Joanna Thornton, a consultant in our Local Government practice, discusses how the market has changed since the recession began and reveals her post-election predictions for the interim market.
Issues affecting local government recruitment are broadly in line with to those affecting the wider Public Services landscape: achieving sizable cost savings, whilst maintaining and improving service delivery. It could be argued that some Local Authorities are ahead of other areas of the public sector, as efficiency drives and transformation programmes are already embedded as a concept. Many of our clients have already stripped out layers of middle management to reduce costs and assist in more expediate decision making. In order to find the more ambitious savings now necessary, the sector will face some tough challenges ahead. The findings of the 13 Total Place pilots may also lead to some innovative recommendations around joined up working and the potential for some real leverage and savings.
Care and Transformation roles on the increase
In terms of trends around the types of role we are seeing emerge, there has been a noticeable decline in line management posts since the recession began, with the exception of ‘critical’ roles such as Finance Director or senior social care posts. In fact, where some traditionally buoyant areas of the market such as regeneration have slowed somewhat, there has been huge growth in the Adult & Children’s Services space, which is now a massive part of our business. We have also seen a real rise in the number of roles driven by change or transformation-led activities - we are frequently asked to find Directors of Transformation, programme managers and project managers to drive ambitious changes and secure buy-in from senior management teams.
Continued scrutiny has led to rate cuts
Naturally, there has been some downward pressure on rates as the market has been pretty candidate rich with both genuine interims and displaced employees. As there has been increased scrutiny around spending decisions, we are increasingly finding it necessary to clearly negotiate all additional costs (e.g. travel and accommodation expenses) at an early stage in the process – often prior to interview rather than at offer stage . The continued rise in Managed Service Contracts, which have been around for some time is also likely to continue as they tend to be viewed as an effective way of driving costs down.
Calm before the storm
The impending General Election could have a major impact on Local Government and its remit. The ‘localist’ agenda and the desire to make the centre smaller by empowering Local Government could mean big changes ahead. Local delivery, focus on neighbourhoods & communities, the reduction of powers currently held by the Regional Development Agencies and the likely decrease in Non-Department Public Bodies could well contribute to Local Authorities remit really expanding. Whilst the outcome of the election is as yet uncertain, there may well be pause in recruitment activities followed by a period of intense activity which could drive a high demand in the use of seasoned Interim Managers whilst these change programmes are implemented.
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Joanna Thornton has over eight years experience in public sector and charity recruitment including Executive, permanent and temporary placements. Since joining the Veredus interim management team in 2007 she has focussed on Local Government appointments in London and the South across a wide range of disciplines, including Environment, Corporate Services, Transformation, Property, Policy/Performance, as well as Housing roles within Local Authorities, Housing Associations and ALMOs.
Asked why she chose a career in Local Government, she says: “I am a firm believer in the democratic system and have always voted in both Local & General Elections. Local Authorities and the work they do have a direct impact on people’s lives and I meet people on a daily basis who lead councils and their services – many of whom are inspiring, interesting and dedicated individuals. What successful senior officers in Local Authorities have in common is a wide range of abilities, including a commitment to improve services and conditions for the population they serve, while being politically astute and working effectively with elected members, as well as meeting challenging performance targets set by Central Government. One of the many potential examples I could give is around regeneration - London is a city where regeneration activities are very visible, and having lived and worked here for some years now, I have found it fascinating to meet some of the people who have driven these changes and made tangible improvements. The impact that the Olympics will have on the 5 Boroughs is a good example, but there are many others”