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It's not Armageddon, we're getting on with it

By Stephen Evans | 09 January 2015
Barnet Council, then, in North London. You know:
'EasyCouncil'; purveyors of the 'Graph of Doom';
ideologically driven outsourcing zealots; gleefully cutting
services with impunity; selling its soul (and services) to
the private sector; single-mindedly hell-bent on pursuing the destruction
of public services forever and a day and who, given half the chance,
would sell its own mother in the process (or outsource her).
Just because. Because it's fun. Because it gets a kick out of it.
Google 'Barnet Council' and you'll discover that this is what some might have you to
believe. Seek a more balanced view and the reality is quite dierent (and less
dramatic).
Public sector body signs contract with private company to provide its back oce at
lower cost? Shock.
A private company - with modern systems and greater capital behind it - transacts
planning applications more eciently than an in-house service? Horror.
Risk averse, lumbering bureaucrats and local councillors that never see it coming do
some thinking back in 2008 - a year after Northern Rock - to anticipate the impending
global recession (that turns out to be the worst in 80 years) and devise a plan to avoid
the borough they represent going bankrupt? Hang on...
Its no longer news that theres no money, that councils need to change. It's the
how they change that shapes opinion.
Barnets how is to be a Commissioning Council. That means we're not driven by a
pre-disposed public or private sector ideology, we're driven by a desire for service
quality, impact and value for taxpayers. Show me the council that has remained
100% in-house. The point is, it isnt a binary debate about in or out, public or
private it cant be and, lets be honest, never has been.
So, where do things stand in Barnet? Weve signed contracts with Capita to provide
our back oce and manage some transactional services - 8% of all services. Those
services now cost 6 million less a year and were seeing improvements - resolution
of issues at a customers first contact increased from 35% to 61%; a planning service
ranked second in London for speed of decisions.
We have a varied mix of providers: Some in-house; some charities; some private;
some shared with other authorities; and some joint ventures. All are commissioned
to provide clear service outcomes and secure value for taxpayers. For those that are
outsourced, strict contracts and performance targets are in place.
Were focused on maximising the opportunities of growth and regeneration; meeting
the boroughs housing needs including building the first council houses in the
borough for over 20 years and getting people into work.
Were taking a more entrepreneurial approach, by exploring opportunities to sell more
services to the public and private sectors through our commercial Joint Venture. Any
profit we make will be reinvested in the borough in homes, school places and

transport.
Could we have done more to engage people? Absolutely. Looking ahead, our ability
will not accept the
magnitude of change unless they believe the council is working in their interest. We
have to earn that trust through eective engagement and a good customer
experience.

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But we have made progress. Did you hear about resident satisfaction increasing
significantly since 2012, with more residents trusting the council and thinking were
doing a good job? So, the next time you hear about Barnet Councils pursuit of Local
Government Armageddon, you might stop to consider that all might not be as it
seems.
Stephen Evans is director of strategy and communications, Barnet LBC

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Rick Osman

6 months ago

I live in Barnet. Everything Barnet Council does seems designed to make life more
unpleasant for people who live in Barnet. They... spent tens of thousand driving away
our football team, so wasted money and lost income for local businesses; allowed an
800 year old market to virtually disappear; imposed unnecessary and expensive parking
restrictions on residents and so on and so on.
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