A council “Communications Officer” (press officer) tells the truth about his soul-destroying job

I can’t face watching I, Daniel Blake because every day I feel complicit in a system that denigrates vulnerable people.

I knew leaving the voluntary sector to go and work for a local authority would require a culture shift, but I did not fully comprehend how difficult it would be to put a positive spin on cuts to local services after years spent promoting social justice campaigns.

I am part of a team which creates and distributes communications to the general public, through newsletters, the council website, on social media and through the local media. Working in communications often means putting aside your personal opinions and values for the good of the organisation paying your salary, and I have a lot of sympathy with local authorities now I’ve seen it from the inside.

I field calls for stretched council services – and soon my job may be cut too.

With brutal funding cuts from central government and the growing pressure on services, many councils are trying to make the best of a bad situation and make budgets stretch, regardless of politics.

But when Ken Loach’s ‘I, Daniel Blake’ was released last year, all my friends went to watch it in the cinema. I could not face going with them, knowing I was complicit in the same system the film portrayed as destroying people’s lives.

I can see the red tape responsible for the denigration of vulnerable people around me every day, and to be responsible for dressing up the effects of needless bureaucracy in a pretty package for our local papers is soul-destroying. Our press releases go through rigorous rounds of sign off, through all sorts of departments, senior council officers and councillors, all of whom want to remove any material that could incur criticism, which results in bland, council-speak copy.

People probably wouldn’t expect a press officer to care about local reporters, especially as they are usually asking us for responses to critical stories about the council, but I have real sympathy with them. Most of them are inexperienced and clearly stretched for time and resources: their copy is riddled with factual errors that could easily have been double checked, resulting in fractious phone calls between our side and theirs.

The vulnerable people I became a councillor to help have no idea I’m here. The reality is most residents don’t have the time or inclination to attend committee meetings or read all the reports and documents produced by the council. They should know how funding cuts are going to affect their local services and communities. It’s all there in black and white if you know where to find it. It’s an easier time for us if contentious issues pass through committees easily, as there are fewer difficult questions from reporters for the week’s papers.

Social media has become another accountability function for councils, which creates a lot more noise for us to deal with. Most councils will have active citizen campaigners ready to jump on any communication the council puts out to rip it to shreds. These days, it’s actually these people, rather than journalists, who spot the things the council would prefer went unquestioned. It can be disheartening, particularly when you’ve worked hard to capture the nuance of a complicated situation, but when you agree with the critics over the council it’s hard to take it too personally.”

https://www.theguardian.com/public-leaders-network/2017/feb/04/media-press-officer-council-cuts-local-papers-daniel-blake

More schools in East Devon to cut staff

“More schools in East Devon have revealed they are looking at reducing staff numbers because of cuts to education funding.

This week Clyst Vale Community College’s governing body told staff all their jobs were under consultation. The school in Broadclyst is facing a deficit and its student numbers are down by 300 compared with five years ago.

Two other East Devon secondary schools will also shortly be invoking their redundancy processes, but it has not been revealed which schools they are.

And now the headteacher of Exeter Road Community Primary School in Exmouth has admitted unless it makes cuts to its staffing costs it will unable to balance its budget.

Paul Gosling said: “Exeter Road has a higher percentage of children from disadvantaged backgrounds than the national average, but this school performs well because of the contribution that support staff make to the welfare and learning of vulnerable children.

“We are now preparing for the 2017/18 financial year and, based on the information that we currently have, unless we continue to make some cuts in our staffing costs we will not be able to balance our budget.

“Our good performance is put at risk by the savings we might be forced to make, as the number of support staff we employ is the only place left that we can cut.”

Schools in Devon will soon be seeing the impact of an estimated £3bn shortfall in the government’s education budget by 2020.

They are the first real terms cuts to education spending since the 1990s, with 98 per cent of schools set to lose funding at a time when costs are rising and pupil numbers on average are growing.

Devon is likely to lose an average of £401 per pupil – a total of over £35m for the region as a whole. It is feared class sizes in primary schools could rise and some GCSE and A Level subjects could be cut from the curriculum.

Russell Hobby, general secretary of school leaders’ union National Association of Head Teachers (NAHT), said: “School budgets are being pushed beyond breaking point. The government’s £3b real terms cut to education funding must be reversed or we will see education and care suffer.

“Already heads are being forced to cut staff, cut the curriculum and cut specialist support. A new funding formula is the right thing to do, but it cannot be truly fair unless there is enough money to go round in the first place.”

The NAHT is holding a series of national events to raise awareness among school leaders, governors and parents.

It will be meeting in Tiverton next Tuesday, February 7, to spread the word in the hope that local pressure will force the government to explain its rationale for cutting the education budget at a time when the school population is rising and costs are going up.”

http://www.exeterexpressandecho.co.uk/more-schools-to-cut-staff-in-east-devon/story-30111504-detail/story.html

Single unitary councils would save most money say researchers

This post is from November 2016 but is reprinted here due to its topicality. Given LEP power-grabbing and “Greater Exeter” and “Golden Triangle” options, our district council’s plan to move to Honiton looks questionable to say the least.

Should any of the above options pan out, even the current bases at Sidmouth and Exmouth (plus changing Manstone depot to part-office) seems grandiose!

“Creating 27 unitary councils across the whole of England could save as much as £2.9bn, according to an independent analysis of local government reorganisation options undertaken for the County Councils Network.

The report by consultants EY examined six different single and two-tier governance scenarios for county and district authorities, using existing county boundaries. Based on the analysis of national data, EY found that creation of unitaries along county boundaries could save between £2.37bn and £2.86bn over five years, and average up to £106m per county. The single unitary option has the shortest payback period, generating savings within two years and two months, according to the review.

Among the other options examined was a move to create two unitary authorities per county, which would establish 54 councils.

Under this proposal, savings worth £1.17bn and £1.7bn would be made in a five-year timeframe, only around 59% of the saving of the proposal to create unitaries along current boundaries.

A third approach considered abolishing county and district authorities and creating three unitaries per county. However, the creation of 81 new councils countrywide could result in a net cost to the taxpayer of £33m over five years, although the range could also include a saving of £526m, dependent on how senior management and councillors are structured across the authorities. Whatever transpires, our council serms hell-bent on the most expensive option:

The review also considered reforming the current two-tier system through merging districts to reduce the average number in a county area from 7.4 to 3. Such a scenario could make savings of between £531m and £839m over five years.

A further scenario to create three unitary authorities and a combined authority, which would then deliver major services like adult social care, children’s social care and transport, was likely to cost between £36m and £366m over five years. Such an approach has been considered in areas such as Oxfordshire and Buckinghamshire, but EY highlighted the risks of this ‘untried and untested’ model of reorganisation. …”

http://www.publicfinance.co.uk/news/2016/11/local-government-reorganisation-switch-unitaries-could-save-ps29bn#disqus_thread