There are 11 item(s) tagged with the keyword "parks".
Management of frontline services in local government has changed dramatically over the last decade in terms of scope, complexity and span of control – has this been truly recognised in organisational status, by professional institutes or by training providers?
APSE recently completed a review of the skills required for 21st century parks management for MHCLG’s Parks Action Group and what became obvious almost immediately was that austerity has reshaped the competency framework requirements for such roles at a rapid rate. Traditional parks management skills requirements could have been identified on one flower with seven petals with each petal a skill, fast forward a decade and they now require five flowers with the same array of petals.
Sometimes the simplest questions are the hardest to answer and that definitely applies when it comes to all things Brexit. I was recently asked what I thought the impact of Brexit would be on local government frontline services and after a pause and a few caveats I was able to give an answer which sounded something akin to the famous Donald Rumsfeld response about ‘known knowns and unknown unknowns.’
We already know that the devaluation of the pound following the referendum has increased the cost of UK imports like construction materials for housing and highways, plant and equipment for fleet, refuse and grounds maintenance; food ingredients for school meals and even chemicals and cleaning supplies for janitorial responsibilities.
Reading the recent announcements from Public Health Minister, Steve Brine, about the new trailblazer programme to tackle childhood obesity I couldn’t help but wonder whether there is any joined up policy thinking taking place on domestic matters whilst the shadow of Brexit remains looming large over the country.
Whilst any new money is welcomed by local government, alongside the ambition to halve childhood obesity by 2030, a competition where local authorities can bid to be one of five winners who will receive £100k a year for three years to come up with innovative ideas around active lifestyles and healthy eating, isn’t going to push back the tide on the problem when a tsunami of cuts is coming in the other direction and overwhelming public health initiatives; closing parks; forcing greenspace sell offs; and causing significant reductions in accessible sports and leisure facilities.
Many ingredients go into making a community a place where people are proud to live and work, so is there a danger of eroding local government’s ability to place-shape effectively as a result of a series of policy decisions and funding cuts?
Previous governments’ strategies for neighbourhood renewal seem a distant memory, alongside the levels of accessible funding that went alongside them. Whilst criticism existed of approaches being overly centralist, ‘funding with strings attached’, local government remains at the mercy of central government policy decisions and delivering budget cuts is the only thing in which it seems to have more freedom.
A recent APSE opinion poll, conducted by Survation, exploring public opinion on neighbourhood services, found that yet again, the public give parks the highest satisfaction ratings amongst all local government services, however we also know that parks are one of the hardest hit services as a result of austerity, with many facing an uncertain future.
Anyone who reads the local government sectoral journals is well versed in the graph of doom scenario and the squeeze it creates on non-statutory services. The £3B of cuts that have hit England’s neighbourhood services are playing out harshly on the average parks services and for the most deprived areas the impact of austerity is felt all the more harshly.
The recent launch of the much delayed Childhood Obesity Strategy turned out to be something of a damp squib after being trailed as one of the most important health initiatives of our time.
With voluntary targets set to cut sugar in children’s food and drink by 5%, ultimately rising to 20% and a threat that Government will ‘consider alternative levers, if insufficient progress is being made’, the language of ‘should, might and we encourage’ is hardly going to promote a rush by suppliers in the food industry away from sugary drinks and junk food.
Debate has been raging in recent weeks about whether the public have begun to notice the impact of cuts to local government services, following a recent opinion poll which suggested they hadn’t, and the Prime Ministers own intervention in his own local council’s approach to budget constraints.
Much focus is placed on the big spending budgets of adult and children’s services, ones that the public are often not regularly engaged with, ironically the services that they experience on a daily basis, like parks, public realm, refuse and leisure services are being eroded significantly.
Recent signs have been good that a new spirit of municipal entrepreneurship is starting to emerge amongst political leaders in local government.
Significant debate is taking place about devolution and the wider role local government should play in society. Whilst discussions centre around freedoms, funding and powers, it is important to also ask for what purpose? And what can councils actually deliver?
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.
Took part in Guardian online debate today on managing parks and green spaces despite the budget cuts and with over 100 posts in two hours it was a lively debate.
I pushed the APSE line about whilst we disagree with the cuts we recognise that they are happening and therefore we need to find ways to stop services from imploding. The only response is to seek efficiency, generate additional income and innovate.