Resource management

The 'resource management' element of the local government chief executive role involves budgeting, savings, investment, asset management, financial risk and prudence.

  • Budgeting: prioritisation, resource allocation, revenues and controlled spending
  • Savings: producing and delivering agreed savings to time and target
  • Investment in infrastructure through borrowing / capital receipts, and so on
  • Asset management: well-maintained assets (including information and data), managed corporately
  • Financial risk: exposure to risk through mismatch of debts and obligations
  • Prudence: investing and spending for long-term value as well as near-term cost / benefit

The structure of knowledge, experience and judgement across resource management practices

 

Acquiring knowledge Gaining experience Sharpening judgement
  • Basic training in financial management – revenue, capital and investment / treasury

     
  • Knowledge of investment, treasury management and key debt ratios

     
  • Policy and project appraisal – - Green Book, investment appraisal (Orange Book), partnering with private sector suppliers (Outsourcing Playbook) embedding social value when commissioning (Social Value Act)

     
  • Sustainability, carbon reduction and policies designed for wellbeing of current and future generations

     
  • Outline of pension fund value, contributors, beneficiaries, actuarial judgements and overall strategy

     
  • Personal knowledge of key budget management staff in service directorates and corporately
  • Work closely with chief finance officer (CFO), deputy CFO and corporate staff on budget reviews and the annual budgeting process

     
  • Review overall budgeting approach with leader / mayor, deputy leader and CFO as well as with audit committee and lead scrutiny committee members

     
  • Review the cost-effectiveness of service areas in comparison to like authorities, using benchmarking and external advisers where appropriate

     
  • Develop internal control systems for risk mitigation to the council’s finances, assets and services and ownership / involvement with companies

     
  • Appraise community and residents’ perspectives on the council’s use of resources and assets
  • Appraise the perspectives and motivations of different stakeholders to the council’s budget and its use of resources and assets

     
  • Develop healthy scepticism (never cynicism) about the reported efficacy of existing and new services and investments – always enquire of evidence as to what works best?

     
  • Learn how to differentiate between public goods claims (this service is for everyone) and the likely utility of the good to the variety of communities locally

     
  • Help staff differentiate between near-term outcomes and intended longer term impact

     
  • Develop a degree of expertise in equality impact assessments

Highlighted pages

Continuous improvement

The 'continuous improvement' element of the local government chief executive role involves learning and curiosity, innovation, service re-design, digital and artifiical intelligence, performance, impact and results.

Public ethics

The 'public ethics' element of the local government chief executive role involves ethical principles, ethical cultures, fairness, services, practices and dealing with violations.