Skip to main content

MAKING THE CASE FOR LOCAL AUTHORITY RESTRUCTURING IN WALES

In today's Western Mail, Local Government Minister Carl Sargeant states that whilst he is looking for efficiencies across local government, he will stop short of reducing the number of councils in Wales.

I believe this is extremely short-sighted, especially at a time when Wales simply cannot afford 22 local authorities across the nation.

As I wrote back in October 2008,

"there seems to be a growing consensus that we may have too many local authorities in Wales and it is time for another reorganisation, especially as the current number of councils was arrived at in 1994 and did not take into account the creation of a new devolved government in the form of the National Assembly for Wales. For example, some would argue that there is a strong case for only two councils in North Wales, as was previously the case under Gwynedd and Clwyd prior to 1996, as this would ensure efficiencies and economies of scale that would save money and, in the long run, cut council taxes.

Given the current economic crisis, I believe this issue is as critical to Welsh public life as the current convention on further powers for the Assembly. The question is whether the Assembly has the powers to do this and, more importantly, the political will?

Recently, Assembly ministers stated that they did not envisage any local government reorganisation prior to the next elections in 2011. However, as far as I am aware, the 2006 Government of Wales Act states it is the Assembly Government, and not the UK parliament, that is responsible for the establishment of councils. Therefore, with the growing dispute between the two levels of democracy in Wales and growing demand for better use of public funds, it may be time for AMs to bite the bullet and put such an argument to the Welsh electorate. Certainly, it would finally give us a system of government at a local and national level that reflects the new Wales."


I am surprised that Carl Sargeant, given his strong opinions, has not called for a reduction in the number of local authorities in Wales and that he uses the excuse that of a "high one-off costs of a full-blown reorganisation".

If he were to keep senior executives in gold plated posts, as his colleague Edwina Hart did recently with the reorganisation of local health boards, then of course the costs would be high post-reorganisation. However, if he could show the long term cost benefits to the public purse, then I am sure such a reorganisation, if it provided a real long term settlement for Welsh local government for a generation, would work.

Perhaps it does not suit the political ambitions of the Labour Party to see the number of councils reduced to eight or nine across Wales. Alternatively, could this create a number of mini-Assemblies with the local clout to challenge the main body down in Cardiff Bay?

Given the reluctance by Labour to fully implement a change, I wonder if any of the other political parties in Wales will have the courage to make the reduction in local authorities a key policy at the next Assembly elections?

At the very least, they could call for a review of the situation to ensure that expert opinion, rather than political expediency, advises any future decision on the role of local government in Wales.

Comments

Anonymous said…
none of the parties will make reorganization a priority because they would have to take on and break the Unions, Labour need their money, the Tories don't need the hassle and Plaid and the Lib Dems can afford to alienate those particular voters.

The Unions have far too much influence in Wales's Local Authorities in relation to their size and membership, maybe that needs repeating more often for progress to be made.
Anonymous said…
Moves are being made already. Take for example Conwy and Denbighshire; both counties are already sharing staff such as the Director of Highways. More sharing has been mooted.

Popular posts from this blog

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is...

THE IMPORTANCE OF THE CREATIVE CLASSES

One of my favourite academic books of the last two decades must be the “Rise of the Creative Classes” by Professor Richard Florida.  This was one of the first detailed studies of the growing group of individuals who use their creativity and mental labour to earn a living and not only included those in arts and entertainment, but also people working in science and technology as well as knowledge-based professions such as healthcare, law, business, and finance.  Fast forward to 2022 and Professor Florida has written an updated report on the creative classes although he and his team now identify a different type of individual who is taking full advantage of the growth in digital platforms, social media, and online marketplaces.  Such ‘creators’ are defined as those who use digital technology to make and publish unique creative content, whether in the form of video, film, art, music, design, text, games, or any other media that audiences can access and respond to.  They ...

INTRAPRENEURSHIP

Whilst we often consider entrepreneurship to be associated predominantly with new start-ups, larger firms - in order to compete effectively in fast-changing global markets - are adopting more innovative and enterprising approaches to management within their organisations. One of these approaches is the development of entrepreneurship within a corporate environment (or intrapreneurship). Research has shown that intrapreneurship is not easy, and there are considerable differences between an intrapreneurial and a traditional corporate culture, with the latter having an emphasis on a culture and reward system that tends to favour caution in decision-making. For example, large businesses rarely operate on a "gut-feeling" for the market-place, as many entrepreneurs do. Instead, large amounts of data are gathered before any major business decision is made, not only for use in rational business decisions, but also for use as justification if the decision does not produce optimu...