It is inarguable that the last decade in local government was tough financially. Every public policy initiative, every council budget was seemingly dominated by relentless austerity. That has not gone away. However, with climate emergency declarations by local councils now standing at 65% coverage across the UK it would appear that this, not austerity, is our zeitgeist for the next decade.

Declaring an emergency is only a statement of intent; a recognition that urgent action is needed. Some have found that their passionate pledges in the council chamber can give birth to a much starker reality. Action on climate change is devoid of quick fixes. As a first step councils need to establish what is within the scope of their declaration. Is this just about decarbonising councils’ services or is it broader? Looking at supply chains or sub-regional economies? And what pledges can be made about those areas where the council is not simply the sole-trader such as municipal airports or transport infrastructure which invokes national agencies? When we start to peel back the covers issues may seem insurmountable. But this is not the case if action is properly planned.
 

The country recently elected a new parliament to Westminster, so what will the public want to see at the top of ministerial in-trays?

It’s very timely that Survation has just completed APSE’s annual polling of public opinion on local government services. What it finds is that satisfaction with services is starting to drop and people are noticing a decline in their locality. They are also saying they want to see more of the tax that they pay given to councils to spend in their local area.

If the new Government want to demonstrate that the decade associated with austerity has passed then the public clearly want to see visible improvements across their neighbourhood services. This means investment across everything from public realm to affordable housing. Social care also remains important in public opinion but this is balanced against these wider priorities.

A consistent trend is that trust is continuously increasing in councils and councillors to get decisions correct about their local area and to deliver services directly to local people.

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.

The prevailing issue that has exercised the minds of those in local government for the last decade has been dealing with the impact of austerity. Whilst rumours of its demise may be somewhat premature it is likely to be overtaken by something that may have an even more fundamentally profound impact on councils, dominating almost every decision they make over the next decade – that of climate change. 

Whilst many councils are alert to this agenda, with dozens declaring climate change emergencies, particularly in response to high profile public protests by young people, it is easy to move the date you expect to be carbon neutral forwards by ten years or so, but unless you focus on deliverables then achieving such aspirations could prove to be difficult in practice. The clock is ticking. There is an urgent need to move beyond strategising and rhetoric to making significant progress. 

For those MJ readers of a certain age they will no doubt remember the magical world of Mr Benn; as a spaceman, a zookeeper, a cook or a diver. The adventures were always captivating and of course he received his souvenir medal once he returned through the changing room at the fancy-dress shop where his adventures commenced from. Now you may of course be wondering what Mr Benn’s has to do with local government? Well the current crop of chief officers, those who report directly to chief executives, often find themselves in a Mr Benn like world.
 
Local government was once a place of Weberian style municipal discipline; clearly defined roles and with that silo working, along delineated professional functions. Planners did planning. Engineers did Highways. Mr Benn would have stayed bedecked in his bowler hat! Today’s local authority chief officers, not only look different from that bygone era but are increasingly working under different guises; changing costumes to suit the adventures of the day.

It’s time for an honest conversation about tax in the UK. Successive Governments have pledged not to increase the tax burden on the public in their manifestos and then once in power they put in place policies that do the opposite.

Just look at the shift that has taken place in tax revenues since austerity started. In 2010, local government’s core spending power of £50B was around 80% funded from local tax yield with a further 20% subsidy from direct taxation. Fast forward to 2019 and the £46B or so that local government will receive in core spending power in the coming year, is outstripped by the £52B that will be raised in local taxation. Local taxation is now clearly subsidising national spending. 

Local people and local businesses are now paying significantly more in council tax and business rates for the services they receive at a time when many of the neighbourhood services, that determine the look and the feel of the place, are being decimated. Add to this the fact that fees and charges have also either been introduced or increased, in order to try and hold local services together and we really are testing people’s patience.
 

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.

Recent events in Northamptonshire have hammered home the message that local government has reached a tipping point in terms of its finances. Anyone who thinks that the problems faced at the County Council are unique is in for a rude awakening. In this context is it time for a new municipalism?

With policy pressures piling up and budgets diminishing rapidly for many services it is time for local authorities to take back control of their areas by reclaiming entrepreneurship, rather than the outdated thinking that someone else should do this for them. This is not about acting commercially in the blind pursuit of income generation but to identify the major policy puzzles facing communities and thinking creatively and innovatively about how to solve these policy conundrums. Where markets have failed to deliver the outcomes that local communities need then it’s time for local councils to step up to the plate.