.

Having these long-term temporary arrangements has to be more expensive to Wirral Council than recruiting new people. I do realise that in the Wirral Globe article that Joe Blott explains that they’re had trouble recruiting to the SEN post. It also makes you wonder why in the first place in 2012 that the Head of IT post was deleted and whether the “savings” of that 2012 management restructure (slightly offset by the three new strategic directors posts) were achievable?

Wirral Council invoice 67 Odgers Interim March 2014 Interim Head of IT 19 days @ £695 + VAT £15846 thumbnail
Wirral Council invoice 67 Odgers Interim March 2014 Interim Head of IT 19 days @ £695 + VAT £15846 thumbnail

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Cabinet to decide on 6-week consultation on closure of children’s centres

Cabinet to decide on 6-week consultation on closure of children’s centres

Cabinet to decide on 6-week consultation on closure of children’s centres

                                                    

Councillor Tony Smith (Cabinet Member for Children and Family Services) at the Cabinet Meeting of 4th September 2014 L to R Cllr Stuart Whittingham, Cllr Tony Smith, Cllr Bernie Mooney and Lyndzay Roberts
Councillor Tony Smith (Cabinet Member for Children and Family Services) at the Cabinet Meeting of 4th September 2014 L to R Cllr Stuart Whittingham, Cllr Tony Smith, Cllr Bernie Mooney and Lyndzay Roberts

Now for what I promised earlier with a story about children’s centres. Basically Cabinet is going to have to decide tonight whether or not to proceed to a six-week consultation on recommendations for the early years service and children’s centres.

The proposals which may/may not go out to consultation is to try to save £2 million. Staff at risk of losing their jobs (if a decision to go to consultation tonight) will also be consulted.

Admittedly the report has the odd type, for example at 6.1 it refers to the 2104 budget which should read the 2014 budget as Wirral Council officers don’t tend to consider the budgetary implications in ninety years time of their decisions! 😀

The proposals that may/may not go out to consultation would involve the closure of at least eight children’s centres with four being downgraded to satellite/outreach. The outright closure of some could result in a grant clawback of the money Wirral Council got to build them.

Of course if the Labour Cabinet does decide to go down this path of consultation on closure, eventually a decision will have to be made.

I’m sure at that stage or even before (if consultation is agreed tonight) the Conservatives will be reminding Labour of the election leaflets they’ve put out in recent years that told the people of Wirral that the children’s centres are not safe in Tory hands so please vote Labour. 😀

Oh dear, and what will the local newspapers make of it all?

The report on that item and revised appendix can be found by following these links.

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Cllr Steve Foulkes “by and large the message was we got ourselves into a dark place and we needed to get out of it”

Cllr Steve Foulkes “by and large the message was we got ourselves into a dark place and we needed to get out of it” | A report on the Wirral Council/LGA Improvement Board review consultation item discussed by Wirral Council’s Coordinating Committee on the 13th November 2013

Cllr Steve Foulkes “by and large the message was we got ourselves into a dark place and we needed to get out of it”

                            

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The Coordinating Committee meeting was just so councillors could discuss one agenda item, the Wirral Improvement Board review, which is currently out (at least at the time of writing) for a rather short eleven day consultation ending on Friday 15th November.

Part one of the meeting (which you can view above) contained a rather long Powerpoint presentation from the Head of Policy and Performance/Director of Public Health (Fiona Johnstone). As usual though the more interesting comments were made by councillors and the first of those to comment was former Leader of the Council Cllr Steve Foulkes (which starts at 17:33 in the first video clip above).

He said, “Chair, I mean clearly the Council had found itself in difficult times with a number of highly critical reports. I have no intention of going back to the origin of those reports and the issues around them but needless to say it did certainly undermine confidence of the public in the Council to the degree where it felt necessary that we wanted to move and incorporate outside help and I got lots of things wrong in my position as Leader but one of the things we did get right was actually open ourselves up and suggest the sector led approach improving on what we’ve established. So I think we did the right thing at a very difficult time we felt.

We, under any circumstances a report of this nature and its independence so the people who were writing this report aren’t our people, there’s three political mentors who were signed up to the outcome of this report. If we took seriously and we did, the fact that say the Klonowski report, obviously independent was a significant issue then where reports praise us and they are also written independently then rightly we should give the praise equal value against the criticism because the fact is that’s an independent report. This isn’t us saying this about ourselves, these are people who work for us and see the change and you know from Chief Exec down to a number of officers it’s fairly unrecognisable the structure of the Authority from whence we started. So we have been able to make those changes.

I think we have made improvements to a point where we could run, be on our own and they’re saying that, so that’s to be welcomed. The one issue that is in the report that I think you I know slightly mentioned about audit and the audit committee. Certainly I know through working with Jim as Chair and the other Members who are represented on audit, we did make vast improvements to the way the audit committee functioned and its job. However this issue of independence I think alongside the world we’ve got where there are a number of independent views because we are cynical of politicians in general in the Wirral and so I think that the audit committee with an independent majority certainly should have more credibility on an ongoing basis Chair I think that’s true.

The thing is we’re by no means where we would like to be. We’ve also had an ambition to be you know a journey to excellence or whatever type of authority you want to be or an excellent Council and underneath we’re not. I think you said Fiona we’re not there. We don’t expect to be perfect and any large organisation will always make errors and we shouldn’t be castigated for a single error and that’s the way it always is because you know errors will happen in whatever work, walk of life you’re in. Mistakes do happen.

It’s how you react to those mistakes, it’s what you do about them and what the overall point of this is. At the same time making this journey against the most difficult financial background that I think anybody’s ever seen in their lifetime. It’s never been easy on local authorities, but the level of savings we’re being asked to make are of such a magnitude, it can’t be easy to this improvement, trying to do an improvement job at the same time as these other things.

So I welcome in general, I welcome the report. It’s a job half done, but half done we shouldn’t be complacent and we should try to move on. You know we’ve all had to do a little bit of sort of inward reflection. Are we doing our best as individuals, each one of us around the table and the lead officers as well and to agree with members of the public engaging in the debate. We’re doing our bit, we changed something that we do to make this Council better.

Certainly I know numbers of Members have engaged in training, taking those roles on, we’re certainly working hard on scrutiny as Alan over there will testify. I think we do need to take on board a review of scrutiny committees in the new year.

Comments that are in the report and those particularly those around health and social care scrutiny committee that’s had you know quite a number of comments made. We need to do that whether that means we supplement it by members of other committees, we need to be open-minded, imaginative in the way we approach it. So if someone throws a problem at us then we need to work together to deal with that.

There have been various levels of engagement with various Members but I think you know credit to the three party leaders who have sat in a room together on numerous occasions throughout this journey and tried and have generally seem to have been able to work together, it’s a comment made within the report.

So I think all in all if we accept the critical reports of an independent nature and basically say we take them verbatim because to do otherwise would be stupid and people would say you’re trying to hide or you’re trying to alter it. I don’t agree with every single word in the summary but by and large the message was we got ourselves into a dark place and we needed to get out of it.

I think likewise we should recognise that this is you know a journey of improvement that’s been undertaken, it’s been recognised by others outside the Council. We should be thankful for it and thank those who are part of it. As the presentation has gone on I’ve put a number of words together. I’ll see if it finds favour, it’s not particularly controversial but I think we need to accept where we are, never mind the fact that we can always improve and we shouldn’t forget those mistakes from the past and rectify those mistakes from the past as soon as we can, we just need to recognise that.

It’s been a difficult period and this is a good report, a good independent report. We should take it for what it is and use it as an encouragement, a bread and butter role in the process for Members, members of staff, Chief Officers, members of you know for every single employee we should say thanks for being involved in this. We are moving in the right direction. That’s just my take on it, you may disagree.”

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Employment and Appointments Committee 8th April 2013 Management Restructure Proposals Agreed

Employment and Appointments Committee agrees reduction in management posts

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In a short meeting, the Management Restructure Proposals were agreed without any questions by councillors. The agreed proposals will result in a loss of eight posts resulting in a saving of £435,714. A number of other posts have been renamed (such as the Chief Internal Auditor will now be called the Senior Manager (Internal Audit)).

Further restructures (not needing to be approved by the Employment and Appointments Committee) will occur at Principal Officer level and above in order to reach the £5 million savings target.