Local government has been facing tough times for a number of years now and yet the longer austerity rolls on, the more demand on services grows.
Housing, social care, school meals and leisure are among the many services facing up to this challenging phenomenon of more demand with less resources whilst trying to balance budgets.
Great day today at Elstree Studios in Borehamwood where we held our first conference on the usage of social media in local government, #apsesm
Viewed with suspicion by some, belittled by others, derided by the media both locally and nationally, over worked and underpaid. For some a wider career ending move with little reward at the end, with even the possibility of a small pension set to be removed by Ministers.
Managing a significant but diminishing budget, making cuts to services the vulnerable rely on and staff redundant, it’s all in a day’s work in the current economic environment.
More and more councils are emphasising the development of commercial strategies and skills in order to hold services together and give them a fighting chance in the current age of austerity.
Some commentators may view local government, innovation and entrepreneurship as unlikely bedfellows. But I see evidence all over country that a commercial culture is expanding and flourishing amongst council staff.
Participated in a really interesting event today on the transformation of the public sectors estate. Organised by Westminster sustainable business forum the event was a follow on from last years launch of the influential research report 'Leaner and Greener: Delivering effective estate management.' This identified that local government in England's property portfolio was worth £250billion and that £7billion could be saved in annual running costs by better space utilisation.
APSE's recent Housing and Building Maintenance seminar In Leeds gave me a chance to hear the views of colleagues working in this sector of local government and the issues that were vexing them, three main issues came to the fore.
This article is based on a recent column I did for the MJ magazine.
What will local government look like in 2020? My answer is that it will depend significantly on what elected members and officers want it to look like and the policy choices they make.
Whilst I accept that central government decisions will always have an impact in shaping local government, it is members and officers, in conjunction with the local public, who will decide what the political vision for an area is, what outcomes are pursued to achieve this and how this is implemented through the services the council is responsible for providing and delivering.
Someone who has influenced my thinking on local government greatly over the past couple of decades has this week published a new book, 'A Guide to Solar PV Projects - in Local Government and the Public Sector'. The first books of Stephen Cirell's that I read were thick local government law encyclopaedias around Compulsory Competitive Tendering, followed by similar tomes on Best Value, then the Private Finance Initiative and Charging and Trading. So how does someone go from this background into the arena of climate change, renewable energy and energy efficiency? And do they know anything about the topic?
To the workforce in local government this is your day.
Getting up at the crack of dawn to grit and maintain the roads infrastructure, sweep the streets, clean the schools and public buildings, this is your day.
Maintaining the parks, picking up the bins, feeding school kids and looking after those who need care, this is your day.
Connaught, Rok, Southern Cross, Mouchel, IBM in local government, not to mention wider public sector outsourcing problems with A4E and G4S- there really is a lengthening list of problems with outsourced contracts.
And then there are those contracts that are quietly ended ‘by mutual agreement’ to avoid costly legal action, saving reputations, but often masking serious problems.