Nicola Monk, Divisional CEO, Strategic Services joined Commercial Services Group in April this year from Luton Borough Council where she was Corporate Director for Inclusive Economy. A few months into the role it seemed a good time to capture Nicola’s early reflections on joining CSG and also understand her ambitions going forward. 

When asked about the transition from local government to CSG Nicola said, “I felt there might be challenges for me coming from the other side of the fence so to speak – but honestly, I felt like I could step straight in, which is why it already feels longer because that “new” feeling went so quickly.   I think some of this was because I had already worked with CSG on the mobilisation and then on the board of Connect2Luton; our highly successful Joint Venture contingent recruitment agency between LBC and CSG.”

Reflecting on experiences in local government, Nicola went on, “It’s been really hard in local government for a number of years with perma-austerity, Brexit, the pandemic and the cost-of-living crisis. I’ve likened recent years to swimming against the tide.  As such I think my experience does allow me to understand better many of the challenges that local government continues to face from an inside perspective.” 

CSG is one the largest local authority owned trading organisations in the UK and is wholly owned by Kent County Council.  It has generated over £45m in surplus which has gone back to KCC for frontline services and the local community.  What can other councils learn from the Kent experience and from working with CSG?  Nicola ponders this one. 

“This is an interesting one. There is still a commercial journey for councils to go on and I think CSG has a role to play in assisting with that.  We bring commercial acumen and experience from across our portfolio.  I think the biggest thing is that local government needs to be open to thinking differently.  Start with the problem to solve – we can’t afford to keep doing things the same way anymore.  Demand for services is outstripping supply.  Or in the case of a contingent workforce example, there are escalating costs of the agency workers plus a lack of control over the quality of staff.  There is a need for collaboration and the Joint Venture model is a great example of how to make this work for local government.  And with devolution and regionalism, there are clearly some great opportunities to explore.  Examples in transport and healthcare are already making an impact, let’s create more!  And councils need to be open to asking for a return, it’s the way business works.  This can feel at odds with the public service ethos but working with CSG it doesn’t have to be.”

And what about plans for the future?  “I want to help raise the profile of CSG because despite our success we remain a bit of a well-kept secret.  Whilst some public sector organisations might know some of our brands, most still don’t know we run 23 companies spanning energy, legal services, community services, HR and recruitment, IT and education support and supplies.  I will be working to help get the messages out there to support our teams in building the networks, creating prospects and establishing new relationships.  I am really looking forward to an exciting future and what we can all achieve together.”

Thanks for your time, Nicola, and we look forward to hearing more in the future.

For information about CSG and in particular our Joint Ventures please contact:

Stephen.wilson@csltd.org.uk