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Local Government

Parking anger in Yarm

As we enter the festive season, Stockton-on-Tees Borough Council has given residents and businesses in Yarm a very unwelcome early Christmas present. This council is another in the long list of councils who think introducing parking charges is a great revenue raising opportunity. They just assume that everyone will cough up and not change their shopping and driving habits. They only have to look at examples we have quoted from around the country to know this is not true. 

“An ignorant and short-sighted decision that seems solely about raising money for the council regardless of the impact on Yarm High Street”, is what one resident said on a local newspaper’s website. Unsurprisingly the council disagrees, and said pay and display will give more flexibility to motorists! As defences go, that must be the most bizarre one I’ve heard all year. All pay and display will do is take money out of the local economy to fill the council’s coffers, but I guess when you are desperate you will say anything to justify your position.

When I wrote about parking issues last week, I suggested councillors and council officers should try running a small business for a week. They should experience first hand what it’s like being a small independent trader. They may then appreciate how difficult it is trading in the current economic climate. It looks like Stockton-on-Tees Borough Council is another to add to the list of councils who fail to appreciate just how much parking charges can wreck the local economy.

Tax cut in South Oxfordshire

South Oxfordshire district council are proposing to cut council tax next year by 2.5 per cent. The Henley Standard says that this would reduce the amount paid by a typical Band D taxpayer from £123.73 to £120.64. The council are able to do this because they have outsourced some services, and have also been sharing services with Vale of White Horse District Council since 2008.

Staff are shared between the two authorities, and most services are integrated. This has included shared terms and conditions for staff, and joint department managers between the two councils. Of course, each authority provides different services depending on their local area, but the way they have co-ordinated their operations have allowed South Oxfordshire to pass on the savings to local residents.

This is good news. Individuals have to make savings to their own budgets and councils have to cut back too; why shouldn’t councils look to ease the pressure on their residents? It was disappointing to see Brighton and Hove Council reject central government’s incentive to freeze council tax last week, opting instead to increase it by 3.5 per cent. Their refusal to do so led to Brighton and Hove Council’s Cabinet Member for Finance and Central Services, Cllr Jason Kitcat, being named as the TPA’s November’s Pinhead of the Month. While it’s good to see most local authorities have accepted the freeze, it is even more encouraging to see councils go one step further and reduce council tax for their residents.

Earlier this week, Hammersmith & Fulham council announced they are to cut council tax next year by 3.75 per cent. Due to a variety of cost-cutting measures, including combining services with Westminster and Kensington & Chelsea councils, they have been able to cut management and overhead costs by half. As a result they are able to cut their council tax for the fifth time in six years. It is disappointing that more local authorities do not look to pass on savings to residents through lower council tax bills.. Many could start by ending recruitment to non-jobs, and our research archive contains a whole host of other savings to be made.

Local authorities across the country should take a closer look at tax-cutting councils to see how it can be done, even with necessary spending reductions.

Non-job of the week

As this is the last non-job of the week feature of 2011, I have been looking back at the examples of non-jobs and ridiculously high pay I have highlighted throughout the year. I won’t pick a winner as the non-job of the year – I’ll leave it to you, but there is no shortage of runners and riders competing for the accolade.

Some councils have been busy building large change and performance departments. Surrey County Council and Oxford City Council immediately spring to mind. Surrey has advertised for a Performance Manager, Performance Officer, Intelligence Officer, Change Officer, Senior Change Manager, and a Senior Performance and Research Officer (Intelligence). Non-Job of the WeekOxford City Council have recruited similar officers and managers, as well as a Tenants Involvement and Development Officer.

Nottingham City Council (the only council not to publish its spending above £500) ironically recruited a Head of Quality and Efficiency Services, and Walsall Council was looking for a Smarter Workplaces Programme Manager. Also this year, the new Future Shape Programme Manager of North East Lincolnshire Council was revealed.

Reading Council was looking for no less than ten Seasonal Personal Travel Plan Advisers. Their job was to contact residents and discuss with them how they travel to work, school, and go shopping, etc. If you think this is bizarre, then what about Waltham Forest’s search for a Laughter Yoga Teacher?

This year, many councils have scrapped their newspapers, but Hackney (surprise, surprise) has not followed suit. Earlier this year it was looking for a new sub-editor for its propaganda rag newspaper, Hackney Today.

There has also been the usual raft of Climate Change Officers (something I highlighted repeatedly), Political Assistants, and Diversity Officers - including the BBC who was looking for a Diversity Talent Executive!

A London council was looking for a Governance Officer – Openness and Transparency. Ironically, we didn’t know which council this was, as they were recruiting anonymously through a recruitment agency! Those recruitment agencies have been a feature this year. Remember the Interim Head of Parking Services for an unnamed London Council? In March this was yours for £500-£600 a day! This was the most egregious salary of the year. When annualised, a parking manager was due to be paid more then the prime minister.

I could go on, and please have a look through these examples and the others from 2011. It does come with a health warning though. I don’t want your blood pressure to rise to dangerous levels.

I wish you all a very Happy Christmas, and here’s hoping 2012 will be a non-job free year!

Hammersmith & Fulham Cuts Tax

Hammersmith & Fulham council (H&F) has announced that they are proposing to cut council tax next year by 3.75 per cent. This will be the fifth year in six where the council has managed to cut council tax. This saving is due to several cost cutting measures including combining services with Westminster and Kensington & Chelsea councils in order to cut management and overhead costs by half.

This tax cut will be realised without resorting to the kind of ‘bleeding stump’ approach of shutting libraries and cutting services that some councils have taken, say H&F:

“While planning to cut [council] tax, H&F is intending to freeze parking charges, keep all its libraries open, maintain weekly or even twice-weekly refuse collection and plough £1.3 million into extra town centre police.  It is also one of just two councils in London offering homecare to people in the ‘greater moderate’ as well as ‘substantial’ or ‘critical’ banding.”

Further savings are to be made by selling off underused property, co-locating services among other measures in order to pay off about half the council’s debt and reduce annual interest payments.

We are pleased to see that some councils are giving taxpayers a break. The dramatic savings that H&F are proposing show that other councils can follow suit with tax cuts by cutting out waste. Sharing services can be a sensible way forward, too. It’s a shame that other councils are choosing to increase council tax, like Brighton & Hove who are looking to impose a 3.5 per cent hike.

The welcome move by the Department of Communities and Local Government to use money generated through other taxes to help councils freeze council tax bills cannot compete with genuine tax cuts. Funding from central government grants may be falling but since council tax has doubled over the last ten years, there is plenty of space for efficiency savings and for more creative solutions.

Cllr Stephen Greenhalgh, Leader of Hammersmith and Fulham council, spoke at a TaxPayers’ Alliance fringe event at the 2011 Conservative Party Conference. He explained the position they were in when they took over and how things have changed since then. Council tax has fallen from one of the highest levels in the country to one of the lowest, while debt levels have been reduced at the same time.

Other councils should look at how tax cuts across the country have been achieved and copy good ideas.

Rotherham councillors booted out

How much work do your councillors do? This is a question being asked in Rotherham, South Yorkshire, today. All councillors in Rotherham are paid an annual allowance of £12,130. This is to compensate them for their time, and for any income lost from their normal business activities or job whilst fulfilling their council duties. Yet what about councillors who don’t do any work but continue to claim allowances?

John Gamble was elected to Rotherham Metropolitan Borough Council (RMBC) in May 2008. Mr Gamble is something of a Scarlet Pimpernel. He rarely attended meetings, and the last one he did attend was a full council meeting at the beginning of February this year – ten months ago. According the Local Government Act 1972, a councillor is automatically disqualified if he/she fails to attend any meeting for six months. As Mr Gamble did not give any reasons for his absences, such as ill health, this disqualification should have taken place in August.

Instead, RMBC has let this drag on a further four months until they finally took action. As a result of this inertia, Rotherham council taxpayers are over £4K out of pocket, although with such a poor attendance record since he was elected, it could be argued they were out of pocket the moment he was sworn in.

Attendance at meetings is one of the few ways we can judge a councillor’s performance, but councillors will also point to the other work they do in their communities. A supporter has told me that Mr Gamble did not even hold surgeries. Looking at the council’s website, this seems to be true. On his profile page, under the heading of ‘Surgery Details’, nothing is listed.

I contacted RMBC to find out if we are going to get our money back for the last four months when he shouldn’t have been a councillor. I am still waiting for an answer, but this is not the only Rotherham councillor who has acted in a similar way,

In March this year, former Tory councillor, Gavin Sharp resigned his seat just a few weeks before he was due to stand for election. Since being elected in May 2007, he had been absent from 80 percent of meetings. He hadn’t attended a full council meeting since May 2009, and had made appearances at just enough meetings to allow him to receive his allowance.

According to press reports at the time, his fellow Conservative councillors tried to persuade him to stand down and asked to him to pay the money back, but without success. You would have thought that as a bank manager and magistrate, Mr Sharp would have done the right thing at the time, and it is not known if since his resignation he has paid back all or some of the money he claimed.

These two lazy, (now thankfully) former councillors pocketed money from Rotherham residents, many of whom are on low incomes, without batting an eyelid. Not that they are the only ones at fault. RMBC should have acted sooner to remove John Gamble, and the Conservative group should have taken action against Gavin Sharp.

We elect councillors to make decisions on our behalf. For them to do this, they have to attend meetings. We also elect them to represent our views. Unless they regularly meet their constituents, it is impossible for them to do that effectively. Both of them should hang their heads in shame.

 

Some councils double parking charges

In last week’s bulletin sent out to all our supporters, I asked for examples of increases in parking charges across the country. Many thanks to those who got in touch. (If you would like to receive our weekly bulletin, sent out every Friday, click on this link to sign-up)

It appears that many councils are planning increases, or are considering charges on evenings and weekends. Some councils regard motorists as the gift that keeps on giving, however as we have highlighted this year, some councils – Wiltshire Council in particular – have found themselves in the eye of a storm as drivers desert town and city centres to visit and shop in other places that are cheaper to park.

Brighton and Hove Council has been in the news lately because the ruling Green administration is planning to refuse the extra cash from the government to help freeze council tax. It instead plans to increase it by 3.5%. Cllr Jason Kitcat, the finance portfolio holder, was awarded our Pin Head of the Month prize in November for this action that will increase the burden on council taxpayers. But it’s not just council tax bills that will increase. Car parking increases are on the way too.

Last week the council approved to advertise price hikes of more than 100%! The Green Party has said this is to reduce congestion, improve air quality and promote the use of sustainable transport.

Not surprisingly this has been greeted with opposition. At a time when when residents, visitors and traders can least afford it, these increases would have a devastating effect. If you wish to object to these plans, you have been allowed 21 days from 29 November (the day the meeting took place) to lodge your complaint.

There are also plans to double the cost of parking in Gravesend, and introduce charges on a Saturday. Free parking on a Saturday was one of the town’s selling points, but that seems to be lost on Parking Manager, Paul Gibbons, who told the cabinet, “We seem to be the only town in the county which offers free parking on Saturdays.”

Local trader, Bob Atkinson, said, “It is disgusting what they are doing. If you really, really want to drive everyone to Bluewater, put the prices up.” There are many more comments along the same lines.

There are planned increases in Chichester, and a petition has been set-up to oppose the introduction of charges on Sundays, and Oxford City Council has introduced charges at park and ride car parks. This must be to pay for all the non-jobs they have advertised this year!

What amazes me is the reaction from some councillors. You would think they would be acutely aware of how many shops are closing in their high streets, and how difficult it is for everyone during these hard economic times. Instead they defend increases by saying ‘our charges are favourable compared to other towns in the area’. They justify increases by saying ’50p isn’t much.’ They seem to be completely divorced from reality. Perhaps they should trade places for a week with a small independent trader. Perhaps that’s the dose of reality they need.

Non-job of the week

North Somerset Council is looking for a Waste Minimisation Officer. As far as I can see, the officer will spend a large amount of time either visiting or communicating with schools, community organisations, and other partners showing them how to minimise the amount of waste going into their standard refuse bins.

This is despite the various leaflets already sent out to residents and businesses informing them of what they can and cannot recycle. Does it really need someone to be constantly haranguing them with the same messages? Non-Job of the WeekThe EU landfill directive keeps increasing the burden on council taxpayers, so I can understand why councils are keen to push the recycling message. There does come a point though where you wonder just how far councils will go. With recycling rates already on target to hit 60% this financial year, this is one job North Somerset council taxpayers can do without.

A central government department is looking for a Senior Integrated Communications Officer based in Leeds, paying £180-£220 per day (£900-£1100 per week). This role requires the jobholder “to gather intelligence about the mood, activities, opinions of key stakeholder e.g. staff representative groups and professional bodies, the national media.”

The job description goes on to say they will be “supporting senior members of the team to deliver communications about pensions reform to staff. This will be vital as elements of the reform ratchet up over next 6 months and will also entail feeding into the Departments industry relations policy group.”

When we published our report on the taxpayer funding of trade unions, we were told by union leaders that union reps needed time off on our watch because it promoted harmony in the workplace. Recent strikes don’t back up that message, but leaving that to one side, it could be argued the government needs to communicate its message on public sector pensions reform more effectively. As TPA Research Director, John O’Connell wrote last week, there are many myths about pensions reform still being articulated in the media – mainly by unions.

Take a look at the job advert. This role predominantly involves communicating with staff and stakeholders, which in turn means the unions. We will be paying someone the equivalent of £45-55K per annum on a temporary full-time contract to tell the unions what they already know – or at least should know.

I appreciate there is more to this job, but as it’s a temporary contract on a daily rate, clearly it’s not going to last a long time. Once again though we don’t know which department it is, as the job is advertised through a recruitment agency, which will also incur additional fees.

This job is unnecesary as the government already has a team of negotiators working with the unions. The unions then pass on the information to their members, with additional employer information distributed to staff. This is an additional expense we can do without.

 

Wasteful spending during Council efficiency drive

Like many councils, Sheffield City Council recently embarked upon a £57 million cost-cutting exercise in response to a fall in the central government grant. After council tax bills have nearly doubled across the country in the last decade there is no way taxpayers should pick up the bill.

Apparently unaware of the irony, the council has spent £21,000 sending 230,000 leaflets to residents asking them for ideas how to save money, living up to Sir Humphey’s mantra that it’s more expensive to do them cheaply.

While it is obviously good for a council to talk to voters about a necessary reduction in funding and how to save money, it should be done when it can have a meaningful impact on all aspects of spending rather than at the tail end of the discussions.

The consultation is open until January 6th leaving the Council just three months to prepare and adopt a budget to take effect in April 2012. The opposition Lib Dem leader, Shaffaq Mohammed, claims that decisions must have already been made about next year’s budget, “We are now almost at the door of the final closure of the budget process as far as I’m concerned.”

If this is just a smokescreen for councillors to use to defend their own plans when the outcome is already decided, it is a very cynical waste of money.

Julie Dore, the Labour-run council’s leader, claimed that it cost just 9p to produce each leaflet and this represented “value for money.” But the question isn’t whether they have bought the leaflets at a reasonable price but whether or not the project was worthwhile in the first place, whether it was a genuine attempt to engage with the public or just a presentational gimmick.  Taxpayers will suspect it was the latter.

Cheltenham Council’s bizarre costly case continues

The bizarre case of Christine Laird, former managing director of Cheltenham Borough Council (CBC) continues to drain money from the taxpayer. The media consensus is broadly sympathetic to her claim for damages suffered as a result of a bullying environment at CBC during the years of her employment, and yet, her statements in court betrayed a strange attitude to public sector employment.

Mrs Laird was appointed to the post at CBC in 2002 but left in 2005 after accepting early retirement on the grounds of ill health—severe depression—that involved a council payment of £450,000. The council accused of her acting fraudulently by withholding details of her past depressive illness and said this resulted in a substantial financial loss. In 2009, the council sued her for £1 million—that is, taxpayers’ money.

In her defence, she claimed that the recruitment pack she was sent did not truthfully represent the organisation she would work for. ‘The statement that the council,’ she told the court, ‘embraced the values of being honest, truthful, wanting to work together in partnership with other organisations and providing quality service at the right price was absolute bunkum.’ Well, I would have to agree with her on that, but could that not be said of almost every council? And the level of naivety shown by her seems amazing in someone recruited to such a high council post. But it does not end there.

She went on to tell the court that she believed CBC was ‘at the least negligent and at worst deceived me into accepting a job that, had I been aware of all the facts, I would have immediately turned down, or at best reserved judgment about.’ So, she claims she was deceived into accepting a very highly paid job that she would not have taken had she known how councils really behave. Well, that does rather open the floodgates, doesn’t it? Couldn’t most disgruntled public sector workers say that?

Mrs Laird claims that her bouts of depression were sparked by family bereavements, her personal financial situation and a lack of certainty in employment. Otherwise, she believed herself to be in good health. But there appears to have been no point when she thought that maybe it would have been best for her, the council and the taxpayer if she just quietly resigned her position.

In fact, according to an external auditor’s report, the atmosphere of conflict between Laird and the council appears to have arisen out of a change in political administration following a local election a few months after she took the job.

In 2009, the council lost its £1 million case and was ordered by the High Court to pay her £250,000 in damages. In total, however, spiralling legal fees meant that the case actually cost £2.1 million in taxpayers’ money and the council sent letters to local residents apologising for its failed legal action. In 2010, an industrial tribunal declared that her treatment by the council was ‘calculated to cause personal distress’.

Now, Mrs Laird claims that £75,000 of public money is still owed to her and, apparently, Eric Pickles agrees. ‘The secretary of state has said I am entitled to an injury allowance in law,’ she told the BBC this week, ‘a tribunal has ruled I was injured at work because my illness is an industrial injury and yet the medical advice to make me an award has been ignored by the council.’ Bouts of depression—personality clashes with councillors—an industrial injury, eh? It is an interesting definition that is exciting a lot of lawyers.

‘I’d been a chief officer since I was 32, and working in local government at senior level is no picnic, so I was used to the rough and tumble of political life,’ she says. ‘What I wasn’t used to was being personally attacked and undermined. It got to the point where I would wake up in the morning and feel physically sick at the thought of having to go to work.’

Bullying in the workplace is never acceptable, but this case is not just about bullying, it is about someone with an apparently fragile mental capacity taking on a demanding job with all the cut-and-thrust of party politics thrown in. Certainly, she now admits that throughout the costly saga ‘I can’t think of anything worse than someone with a severe mental illness [having] to be dragged though the courts system.’ And yet she has shown the mental strength to carry on her long battle against the council.

An external auditor’s report on the case concluded that that there were ‘flaws in the decision-making process whereby decisions were made with an over-emphasis on legal matters.’ That is, councils should not be too eager to call in lawyers at the taxpayers’ expense. But, it also concluded that ‘It is not unreasonable for a council to go to court to seek recovery of a substantial financial loss. The Council had incurred significant costs as a result of the employment dispute with Mrs Laird and it was appropriate to consider options for recovering losses.’ What is clear is that there was a succession of poor decision making and management at the council during this dispute and that the subsequent legal fees was allowed to spiral out of control with little regard for the cost to the taxpayer.

Certainly, locals commenting on the case have been far from charitable towards Mrs Laird. ‘This woman caused hell at the council,’ says one anonymous Cheltenham resident, ‘why should the ratepayer fork out for her malicious actions?’

Cheltenham Council’s bizarre costly case continues

The bizarre case of Christine Laird, former managing director of Cheltenham Borough Council (CBC) continues to drain money from the taxpayer. The media consensus is broadly sympathetic to her claim for damages suffered as a result of a bullying environment at CBC during the years of her employment, and yet, her statements in court betrayed a strange attitude to public sector employment.

Mrs Laird was appointed to the post at CBC in 2002 but left in 2005 after accepting early retirement on the grounds of ill health—severe depression—that involved a council payment of £450,000. The council accused of her acting fraudulently by withholding details of her past depressive illness and said this resulted in a substantial financial loss. In 2009, the council sued her for £1 million—that is, taxpayers’ money.

In her defence, she claimed that the recruitment pack she was sent did not truthfully represent the organisation she would work for. ‘The statement that the council,’ she told the court, ‘embraced the values of being honest, truthful, wanting to work together in partnership with other organisations and providing quality service at the right price was absolute bunkum.’ Well, I would have to agree with her on that, but could that not be said of almost every council? And the level of naivety shown by her seems amazing in someone recruited to such a high council post. But it does not end there.

She went on to tell the court that she believed CBC was ‘at the least negligent and at worst deceived me into accepting a job that, had I been aware of all the facts, I would have immediately turned down, or at best reserved judgment about.’ So, she claims she was deceived into accepting a very highly paid job that she would not have taken had she known how councils really behave. Well, that does rather open the floodgates, doesn’t it? Couldn’t most disgruntled public sector workers say that?

Mrs Laird claims that her bouts of depression were sparked by family bereavements, her personal financial situation and a lack of certainty in employment. Otherwise, she believed herself to be in good health. But there appears to have been no point when she thought that maybe it would have been best for her, the council and the taxpayer if she just quietly resigned her position.

In fact, according to an external auditor’s report, the atmosphere of conflict between Laird and the council appears to have arisen out of a change in political administration following a local election a few months after she took the job.

In 2009, the council lost its £1 million case and was ordered by the High Court to pay her £250,000 in damages. In total, however, spiralling legal fees meant that the case actually cost £2.1 million in taxpayers’ money and the council sent letters to local residents apologising for its failed legal action. In 2010, an industrial tribunal declared that her treatment by the council was ‘calculated to cause personal distress’.

Now, Mrs Laird claims that £75,000 of public money is still owed to her and, apparently, Eric Pickles agrees. ‘The secretary of state has said I am entitled to an injury allowance in law,’ she told the BBC this week, ‘a tribunal has ruled I was injured at work because my illness is an industrial injury and yet the medical advice to make me an award has been ignored by the council.’ Bouts of depression—personality clashes with councillors—an industrial injury, eh? It is an interesting definition that is exciting a lot of lawyers.

‘I’d been a chief officer since I was 32, and working in local government at senior level is no picnic, so I was used to the rough and tumble of political life,’ she says. ‘What I wasn’t used to was being personally attacked and undermined. It got to the point where I would wake up in the morning and feel physically sick at the thought of having to go to work.’

Bullying in the workplace is never acceptable, but this case is not just about bullying, it is about someone with an apparently fragile mental capacity taking on a demanding job with all the cut-and-thrust of party politics thrown in. Certainly, she now admits that throughout the costly saga ‘I can’t think of anything worse than someone with a severe mental illness [having] to be dragged though the courts system.’ And yet she has shown the mental strength to carry on her long battle against the council.

An external auditor’s report on the case concluded that that there were ‘flaws in the decision-making process whereby decisions were made with an over-emphasis on legal matters.’ That is, councils should not be too eager to call in lawyers at the taxpayers’ expense. But, it also concluded that ‘It is not unreasonable for a council to go to court to seek recovery of a substantial financial loss. The Council had incurred significant costs as a result of the employment dispute with Mrs Laird and it was appropriate to consider options for recovering losses.’ What is clear is that there was a succession of poor decision making and management at the council during this dispute and that the subsequent legal fees was allowed to spiral out of control with little regard for the cost to the taxpayer.

Certainly, locals commenting on the case have been far from charitable towards Mrs Laird. ‘This woman caused hell at the council,’ says one anonymous Cheltenham resident, ‘why should the ratepayer fork out for her malicious actions?’

Councils can publish more spending information

When asked by the Department for Communities and Local Government to publish all spending to suppliers over £500, all but Nottingham City Council did so. Of those that did, there are still some issues regarding how the data is put online.

This degree of transparency is still in its infancy though, and will hopefully become more efficient and more meaningful in some areas. After all, allowing residents to properly analyse spending without having to wade through a maze of indecipherable data is the whole point.

Some councils are going beyond the £500 limit. Hammersmith and Fulham have recently published all spending, not just to suppliers and not just over £500. They have acknowledged the benefit of this exercise to taxpayers and ultimately to the council themselves.

While they admit there are limitations to the data at this early stage, it is undoubtedly a big undertaking and one which we would encourage all other councils to follow.

20% of councils may increase council tax

Today we announced our Pin-up and Pinhead of the Month. The pinhead was Cllr Jason Kitcat, a Green Party councillor from Brighton and Hove, and the portfolio holder for Finance and Central Services. His council is not going to take up the government’s offer of extra cash in return for not increasing council tax in 2012/13. Unfortunately, Cllr Kitcat is not the only pinhead in our town halls across the country.

According to a BBC report, an amazing 20% of councils may increase council tax from next spring. This is despite the government setting aside £805 million from efficiency savings to give to councils to ease our council tax burden. 

One of the main reasons cited in the Local Government Chronicle is that councils fear a sharp rise in council tax in 2013/14, when no government assistance will be available. Hardly the most convincing argument I’ve ever heard. Why should there be a sharp rise? What would cause it? As councils find efficiency savings, they are not going to suddenly spend more from 2013.

Over the last decade we have not seen the quality of council services double, but the same cannot be said of our council tax bills. We have highlighted in many TPA reports ways councils can reduce spending.

Not accepting the government’s offer is wrong, and will unnecessarily increase the burden on families when they can least afford it. To threaten sharp rises for the following year is scaremongering, which is the last thing any of us need at this moment in time.

Non-job of the week

Lewes District Council is looking to employ an Equalities Officer whilst the existing officer is on maternity leave. According to the job advert “this post co-ordinates the development of our Equalities work, Impact Assessments and equalities policies. It identifies and introduces practical steps and monitors our success so we make continuous progress with our equality duties.”

It is – and has been for many years – illegal to discriminate on the grounds of religion, gender, disability, race, sexual orientation, etc. Why does Lewes Council need to employ someone to monitor its success in order to make continuous progress with its equality duties? Legislation does change, but not to the extent that you need a full-time officer monitoring those changes.  

Non-Job of the WeekLambeth Borough Council is searching for an Energy Strategy Officer on £32532 – £35055. Perhaps if it installed smart meters in all council premises it would see consumption fall and benefit from lower bills? Not that the installation of smart meters is as easy as you would think. Well, maybe to you and I it is, but not for the Department of Energy and Climate Change (DECC).

It is looking for a Stakeholder Engagement Manager – Smart Meters Programme, paying £46,975 – £56,597 per annum. Here’s part of the job description:

As our Stakeholder Engagement Manager, you will be responsible for planning and overseeing the programme’s engagement with the organisations outside the smart meters programme who need to be involved in the successful delivery of the programme and its benefits. These include energy suppliers and other industry players together with consumer representatives. You will need to work closely with colleagues across the programme who are dealing with these groups day-to-day through a range of working groups and bi-laterals Your challenge is to ensure that we have the right arrangements in place to capture and share feedback and to ensure consistent messages are being conveyed by the programme.

In addition, there is a need to maintain communications with a much wider group of stakeholders including MPs and Local Government, community groups and special interest groups who all need to be kept aware of developments and can help promote consumer awareness. You will also play a key role in driving forward the communications strategy for the programme, working with the energy industry to develop key messages and communication approaches and providing the main interface from the programme into DECC’s press office. You will be part of the Consumer Engagement, Roll-out and Benefits team within the programme which is headed by the Deputy Programme Director and you will be expected to be flexible and able to contribute to current priorities within the wider team.

Smart meters are an excellent way to help us reduce our bills. As I’ve said before, you can watch in real time which appliances use the most electricity. It’s not complicated, but the DECC seems to have set-up a mini-department to promote something energy companies could do every time they send us a bill!

Finally, when it comes to waste, the Department of Environment, Food and Rural Affairs (Defra) certainly does it in style. They spent nearly £70 million making nearly 1800 people redundant. I don’t know how generous those payments were, however I do know there are times when you have to take a short term hit for a long term gain. Defra says it can recoup this money in a year. So far, so good then, but it was also revealed whilst making 1800 people redundant, at the same time it was recruiting another 500 staff. You would have thought common sense would prevail and the department would assess its needs before it let staff go. Many of those who received redundancy payments could have moved to those new jobs, thus saving taxpayers money.

Please remember we pay some senior civil servants and council officers six-figure salaries because (we are told) we need the best, and if we didn’t pay them as handsomely, they would quit public service and move to the private sector. This rarely happens, and it is examples like this that prove why.

Oslo Trip

Fact finding missions have long been the butt of many jokes. You name the subject, and it seems an elected or unelected official has been forced into arduous foreign travel to get that final piece of information to complete the jigsaw. In our report earlier this month, we highlighted the foreign jaunts council taxpayers in the Midlands have had to pay for, and now another one has come across my radar.

The recycling rate in Hull is currently at 50%. This is above the target 45%, and residents of the city are regularly told to ‘Recycle for Hull.’ Not content with this, some councillors recently went on a fact-finding mission to Oslo to see how Norwegians dispose of their rubbish. They have already visited Rotherham, Sheffield and Swindon to see how its done there.

This had angered Cllr John Fareham, the leader of the Conservative Group, as the councillors who travelled to Norway are a sub-committee of the environment scrutiny commission. This means they can only recommend. They cannot make decisions.

The cost of the trip was under £1000, but to defend it as cheap (as a councillor has done) is missing the point.

A group of councillors and officials drove to Stansted Airport, stayed overnight, then flew to and from Oslo in the same day, and then drove back to Hull. The people who can make decisions about this were not present. It has to be asked what did they find out that they couldn’t find out by research on the Internet, and a conference call on Skype?

If councillors spent our money in the same way they would spend their own, trips like this would not happen. All it achieves is two things. It makes councillors the butt of jokes, and gives the impression they have their snouts in the trough. I know that’s not true of the majority of councillors. If they don’t want to give the public that impression, they know what to do next time.

Spending cuts essential according to new Audit Commission report

Most councils are coping well with current level of cuts but the future could be challenging, according to findings of a new Audit Commission report. It says well-managed councils are weathering the current economic storm far better than others. They claim:

“big expenditure cuts are always hard but auditors feel that well-managed councils can deliver their 2011-12 budgets. Facing big cuts is not, on its own, enough to worry auditors. It is councils with big cuts and weak management that are at higher risk of not achieving their budget. Good financial management is helping most councils cope in 2011-12.”

The report explains three ways councils can help plug the financial gap. They can either raise charges and/or council tax, dip into reserves or make reductions in spending.

Many families are struggling, making savings to household budgets and coping with increasing fuel and energy bills. That means raising council tax or charges is unacceptable. It’s a lazy option.

At the start of the 2011-12 financial year, councils held £11.8 billion in reserves. This was equivalent to 30 per cent of total revenue spending in 2010-11. According to the report single tier and county councils held unallocated reserves equivalent to two-thirds of their central government reduction in funds, and district councils around twice the value. If earmarked reserves are included in this figure then the picture is markedly different: district councils reserves are then six times the value of their cuts and single tier and county councils nearly three times.

But when it comes to using reserves, Sir Merrick Cockell, Chair of the Local Government Association makes a strong point: that councils should only consider dipping into their reserves in extreme measures and only for use in the immediate term.

The final way of making up the shortfall – cuts to spending – is something the Audit Commission says is essential. Once falls in income and reserves are taken into account there is a net gap of 7 per cent in total income available to fund services for single tier and county councils and 8 per cent for district councils. But those figures relate to existing services. Councils must consider the difficult but necessary options of scrapping services or departments that are not a priority, or can be performed by someone else.

Besides, the report states that there was no identifiable link between the extent of impact on services and the size of cuts. It is something that is more affected by local decision making and individual council priorities, meaning many councils’ excuses don’t stand up to scrutiny.

Much of this report confirms what the TPA has been claiming for some time – that spending cuts are achievable through good management and the willingness to make difficult decisions. Councils should look through our research archive for suggestions on what to cut. Harry Phibbs’ list of 100 ways to cut council tax without cutting key services also has some excellent suggestions.

Leicester Mayor set for large pay rise

According to a report in the Leicester Mercury this week, the elected Mayor of Leicester is in line for a 78% pay rise. Sir Peter Soulsby (who stood down as MP for Leicester South to run for the job this May) currently receives a salary of £56K a year.

The Independent Remuneration Panel (IRP) has recommended his salary rise to £100K. His deputy is also in line for a large rise, as are the city’s forty seven councillors. It has recommended some savings too, such as scrapping vice-chairs of committees and the extra cash they receive. 

All of this is happening at a time when the council is looking to make savings of £100 million in the next four years. Sir Peter said, ”It’s right that an independent panel reviews pay, rather than myself and councillors.” He also went on to say, “It’s important to remember we now also save £250,000 a year due to no longer having a chief executive.”

I can’t disagree with anything he’s said. Scrapping the chief executive’s role has proved the council can operate without one. This still isn’t a justification for whopping pay rises for him, his deputy and councillors. It sends the wrong message to those 1000 council staff who have either been made redundant or are facing redundancy.

Town Hall Square, Leicester Councillors will vote on these pay rises next week. Hopefully, they will vote against them, and send the right message to Leicester taxpayers. If you live in Leicester, contact your councillor and tell them what you think. It is hard to justify these increases at the best of times. We are not living in the best of times. We are facing the most difficult economic challenges we’ve seen for decades. Leicester taxpayers cannot afford these increases, and for councillors to accept them would be a kick in the teeth for them, and for other council employees.

Non-job of the week

A non-job of the week with a twist today. Barnet Council do not like criticism, and it seems the council will go to any lengths to make sure it silences its critics.

A local blogger, writing under the pseudonym Mr Mustard, criticised Barnet Council for hiring a Change and Innovation Manager in 2010 on a salary of £47,550 -£50,913.  It sounds very much like the sort of non-job I highlight on here every week. He quoted from the job description, which has to be said is written in perfect gobbledegook, and also quoted from the personal website of the man who got the job – Jonathan Tunde-Wright.

Non-Job of the WeekAlthough I have joked in the past about receiving a letter from Oxford City Council’s solicitor for harassment after all the non-jobs I have highlighted in the past, I have of course never received one. Nor should I. Freedom of speech is something we hold dear in this country, unless you are from Barnet Borough Council.

The council went to the extraordinary lengths of contacting the Information Commissioner claiming Mr Mustard had committed a criminal offence under the Data Protection Act by not registering as a data controller  because he had made critical comments about whether some of its officials have real jobs! The commissioner rightly disagreed, but that didn’t stop the council. It then came up with what can only be described as the most ludicrous description of what he could write about. The One Barnet blog has the full details of the correspondence between the ICO and the Council.

The council said all that bloggers (and that includes us on this website) can write about is their own personal data, their own family defined as people related by blood or marriage and their own household, which is anyone living in their house or flat. Barnet Council claims everything else requires registration and can be subject to a legal challenge.

The Information Commissioner disagreed again, saying this would have a hugely disproportionate impact on freedom of expression.

Because Mr Mustard (real name Derek Dishman) regularly holds his council to account on his blog, and sends in freedom of information requests to find out how our money is spent, he is regarded as an inconvenience. This may be so, but as he is not writing anything defamatory, he is within his rights to write about anything he likes – inconvenient or not.

So not only do we have a job with a more than dubious title offering £50K a year, we also have the council employing its staff to actively prevent anyone of us criticising them. If Barnet Council had its way, none of us would be able to speak out against waste and hold councils to account.

Hat-tip: David Hencke 

Tip of the iceberg: Councils are not doing enough to tackle fraud

Yesterday the Audit Commission (AC) released its annual report into fraud against local authorities, with a chilling warning that councils had detected ‘just the tip of a very large iceberg.’ Out of an estimated £2.1 billion lost in fraud from council budgets, just £185 million was detected – the profits of 121,000 cases of criminal abuse of council tenancies, council tax discounts, housing benefits, personalised social care budgets, and procurement contracts. It was an improvement on last year, but local authorities are still not doing enough to tackle this considerable strain on local government finances. Their failure leaves taxpayers out of pocket, and prevents genuine claimants from accessing services.

Most reporters have focused their write-up on eye-catching cons like the local government officials tricked into paying £7m into false bank accounts. But of far greater significance are the everyday, bread-and-butter frauds that make up the vast majority of the stolen money. Of the £185 million detected, £110 million was lost in illegal claims for council tax and housing benefits, and £22 million in false claims for student and single person council tax discounts. The value of the 1,800 homes recovered from social-housing fraud stood at £266 million.

But these are just the amounts detected. It’s welcome news that detection is up 37 per cent, but from such a low starting point the rise is minuscule. £185 million is still less than 10 per cent of the total estimated local government fraud.

The figures also reveal sharp contrasts across the country, with some councils performing much worse than others in their counter-fraud efforts. The Audit Commission estimates that 1 per cent of social housing is occupied by illegal subletters and other fraudulent tenants, but the North East councils recovered only 3 properties – less than 0.002 per cent of their total housing stock. The picture isn’t good anywhere. Even if London councils did proportionally better – they clawed back 0.306 per cent of their housing stock – the Audit Commission estimates housing fraud is also more of a problem in London, with fraud accounting for 2.5 per cent of the housing stock. Some experts put the figure as high as 5 per cent.

So what can be done? Councils have responded to the report by complaining about staff and budget cuts. This ignores the highly successful measures taken by some local authorities at very low cost. Ashfield Council spent £10,000 on a whistleblowing and investigation campaign and recovered 8 council houses which would’ve cost £1.2 million to replace. Havering Council spent £40,000 investigating single-person discounts for council tax and saved £300,000. Effective anti-fraud measures can save councils money.

The Audit Commission has provided a long list of excellent measures councils can easily take to tackle fraud. They range from pooling resources to improved risk assessment. There are more general, but no less important recommendations like highlighting vulnerable spending and a ‘zero tolerance culture towards fraud’.

But these huge lost sums suggest a deeper problem with the benefits system itself. Labyrinthine layers of tax discounts and benefit hand-outs create opportunities for fraudsters and administrative difficulties for local authorities. A simpler tax and benefits system would close those opportunities, and increase the ability of local authorities to detect abuse.

It’s in taxpayers’ interest that fraud is attacked at both ends – restricting the ability of criminals to play the system, and ensuring that authorities notice fraud and consistently prosecute against it. Local government fraud forces up council tax, hinders legitimate claimants, and limits the money that can be spent on services residents want most. With the extra £50 million detected this year local councils could pay off debt, fund 700 libraries, or 11,000 care workers, for example.

A sad day for democracy in East Yorkshire

Council standards committees were set-up as a way of disciplining councillors who have brought their office into disrepute. They were designed as a way of investigating sleaze. What happened at a meeting of the Standards Committee in the East Riding of Yorkshire Council (ERYC) yesterday proved once again that they are increasingly being used as a way of stifling debate, and forcing councillors to toe the line.

Conservative councillor Paul Robinson was censured not for something he said, but for two comments he allowed to be posted on his blog. One of the comments described Mike Whitley –  a political rival of Cllr Robinson – as an “absolute idiot” and another one said that in Mark Twain’s day, troublemakers were stripped, tarred and feathered before being ridden out of town. The person who made the comment then said that was not something he was advocating. A little tongue in cheek perhaps, but nothing that can be described as defamatory. Mr Whitley took exception to those comments, and reported Cllr Robinson to ERYC.

The case should have been thrown out immediately. It was clearly vexatious, but instead ERYC – which has form when it comes to wasting our money – took this case all the way to a standards committee hearing. The cost of this is unknown, although I will be sending a freedom of information request to find out. The punishment meted out was merely a wrap on the knuckles, and under the circumstances even that was a nonsense.

This case is very worrying on many levels. We elect councillors to speak their mind. If we don’t like what they say, we always have the opportunity to kick them out next time they stand for election. Councillors who do blog about their work and local issues are opening up channels of communication and debate, which is the hallmark of a free society. We may not like what other people write about us, but it is their right to do that. If I took exception at everything that is said about me, there wouldn’t be enough hours in the day for me to get on with my job.

Cllr Robinson was not accused of saying anything defamatory himself, which is why this charade is breathtaking in its nonsense. It eats at the heart of our democracy. It turns councillors into automatons, fearing if they say anything or allow people to leave comments on their blog, they will be hauled before the standards committee. It closes down channels of communication, and makes councillors less accessible. It makes them less likely to speak out, and stand up for what they believe in.

In a press release sent to me yesterday, Cllr Robinson ended by saying:

If ever there was an example of why the Government is right to abolish this expensive and misused system, this is it. Absolutely nothing has been achieved and no difference has been made apart from the taxpayers get the bill for someone to pursue a personal, vexatious political agenda. 

He is correct. Taxpayers are being forced to pick up the tab for another nail being hammered into the coffin of democracy.

 

False Economies

The determination of local councils to cut libraries, street lighting, rubbish removal, and public toilets—the quality of our civilisation and what we pay our taxes for—rather than tackle their own waste on bureaucracy is breathtaking. Two stories in the South-West illustrate how they can get it so wrong.

Cornwall Council’s economy and environment committee recommended they cut funding to 114 of its public toilets in order to save £1.1million, but as soon as news of this got it out, it caused outrage from local taxpayers. The council has now agreed to reconsider the proposal, but a local councillor is wary. ‘This, at face value, is great news,’ he said. ‘The problem is: what does further consultation mean? Will it be along the line of the “take them over or they close” to the parish and town councils? If any local council does agree to take them over, will there be the right financial package in place?’ So, a case of appearing to make cuts, but just sifting the burden on to another branch of local government.

In the meantime, Swindon Borough Council has switched off 140 streetlights to save £20,000 a year. A highly questionable way of saving taxpayers’ money, as the TPA has already demonstrated. That would be bad enough, except that elsewhere in the borough 140 lights are being left on for a road going nowhere. Streets lights costing more than £300 a month are blazing away along a stretch of newly constructed road not yet open to the public.

‘The council should not be leaving street lights on for no reason, wasting hundreds of pounds each month,’ says an opposition councillor. ‘What is even more galling about this is that there are people in Swindon who are having their street lights switched off in order for the council to make savings, so it seems ridiculous that these street lights are being left on.’ Indeed, 433 lights turned off over the summer have had to be turned back on because of concerns over public safety!

Tim Newark, Bath & South-West TaxPayers’ Alliance

Spending £4,000 celebrating saving money is missing the point

Sir Richard Leese, Leader of Manchester City Council, has splurged £4,000 on a back-slapping dinner for a new member of staff, Lib Dem councillors have claimed. According to Cllr Paul Shannon, Sir Richard issued 270 invitations to wine and dine Manchester’s ‘cultural elite’, with ‘supper amongst Ford Madox Brown’s Great Hall Murals’ to toast the appointment of a new head of the Council’s art gallery. Diners included former MP Lord Bradley, City councillors, the Lord Mayor and his wife, and council chief executive Sir Howard Bernstein. Taxpayers will be shocked that town halls still feel able to indulge in extravagant dinners at a time of supposed budget restraint.

For those familiar with the TPA’s research into council spending on award ceremonies, Sir Richard’s justification was typically self-congratulatory. This dinner on the taxpayer was ‘to celebrate the beginning of the innovative new partnership’ between the City and the University of Manchester. Sir Richard had negotiated a money-saving deal for both institutions’ art galleries to share a director, a practical response to the need to cut costs. But local government savings don’t need to be toasted with champagne.

This dinner is even more astonishing given Manchester is cutting £109 million from the budget this year.  Sir Richard Leese has called the cuts ‘unpalatable’ and entirely blames the Government for the ‘financial position in which we have been placed’. Sir Richard has shirked responsibility for taking appropriate and necessary action to cut spending while wasting Manchester taxpayers’ money on an unnecessary dinner. He said he had no option but to cut 2,000 council jobs, but ending taxpayer-funded dinners would be a start.

We shouldn’t be surprised that Sir Richard Leese is out of touch. When asked whether his chief executive, Sir Howard Bernstein, would take a pay-cut (his 2009-10 remuneration was £232,326), he called it a ‘red herring’, a distraction. By his reckoning, it would hurt morale to cut pay for the council’s top brass, even while 2,000 council workers are being made redundant. Perhaps this was his rationale for putting on a lavish reception for Manchester’s cultural elite – he didn’t want to hurt their morale.

Sir Richard has been hoisted by his own petard. According to Lib Dem councillors he has demonstrated that he is free to spend without restraint. This kind of spending, like that in our award ceremonies paper, shows that councils do have some easy choices to make when it comes to making spending cuts. Councils can prioritise the services residents value most if they are willing to sacrifice elsewhere. Not everything can be blamed on the Government.

Non-job of the week

The Rural Payments Agency (RPA) has been in the news this past week. The RPA is an executive agency of Defra, and its job is to administer an EU subsidy for farmers for maintaining their land. It was introduced in 2005.

It has faced much criticism over the years for delayed payments to farmers, and although it is questionable why such an agency needs to exist, I will leave that to one side. The post of Interim Finance Director (which was a job share, and has now thankfully been replaced by someone on a much lower salary) cost taxpayers a massive £425K a year. MPs were rightly outraged when they heard this figure. Conservative MP, Neil Parish said his constituents wouldn’t believe that the highest paid post at Defra was an accountant.

Non-Job of the WeekI have regularly highlighted some of the egregious amounts paid to consultants and interim staff. Many of these posts are advertised through recruitment agencies, which of course makes it much harder to pin-point which government department, Quango, health authority, etc, is recruiting. This example though is the worst I have come across, and proves why we need more transparency in the public sector so we can see where our money is going.

Staying on the same theme, the recruitment agency Morgan Hunt is advertising for a Head of Campaigns and Partnerships for a central government department. Once again we don’t know which department, or what those campaigns are going to be. We do know if it for a fixed period of 3 months, and the post pays £250-£400 per day. Is it a non-job? Who knows, and unless there is more transparency, I doubt we ever will.

Morgan Hunt is also acting on behalf of a local government client who is looking for an Interim HR Manager. All we know is this is a London council. The job pays between £150-£200 per day.

This week we can see once again that our money is being spent in large amounts in ways we know very little about. The money spent on the Interim Finance Director’s post at the RPA wasn’t discovered until after the event. The same will apply with the two other posts I have highlighted.

Until and unless there is more transparency this is going to continue. The government will from time to time recruit people to highly sensitive jobs, and for reasons of national security we won’t necessarily know those jobs exist and what those people do. I understand that, but this cannot be said of the examples I have given. We have a right to know how our money is spent.

 

North & North East Lincolnshire Councils save £1.3 million

North Lincolnshire and North East Lincolnshire Councils have announced a deal to share housing and council tax administration. It is expected this will save taxpayers around £1.3 million.

This is a very welcome move, and it again proves what we have been saying that when councils share back-office functions, significant savings can be made. If is also worth noting that each council will maintain its own records, and only designated employees will be able to access information from both councils, so data protection laws are adhered to. 

The £1.3 million savings are possible because 21.4 full-time equivalent posts will no longer be needed, and those staff will be offered redeployment elsewhere. Overall in time this will bring down staff numbers, and importantly, will avoid redundancy payments as staff leave of their own accord, or retire.

I have spoken to many people over the last few months who worry that sharing services means the end to their council. They fear that it will mean the creation of super-councils who will not understand and appreciate local concerns. I hope this news will allay some of their fears. Deals like this one help protect those important, local, front-line services that many in our communities rely on.

What this deal also proves is it is possible for opposing political parties to work together. North Lincolnshire is controlled by the Conservatives, and North East Lincolnshire is controlled by Labour, where it is the largest single party. By putting political differences to one side, these councils have proved taxpayers can get a better deal for their money.

Non-job of the week

Based on the premise that you have to keep repeating yourself over and over again before people will start listening, here are some words I wrote two weeks ago regarding Lambeth Council’s search for an Energy Efficiency Manager:

I am sure many of you who have worked in offices will have seen stickers next to light switches reminding you to switch off the lights if they are not needed. These days we also have things like smart meters that tell us exactly how much energy we are consuming. If you have seen one in action you will know that as soon as you switch on a kettle, the energy consumption rises. It doesn’t stop me making a cup of tea, but I know exactly which appliances at home use the most electricity, and if I can find ways of using those appliances less I will save money.

Non-Job of the WeekCouncils can reduce energy consumption by doing the same. If you are about to go into a meeting for a couple of hours, does your computer still need to be switched on? It may have been dark when you started working this morning, but do the lights still need to be switched on? Letting council workers see how much energy they are consuming will result in a reduction of energy consumption, as happened at Windsor and Maidenhead Council.

In a report last year we highlighted how councils reacted differently to government legislation. Although all councils have to reduce the amount of CO2 emissions, there are councils who manage to do it without creating mini-departments like Lambeth do.

By adopting simple strategies that we all use at home, councils can dramatically reduce their CO2 emissions and save taxpayers’ money.

This week, Nottingham City Council is searching for a Carbon Development Officer who will be ‘tasked with improving Nottingham’s resilience to fossil fuel depletion and climate change, and identifying opportunities for securing investment to support this agenda.’ No prizes for guessing who is likely to be paying for the ‘investment to support this agenda.’

The London Borough of Redbridge is also looking for an Energy Management Officer, who needs to have the skills to forecast the quantity of Carbon Allowances required by the Council each year.

Finally, Broadland District Council needs a Climate Change Advisor who will be raising awareness and promoting sustainable sources of energy and will be required to be inspiring, but credible, and must therefore have sound knowledge of energy and sustainability issues.

My response? As it is often said in the House of Commons: I refer the honourable member to the reply I gave some moments ago!

Turn that light out!

It’s around 10 o’clock in the evening, and it’s been a long day, so you decide to go for a couple of beers at your local pub to unwind. You get chatting to some friends, and you leave at midnight. Because you are a responsible citizen, you left your car at home, and made the 15 minute journey there and back on foot.

Sound familiar? I’m sure many of us have done this before. The only problem if you live in Derbyshire is next year the council may have decided to switch off the street lighting, so you may need a torch to find your way back.

(but not after midnight!)

This is the latest wheeze from Derbyshire County Council to save money, although when you read comments from Cllr Simon Spencer, cabinet member for highways and transport, it seems he is more interested in reducing carbon emissions than protecting the safety and security of council taxpayers.

According to a report in the Yorkshire Post, Derbyshire County Council is responsible for 89,000 street lights, but the council has drawn up proposals to turn off 40,000 of them between midnight and 5.30 am, and around 900 permanently. Senior councillors have stated this will save 2,000 tonnes of carbon every year – the equivalent of taking 625 cars of the road. With costs of motoring rising, and drivers collectively being overtaxed by £17.9 billion a year, I imagine those 625 cars will come off the road anyway, as people struggle to pay their bills.

It is estimated switching the lights off will save £200K a year. If the council would like any suggestions on how to save that amount, it can look at our Town Hall Rich List, or its own accounts. In 2009/10, there were 103 council officers earning in excess of £50K a year. This figure rose in 2010/11, to 126, despite a pay freeze. Rather than looking inside its organisation, and reducing the tiers of management, it instead looks at ways that will impact on front-line services – and street lighting is surely one of the most basic front-line services there is.

If you want to have your say on this matter, you can do so by contacting the council. You have until 6 December.

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