Local Government Interventions: Birmingham and Slough

All hon. Members will recognise the importance of having well-functioning local councils which provide essential statutory services local residents rely upon. Local councils must be fit, legal and decent. Today, I would like to update the House on the statutory intervention in Birmingham, which was a year old as of 5 October, and my plans to reset the relationship between central and local government with a focus on reform and recovery. I will also update the House on the statutory intervention in Slough, which has been in place since December 2021.

Birmingham city council remains in a challenging place. Significant challenges continue to face the council, as outlined in the commissioners’ first progress report which I am publishing today. Steps towards financial stability have been taken, including setting the 2024-25 budget, and I am grateful for the significant oversight and direction from commissioners, who have been fundamental to this progress. The council is committed to leading its own recovery. I want to recognise the progress made by the council to date under the leadership of Councillor Cotton and his commitment to resolving the challenges facing the city. While there remains much more that needs to be done, I am keen that the intervention moves as quickly as possible to a model based around a more equal partnership with the council, working in the interests of the people of Birmingham.

Birmingham city council is committed to achieving financial stability, including finding a resolution to its significant equal pay liabilities once and for all, delivering the necessary savings to bridge the projected budget gap for 2024-25 and 2025-26 to move to a more stable financial footing and transforming local services, many of which still require significant improvement. I know that difficult decisions will need to be taken in the coming weeks and months. I am confident that Joanne Roney CBE, who has recently taken up her post as managing director at the council, will work with both officers and members to improve the culture and governance of the organisation and shift the focus to growth opportunities in the city.

I am exploring options to reset and reform the system to provide a more supportive approach to stewardship for local councils, establishing partnerships across local government built on mutual respect, genuine collaboration and meaningful engagement. In any system with adequate checks and balances there will always be a need for Government to work directly with a small number of councils in difficulty, but I am clear that this should be done in a different way that is not punitive and is based on genuine partnership to secure improvements.

Building a wider partnership to deliver for the city of Birmingham is essential. I encourage Birmingham city council to consider establishing and deepening partnerships with private and public partners in the region, including Mayor Parker of the West Midlands combined authority, so they can be more involved in shaping decisions around asset realisation and the growth strategy, linking in with local growth plans as necessary. Such partnerships will help unlock Birmingham’s huge potential for growth and drive forward skills, jobs and opportunities in the wider region.

I have asked that commissioners provide a further assessment of the council’s progress in January, including their assessment of how the council’s growth strategy can support the council’s recovery and contribute to this Government’s wider ambition for national renewal. I would like to place on record my gratitude to Lord Hutton, who is stepping down from his role as a political adviser to the intervention, for his knowledge and expertise which has been of immense value to both the council and the wider commissioner team.

I also want to acknowledge the diligent and hard-working members of staff at the council who do their utmost to provide essential frontline services for residents. I, in turn, will do my utmost to ensure that all interested parties/partners work collaboratively to guarantee Birmingham’s recovery remains on track so that residents have a well-functioning local authority with a set of statutory services they deserve.

I will keep the House and the public updated on any changes to the intervention, including publishing the second commissioners’ report in the new year.

Slough borough council has been in intervention since December 2021 and this House has received a series of updates on the recovery of the council. The last update was in February, when the view of commissioners was that the council would continue to need support beyond the scheduled end of the intervention on 30 November this year. Significant challenges continue to face the council, as outlined in the commissioner’s report from April and update letter from September, both of which I am publishing today.

While some improvements have been made since the start of the intervention, there are still a substantial number of areas which require further improvement. There remains volatility in the council’s financial position, and there is not yet a target operating model that aligns with the medium-term financial outlook. A robust and resourced transformation plan that aligns to the target operating model is needed to drive change, which must be underpinned by strong leadership and a comprehensive workforce strategy to foster and embed cultural change. Further improvements still need to be secured relating to risk management, governance, including the scrutiny function and audit committee, evidence-based decision making and resident engagement. Separately, the continued progress in children’s social care and SEND services under Department for Education intervention has been noted.

Having considered carefully the findings and evidence presented in the report and update letter, I have concluded that the council is not yet meeting its best value duty and that issuing new directions will provide Slough borough council with ongoing Government support via commissioners. They would continue to assist the council to design, implement and embed the necessary changes and improvements. Accordingly, I am now seeking representations by 4 November on the report and update letter and a proposal to issue new directions under section 15 of the Local Government Act 1999. These would set a new end date for the intervention of 30 November 2026, require the council to take actions that are consistent with both the existing directions and the priorities the commissioners have set for the council, and provide for commissioners to continue to be able to exercise council functions relating to governance, finance and appointments. I understand that the council would welcome the extension of the intervention, given the challenges ahead that they also recognise, and I am keen to explore further opportunities to work in partnership to support their reset, reform and recovery.

If, following my consideration of any representations, I decide to implement my proposal, I intend to reappoint the existing commissioner team of Gavin Jones, Denise Murray and Ged Curran, who I know are working with the council with mutual respect, genuine collaboration and meaningful engagement. To further support the council to lead its own recovery, I also intend to appoint the interim chief executive, Will Tuckley, as managing director commissioner.

I again want to acknowledge the diligent and hard-working members of staff at the council who do their utmost to provide essential frontline services for residents, and reinforce my commitment to support Slough’s recovery remaining on track so that residents have a well-functioning local authority with a set of statutory services they deserve.

I will keep the House and the public updated on my proposed change to the intervention.

I will deposit in the House Library copies of the documents I have referred to, which are also being published on www.gov.uk today.

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