Navigating the Storm: Lessons in Leadership and Financial Resilience from West Berkshire Council

In a time when local government is facing some of its most profound financial challenges, the need for clear-headed leadership, strategic thinking, and collaborative effort has never been greater. That’s why it was such a pleasure to sit down with Joseph Holmes for our recent podcast episode, “Navigating the Storm: Surviving Amidst Financial Challenges in Local Government.”

At the time of recording, Joseph was the Executive Director of Resources at West Berkshire Council. Since then, he has stepped into the role of Chief Executive Officer — a testament to his leadership and the impact of his work. Our conversation was rich with insight, practical strategies, and a deep understanding of what it takes to steer a council through turbulent financial waters.

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Team First: The Foundation of Financial Resilience

One of the most powerful themes that emerged from our discussion was the centrality of teamwork. Joseph was unequivocal:

“No council can successfully navigate financial challenges without a cohesive team that understands the issues and is motivated to solve them.”

In an environment where pressures are mounting — from rising demand for services to shrinking central government support — it’s easy to focus on numbers and spreadsheets. But Joseph reminded us that behind every budget line is a team of people. And it’s the strength of that team that determines whether a council can adapt, innovate, and ultimately thrive.

He spoke about the importance of shared purpose, open communication, and mutual support. In West Berkshire, this meant creating space for honest conversations, empowering staff to take ownership, and ensuring that everyone — from finance officers to frontline managers — understood the financial context and their role within it.

Balancing the Short and the Long Term: The Art of Spinning Plates

Another key insight from Joseph was the need to balance immediate pressures with long-term vision. He likened it to “spinning plates” — a metaphor that will resonate with anyone working in local government.

“You can’t just focus on the here and now, or you’ll never get ahead. But if you only look to the future, you risk missing the urgent issues that need fixing today.”

This balancing act is particularly challenging in the current climate. Councils are being asked to deliver more with less, while also preparing for a future that demands transformation — whether through digital innovation, climate action, or new models of service delivery.

Joseph’s approach was to ensure that short-term decisions were always made in the context of longer-term goals. That meant resisting the temptation to make cuts that would undermine future capacity, and instead looking for ways to invest in sustainable change.

Looking Outward: The Power of External Collaboration

One of the most refreshing aspects of our conversation was Joseph’s openness to learning from others. He spoke passionately about the value of reaching out to peers, networks, and other organisations to bring in fresh perspectives.

“We don’t have all the answers — and we don’t need to. By talking to others, we can see what’s working elsewhere and adapt it to our own context.”

This outward-looking mindset is crucial in a sector that can sometimes feel insular. By engaging with external partners — whether other councils, professional bodies, or the private sector — local government can access new ideas, benchmark performance, and avoid reinventing the wheel.

Joseph also highlighted the importance of humility in leadership. “It’s not about pretending to know everything,” he said. “It’s about being curious, asking questions, and being willing to change your mind.”

A Case Study in Action: Halving Agency Spend

Perhaps the most tangible example of West Berkshire’s approach to financial resilience was their success in reducing agency spend — a challenge faced by many councils across the country.

In July 2023, the council established a Financial Review Panel (FRP), bringing together senior officers from finance, procurement, and HR, alongside key political leaders including the Leader and the portfolio holder for finance.

“We knew we had to get a grip on agency costs,” Joseph explained. “But we also knew that this couldn’t be done in isolation. It had to be a team effort.”

The FRP began by reviewing all expenditure over £1,000, all recruitment posts, and all agency spend requests. This rigorous scrutiny helped to identify patterns, challenge assumptions, and ensure that every pound spent was justified.

A key part of the strategy was the implementation of a master vendor model. By channelling all agency spend through a single provider, the council gained a clear line of sight over costs, improved compliance, and strengthened negotiation power.

“It wasn’t just about cutting costs,” Joseph noted. “It was about creating a system that was transparent, accountable, and sustainable.”

The results speak for themselves. Agency spend was reduced by £2.5 million, down from £12 million — with further reductions forecasted. While some agency use will always be necessary, this initiative has significantly improved value for money.

Celebrating the Team Behind the Success

Joseph was quick to credit the team behind this achievement. He spoke warmly of the collaboration between finance, HR, and service managers, and the culture of shared responsibility that underpinned the work.

“People really stepped up. There was a sense of collective ownership — not just from senior leaders, but right across the organisation.”

One staff member involved in the initiative has even been nominated for two LGC Workforce Awards — a fitting recognition of the dedication and innovation that made the project a success.

This emphasis on people — not just processes — was a recurring theme in our conversation. Whether discussing budget strategy or workforce planning, Joseph returned again and again to the importance of relationships, trust, and communication.

Lessons for the Sector

So what can other councils learn from West Berkshire’s experience? Here are a few key takeaways:

1. Start with the Team

Financial resilience is not just a technical challenge — it’s a human one. Invest in your people, build trust, and create a shared sense of purpose.

2. Balance Today and Tomorrow

Don’t let short-term pressures derail your long-term goals. Make decisions that are sustainable, not just expedient.

3. Look Beyond Your Borders

Engage with peers, partners, and networks. Learn from others, share your own insights, and stay open to new ideas.

4. Be Bold, Be Honest

Tackling financial challenges requires courage. Be willing to ask tough questions, challenge assumptions, and make difficult decisions.

5. Celebrate Success

Transformation is hard work. Take time to recognise the people who make it happen — and share your stories so others can learn.

Final Reflections

As our conversation drew to a close, Joseph reflected on the journey so far — and the road ahead.

“There’s no silver bullet. But if we stay focused, stay connected, and stay committed to doing the right thing for our communities, we can get through this.”

It’s a message that resonates far beyond West Berkshire. Across the country, councils are facing similar storms. But with the right leadership, the right mindset, and the right team, they can navigate the challenges — and emerge stronger on the other side.