conservativehome--2020-12-02--John Bald: Churchill was right. Exams should enable people to show what they can do. Not find out wh

John Bald: Churchill was right. Exams should enable people to show what they can do. Not find out what they can’t.

John Bald is a former Ofsted inspector and has written two books on the history of writing and spelling .
He is Vice-President of the Conservative Education Society .
At the height of this year ’ s examination crisis , I posted three articles arguing that Ofqual was worse than useless and should be shut down .
Gavin Williamson , having resisted invitations to endorse it , has done the next best thing by asking Amanda Spielman and a group of experienced people to supervise next year ’ s exams .
More on this shortly , but first a postscript @ @ @ @ @ @ @ reason , Ofqual ceased publishing any information on its activities , last August , as if it were a branch of the security services .
Then last month it released a redacted version of no fewer than 29 Board meetings , held in secret , with much fuller information than its previous minutes , which had been no more than a reprint of the agenda , telling us nothing at all about any decisions .
The redactions included 44 insertions of the phrase : “ This section has been redacted , as its @ @ @ @ @ @ @ conduct of public affairs.
” That seriously limits the value of the documents , leaving aside the irony of using this expression to refer to affairs that could scarcely have been conducted less effectively .
The goal was to cast Ofqual as the dutiful public servant , and Gavin Williamson as the villain .
I might have fallen for it had I not seen in another context the relations between the Department for Education and Ofqual , which really does enjoy the independence that has been claimed for it and will not budge @ @ @ @ @ @ @ evidence .
Its chief officers and chairman have a statistical mindset that shows no understanding of education whatsoever .
The root of the problem was the botched mathematical formula that it produced in response to a perfectly reasonable request from the DfE to devise an approach that would be as fair as possible .
At the eleventh hour , Williamson correctly decided that allowing school assessments was the lesser evil , even though there were injustices there too , with some schools simply submitting severely graded mock results and others what their pupils @ @ @ @ @ @ @ of days .
Which brings us to 2021 , and the difficult task facing Spielman and her colleagues .
Almost all pupils in state schools have had serious gaps in their teaching .
As an example , an A level student with whom I ’ m working ( pro bono , and I have vacancies ) had no teaching from his school for four months .
He is fortunate in that his set book for Spanish is just 95 pages in large type , while the French equivalent has 450 , in smaller @ @ @ @ @ @ @ material for the same marks .
He has just been hit with a two-week isolation because someone sitting near him had covid , and had been told there would be no teaching during that period .
Only half of the class had been isolated , creating further problems .
Eventually a laptop was set up to stream the Spanish , with powerpoints only for the other subjects .
So , how to be fair to all pupils when some will not have been taught large areas of their syllabus , and some have @ @ @ @ @ @ @ incidentally , that the gaps are always the schools ’ fault .
Some parents can ’ t and others won ’ t tune in , even when well-designed work is provided .
Giving out reduced papers in advance won ’ t help , as some will be approaching these topics from scratch , while for others it will be revision .
We also know from experience that this is likely to lead to corruption .
Languages teachers are , incidentally , worried about consistency in grading the spoken component , which is being @ @ @ @ @ @ @ schools .
The only way I can see to tackle this huge variation in preparation is to adopt Churchill ’ s principle that exams should enable people to show what they can do , rather than find out what they can ’ t .
This would require questions to be set on every topic in each syllabus , with schools allowed , at the start of each paper , to direct pupils to the parts of the paper they had covered .
Answers would be marked with a view to quality , and @ @ @ @ @ @ @ , in relation to other evidence the school might offer , including its results in 2019 .
This evidence would also be considered on its merits rather than from a formula .
The operation would require highly-skilled markers , and moderation procedures based on professional knowledge and understanding , leavened by common sense .
Candidates would need to be given the benefit of any doubt – real doubt , not number-crunching – and we would have to accept that these results , like this year ’ s , are less reliable than they @ @ @ @ @ @ @ .
The practical difficulties are great , and the full range of professional skills , including those of inspectors , would have to be brought to bear on it .
Against this lies the possibility of proving once and for all what most of us in education know in our hearts – that Churchill was right .

John Bald is a former Ofsted inspector and has written two books on the history of writing and spelling. He is Vice-President of the Conservative Education Society.
At the height of this year’s examination crisis, I posted three articles arguing that Ofqual was worse than useless and should be shut down. Gavin Williamson, having resisted invitations to endorse it, has done the next best thing by asking Amanda Spielman and a group of experienced people to supervise next year’s exams. More on this shortly, but first a postscript on last year.
For no good reason, Ofqual ceased publishing any information on its activities, last August, as if it were a branch of the security services. Then last month it released a redacted version of no fewer than 29 Board meetings, held in secret, with much fuller information than its previous minutes, which had been no more than a reprint of the agenda, telling us nothing at all about any decisions. The redactions included 44 insertions of the phrase:
“This section has been redacted, as its publication would be prejudicial to the effective conduct of public affairs.”
That seriously limits the value of the documents, leaving aside the irony of using this expression to refer to affairs that could scarcely have been conducted less effectively. The goal was to cast Ofqual as the dutiful public servant, and Gavin Williamson as the villain.
I might have fallen for it had I not seen in another context the relations between the Department for Education and Ofqual, which really does enjoy the independence that has been claimed for it and will not budge from its formulaic approach, whatever the evidence. Its chief officers and chairman have a statistical mindset that shows no understanding of education whatsoever. The root of the problem was the botched mathematical formula that it produced in response to a perfectly reasonable request from the DfE to devise an approach that would be as fair as possible. At the eleventh hour, Williamson correctly decided that allowing school assessments was the lesser evil, even though there were injustices there too, with some schools simply submitting severely graded mock results and others what their pupils might have hoped for on the best of days.
Which brings us to 2021, and the difficult task facing Spielman and her colleagues. Almost all pupils in state schools have had serious gaps in their teaching. As an example, an A level student with whom I’m working (pro bono, and I have vacancies) had no teaching from his school for four months. He is fortunate in that his set book for Spanish is just 95 pages in large type, while the French equivalent has 450, in smaller type – over five times as much material for the same marks. He has just been hit with a two-week isolation because someone sitting near him had covid, and had been told there would be no teaching during that period. Only half of the class had been isolated, creating further problems. Eventually a laptop was set up to stream the Spanish, with powerpoints only for the other subjects.
So, how to be fair to all pupils when some will not have been taught large areas of their syllabus, and some have missed little or nothing? Not, incidentally, that the gaps are always the schools’ fault. Some parents can’t and others won’t tune in, even when well-designed work is provided. Giving out reduced papers in advance won’t help, as some will be approaching these topics from scratch, while for others it will be revision. We also know from experience that this is likely to lead to corruption. Languages teachers are, incidentally, worried about consistency in grading the spoken component, which is being carried out in widely differing ways in schools.
The only way I can see to tackle this huge variation in preparation is to adopt Churchill’s principle that exams should enable people to show what they can do, rather than find out what they can’t. This would require questions to be set on every topic in each syllabus, with schools allowed, at the start of each paper, to direct pupils to the parts of the paper they had covered. Answers would be marked with a view to quality, and grades considered qualitatively, rather than statistically, in relation to other evidence the school might offer, including its results in 2019. This evidence would also be considered on its merits rather than from a formula.
The operation would require highly-skilled markers, and moderation procedures based on professional knowledge and understanding, leavened by common sense. Candidates would need to be given the benefit of any doubt – real doubt, not number-crunching – and we would have to accept that these results, like this year’s, are less reliable than they will be in a year without disruption. The practical difficulties are great, and the full range of professional skills, including those of inspectors, would have to be brought to bear on it. Against this lies the possibility of proving once and for all what most of us in education know in our hearts – that Churchill was right.


conservativehome--2020-12-02--Biden’s top team takes shape. Diversity is required in principle though not always in practice.

Ben Roback is Head of Trade and International Policy at Cicero Group .
Where were you at the precise moment when Joe Biden was announced as the President-elect of the United States ?
Flashbulb memories , a phrase coined by Brown and Kulik in 1977 , are moments defined as if people had taken a photograph of themselves while learning of a public , emotionally charged event .
The long delay prior to the first news network ’ s projection of Biden ’ s victory meant that any sense of sudden excitement had somewhat dissipated .
Days of staring at @ @ @ @ @ @ @ screen on CNN had become numbing .
We were all waiting for Wolf Blitzer to put us out of our misery .
The lack of one single election authority in the United States complicated matters further .
Similarly , the knowledge that , if he were declared the runner up , Donald Trump would refuse to accept the result .
The delay and subsequent litigation meant tht the ‘ moment ’ Joe Biden was announced as president-elect was hardly momentous at all .
Trump eventually tweeted through gritted teeth that he had instructed @ @ @ @ @ @ @ customary transition process .
The Biden/Harris transition website went from buildbackbetter.com to buildbackbetter.gov .
Neither were exactly flashbulb memories .
The change happened not with a bang , but a whimper .
Trump clings on , but not for long Trump is not going down without a fight .
The president ’ s personal lawyer , Rudy Giuliani , has resorted to claims of voter fraud entirely bereft of legal substance or evidence .
An electoral overturn was always borderline impossible given the magnitude of the president ’ s defeat in the swing @ @ @ @ @ @ @ House .
Watching Giuliani peddle the President ’ s latest conspiracy theories , it is easy to forget that the man was formerly such an immense political figure first in New York and then around the world that he was given an honorary knighthood by the Queen .
First as tragedy , then as farce .
A top team that holds up a mirror to modern America Meanwhile , as the Trump show prepares to pack its bags and leave town , Biden has been quietly preparing for office .
It has become @ @ @ @ @ @ @ his choices : experience and diversity .
The President-elect has announced a list of senior appointmeints to the White House and prospective Cabinet nominees , the latter requiring Senate confirmation .
Cognisant of the liberal wing of the Democratic Party and the fact that he hardly embodies diversity or youth himself , Biden has consistently expressed the need to build a team that reflected modern America in its range of background .
Glass ceilings are being broken , subject to Congressional approval .
Janet Yellen would become the first female Treasury Secretary in @ @ @ @ @ @ @ to her gender as the primary motivation for her appointment overlook the fact that she could become the first person to have served as Treasury Secretary , Chair of the Council of Economic Advisors , and Chair of the Federal Reserve .
On the world stage , President-elect Biden ’ s primary motivation will be to announce that America is back – to leading from the front and bringing allies with her .
He will not be able to shed the skin of Trump ’ s ‘ America First ’ mantra entirely – @ @ @ @ @ @ @ a skills deficit and the offshoring of jobs for decades , culminating in Trump ’ s victory in 2016 and an aggressively hawkish national stance towards China ever since .
But on the world stage , Biden has entrusted Anthony Blinken as prospective Secretary of State to take America back to the epicentre of global affairs and international cooperation .
As Deputy Secretary of State under Barack Obama , Blinken helped with the rebalance to Asia .
He spent his most formative years as a student in Paris and speaks fluent French .
@ @ @ @ @ @ @ to Brexit : “ This is not just the dog that caught the car , this is the dog that caught the car and the car goes into reverse and runs over the dog.
” Whilst Dominic Raab has his work cut out , commentators are too quick to dismiss the UK-US relationship purely on the anecdotal grounds of one personal view on Brexit .
Assuming a deal is done between the UK and EU , the decision taken in 2016 will become an afterthought in American minds .
It is only if @ @ @ @ @ @ @ effects are seen adversely to impact the Good Friday Agreement and peace process that Blinken ’ s forethoughts become relevant .
Brexit aside , the incoming administration has plenty to agree with Downing Street on – namely , promoting democracy around the world , combatting the rise of China and misinformation spread by Russia , and using diplomacy once again to cool Iranian nuclear ambitions .
In John Kerry , the former Secretary of State , the Biden White House will benefit from one of the foremost global leaders on climate change .
@ @ @ @ @ @ @ and not contested in the White House .
Biden and Kerry will look to old allies like the UK to pursue equally radical climate ambitions , addressing climate change with the required level of urgency .
COP26 in Glasgow provides the perfect platform to push for global change .
In the White House , Biden will be advised by experienced heads whom he has trusted for decades .
It is here where experience seems to have trumped diversity .
Ron Klain served as Joe Biden ’ s Chief of Staff from 2009-11 and @ @ @ @ @ @ @ He also worked as an advisor on Biden ’ s 1988 and 2008 Presidential campaigns ; his experience is undeniable .
The fringes of the Oval Office will be dominated by Steve Ricchetti ( Counselor to the President ) and Mike Donilon ( Senior Advisor to the President ) .
The President-elect ’ s closest circle of advisers certainly fail to fulfil his ambitions of diversity and representation .
Instead , their selection looks to be based on trust and experience .
Ironically , it is the British system of Cabinet appointments which @ @ @ @ @ @ @ Lords have no say over whom the Prime Minister ascends to the Cabinet table .
President-elect Biden has made his Cabinet picks with the Senate majority leader and Republicans in mind , who will inevitably select and handful of nominees to oppose .
Republicans might have lost the White House , but their supporters will thrive off a fight in the Senate .
That would limit the President-elect ’ s ambitions and ability to surround himself with the voices and views he desires to deliver the change his campaign promised .
As in @ @ @ @ @ @ @ huge power lies in the hands of Senator Mitch McConnell .

Ben Roback is Head of Trade and International Policy at Cicero Group.
Where were you at the precise moment when Joe Biden was announced as the President-elect of the United States?
Flashbulb memories, a phrase coined by Brown and Kulik in 1977, are moments defined as if people had taken a photograph of themselves while learning of a public, emotionally charged event. The long delay prior to the first news network’s projection of Biden’s victory meant that any sense of sudden excitement had somewhat dissipated.
Days of staring at ‘Election Update’ beaming across the screen on CNN had become numbing. We were all waiting for Wolf Blitzer to put us out of our misery. The lack of one single election authority in the United States complicated matters further. Similarly, the knowledge that, if he were declared the runner up, Donald Trump would refuse to accept the result.
The delay and subsequent litigation meant tht the ‘moment’ Joe Biden was announced as president-elect was hardly momentous at all. Trump eventually tweeted through gritted teeth that he had instructed the General Services Administration to begin the customary transition process. The Biden/Harris transition website went from buildbackbetter.com to buildbackbetter.gov. Neither were exactly flashbulb memories. The change happened not with a bang, but a whimper.
Trump clings on, but not for long
Trump is not going down without a fight. The president’s personal lawyer, Rudy Giuliani, has resorted to claims of voter fraud entirely bereft of legal substance or evidence.
An electoral overturn was always borderline impossible given the magnitude of the president’s defeat in the swing states he required to retain the White House. Watching Giuliani peddle the President’s latest conspiracy theories, it is easy to forget that the man was formerly such an immense political figure first in New York and then around the world that he was given an honorary knighthood by the Queen. First as tragedy, then as farce.
A top team that holds up a mirror to modern America
Meanwhile, as the Trump show prepares to pack its bags and leave town, Biden has been quietly preparing for office. It has become clear that two guiding principles are motivating his choices: experience and diversity.
The President-elect has announced a list of senior appointmeints to the White House and prospective Cabinet nominees, the latter requiring Senate confirmation. Cognisant of the liberal wing of the Democratic Party and the fact that he hardly embodies diversity or youth himself, Biden has consistently expressed the need to build a team that reflected modern America in its range of background.
Glass ceilings are being broken, subject to Congressional approval. Janet Yellen would become the first female Treasury Secretary in its 231-year history. Those who refer to her gender as the primary motivation for her appointment overlook the fact that she could become the first person to have served as Treasury Secretary, Chair of the Council of Economic Advisors, and Chair of the Federal Reserve.
On the world stage, President-elect Biden’s primary motivation will be to announce that America is back – to leading from the front and bringing allies with her. He will not be able to shed the skin of Trump’s ‘America First’ mantra entirely – the Rust Belt has been scarred by a skills deficit and the offshoring of jobs for decades, culminating in Trump’s victory in 2016 and an aggressively hawkish national stance towards China ever since.
But on the world stage, Biden has entrusted Anthony Blinken as prospective Secretary of State to take America back to the epicentre of global affairs and international cooperation. As Deputy Secretary of State under Barack Obama, Blinken helped with the rebalance to Asia. He spent his most formative years as a student in Paris and speaks fluent French. In 2019, he said in relation to Brexit: “This is not just the dog that caught the car, this is the dog that caught the car and the car goes into reverse and runs over the dog.”
Whilst Dominic Raab has his work cut out, commentators are too quick to dismiss the UK-US relationship purely on the anecdotal grounds of one personal view on Brexit. Assuming a deal is done between the UK and EU, the decision taken in 2016 will become an afterthought in American minds.
It is only if no deal is reached and the knock-on effects are seen adversely to impact the Good Friday Agreement and peace process that Blinken’s forethoughts become relevant. Brexit aside, the incoming administration has plenty to agree with Downing Street on – namely, promoting democracy around the world, combatting the rise of China and misinformation spread by Russia, and using diplomacy once again to cool Iranian nuclear ambitions.
In John Kerry, the former Secretary of State, the Biden White House will benefit from one of the foremost global leaders on climate change. Climate science will once again be trusted and not contested in the White House. Biden and Kerry will look to old allies like the UK to pursue equally radical climate ambitions, addressing climate change with the required level of urgency. COP26 in Glasgow provides the perfect platform to push for global change.
In the White House, Biden will be advised by experienced heads whom he has trusted for decades. It is here where experience seems to have trumped diversity. Ron Klain served as Joe Biden’s Chief of Staff from 2009-11 and will perform the same role again. He also worked as an advisor on Biden’s 1988 and 2008 Presidential campaigns; his experience is undeniable.
The fringes of the Oval Office will be dominated by Steve Ricchetti (Counselor to the President) and Mike Donilon (Senior Advisor to the President). The President-elect’s closest circle of advisers certainly fail to fulfil his ambitions of diversity and representation. Instead, their selection looks to be based on trust and experience.
Ironically, it is the British system of Cabinet appointments which is positively presidential. The Commons or Lords have no say over whom the Prime Minister ascends to the Cabinet table. President-elect Biden has made his Cabinet picks with the Senate majority leader and Republicans in mind, who will inevitably select and handful of nominees to oppose.
Republicans might have lost the White House, but their supporters will thrive off a fight in the Senate. That would limit the President-elect’s ambitions and ability to surround himself with the voices and views he desires to deliver the change his campaign promised. As in so many years previous, huge power huge power lies in the hands of Senator Mitch McConnell.


conservativehome--2020-12-02--Andrew Gimson’s PMQs sketch: Johnson stands on the brink of humiliation, but reaches for a recycled

Andrew Gimson’s PMQs sketch: Johnson stands on the brink of humiliation, but reaches for a recycled joke

Boris Johnson accused Sir Keir Starmer of being a total abstainer : “ last night neither he nor his troops could be bothered to vote.
” Sir Keir retorted that when he abstains he comes to the House to explain : A hit , a palpable hit , for everyone in the Chamber remembered how , as Foreign Secretary , he avoided an awkward vote on Heathrow by flying to Kabul .
Johnson had been held up to public ridicule as a a coward , a man who , when things got too hot for him in London , sought @ @ @ @ @ @ @ had to strike back , for like the two sides in a Sicilian blood feud , the Tory and Labour families expect , as a matter of honour , that their leaders will at once expunge any aspersion on their courage .
The Prime Minister rose to his feet and said he would take Sir Keir more seriously “ if he could actually be bothered to vote ” .
That jibe bounced harmlessly off the Leader of the Opposition : the House had heard it already .
Johnson stood on the brink of @ @ @ @ @ @ @ fight to a North London lawyer .
A sudden glint of steel as the Prime Minister went for Sir Keir ’ s throat with a pre-sharpened witticism : A low-tech weapon , some will say , which has no place in modern warfare , but there ’ s less to go wrong with an old-fashioned , pre-electronic , thoroughly wooden club , and traditionalists loved it .
Just when Johnson seemed down and out , he had saved the day by recycling an old joke .
The rest of PMQs was less exciting @ @ @ @ @ @ @ serious-minded people who wish the whole thing could be unexciting .
But in that case , nobody would watch it .
We need the thrill of a knife fight in which either man could end up with his reputation cut to pieces .
We need winners and losers , and both men were in danger of losing this bout , though in the end neither of them did .
On to next week .

Boris Johnson accused Sir Keir Starmer of being a total abstainer: “last night neither he nor his troops could be bothered to vote.”
Sir Keir retorted that when he abstains he comes to the House to explain:
“When the Prime Minister abstains he runs away to Afghanistan and gives the taxpayer a £20,000 bill.”
A hit, a palpable hit, for everyone in the Chamber remembered how, as Foreign Secretary, he avoided an awkward vote on Heathrow by flying to Kabul.
Johnson had been held up to public ridicule as a a coward, a man who, when things got too hot for him in London, sought refuge in the Hindu Kush.
He had to strike back, for like the two sides in a Sicilian blood feud, the Tory and Labour families expect, as a matter of honour, that their leaders will at once expunge any aspersion on their courage.
The Prime Minister rose to his feet and said he would take Sir Keir more seriously “if he could actually be bothered to vote”. That jibe bounced harmlessly off the Leader of the Opposition: the House had heard it already.
Johnson stood on the brink of humiliation, about to lose a knife fight to a North London lawyer. A sudden glint of steel as the Prime Minister went for Sir Keir’s throat with a pre-sharpened witticism:
“Captain Hindsight is rising rapidly up the ranks and has become General Indecision.”
A low-tech weapon, some will say, which has no place in modern warfare, but there’s less to go wrong with an old-fashioned, pre-electronic, thoroughly wooden club, and traditionalists loved it. Just when Johnson seemed down and out, he had saved the day by recycling an old joke.
The rest of PMQs was less exciting. There are, alas, some serious-minded people who wish the whole thing could be unexciting.
But in that case, nobody would watch it. We need the thrill of a knife fight in which either man could end up with his reputation cut to pieces.
We need winners and losers, and both men were in danger of losing this bout, though in the end neither of them did. On to next week.


conservativehome--2020-12-03--Henry Hill: Another week that shows unionists need new weapons against Sturgeon’s revenant SNP

At the start of October , I wrote about the growing gap between the Scottish National Party ’ s apparently rosy political fortunes and the growing number of problems building up below the surface .
Since then , this gulf has only continued to widen .
On the one hand , new research from These Islands has revealed the true extent of the extraordinary hold that Nicola Sturgeon has on the Scottish electorate , and independence continues to do well in the polls .
Yet on the other , the Nationalists ’ woes have continued to mount .
MSPs on @ @ @ @ @ @ @ s botched handling of the investigation of allegations of sexual misconduct against Alex Salmond , which ended up costing Scottish taxpayers over £500,000 , have laid siege to Bute House .
The question of what the First Minister knew , and when , is right at the centre of it .
Meanwhile , new data has demolished Sturgeon ’ s claims to have handled Covid-19 better than Boris Johnson .
The FT explains : “ Left unmentioned by Scotland ’ s first minister has been a less flattering fact : weeks of official @ @ @ @ @ @ @ actually been dying of coronavirus in Scotland than in England.
” But this wasn ’ t just a week for old problems .
Oh no .
“ Accusations of untruthfulness and inaccuracy have been made against the Scottish Government ” over claims that a struggling company ’ s problems stem from a lack of support from its overseas owner , according to The Herald .
The paper also reports that the Fraser of Allander Institute – “ Scotland ’ s leading economic thinktank ” – has ‘ slated ’ Sturgeon ’ s proposal @ @ @ @ @ @ @ staff and try to blame the British Government for taxing it .
As income tax now goes to the Scottish Government , the First Minister could simply increase the gross bonus , as the excess would simply come back to Holyrood via taxation .
Internally , things are just as bad .
The SNP ’ s legendary discipline is fraying at the seams .
Salmond , less popular than he was but still a totemic figure for a big chunk of the Nationalist base , thinks his successor conspired against him and is @ @ @ @ @ @ @ unhelpful interventions in the inquiry scandal , his outriders are exploiting other policy splits , for example over nuclear weapons , gender issues , or independence strategy .
Joanna Cherry , a high-profile MP and staunch ‘ Salmondite ’ , has attacked her party ’ s “ cult of the leader ” .
This week has seen further developments .
John Swinney , the Deputy First Minister , has written to MSPs to say that he is “ keen to consider ” ways by which they might be allowed to see the legal @ @ @ @ @ @ @ this does not , despite some coverage , seem to be the same thing as agreeing to release it ) .
Perhaps just as significantly , the SNP conference saw Sturgeon ‘ lose the soul of the party ’ when opponents of her leadership were elected to its National Executive Committee .
According to the Times : “ Supporters of the first minister were organising fightbacks yesterday after critics of her leadership were elected to the national executive committee ( NEC ) , which makes key decisions on candidate selections and policy .
@ @ @ @ @ @ @ will be challenged , while the party ’ s stance on gender recognition reforms will again come into sharp focus.
” But does any of this matter ?
In an important piece , Alex Massie sets out what he describes as the ‘ Sturgeon Paradox ’ : no matter how badly her administration performs , her popularity only continues to grow .
A favourable presentational contrast with the Prime Minister , and the mere Scottishness of the institution is heads , is apparently enough to deliver impregnable poll ratings .
That this argument @ @ @ @ @ @ @ ’ s staunchest opponents obviously goes unremarked , but the article is nonetheless as real a tribute to the farsighted wisdom of Tam Dalyell and Michael Forsyth as any you ’ ll find .
Likewise Rory Scothorne , a left-winger whose instincts will not dispose him to reinforcing Boris Johnson , has a very interesting piece in the New Statesman whose gist could be not unfairly distilled , even or perhaps especially by someone with different priors to the author ’ s , to something not far off ‘ devolution has been a @ @ @ @ @ @ @ , Sam McBride of the News Letter has yet another story about how the Province ’ s devolution settlement is being milked for cash by a local political class that is incapable of effective government .
Suffice to say , looking forward to the Prime Minister ’ s new ‘ Union Unit ’ suggesting that the solution is to offer all these institutions more powers .

At the start of October, I wrote about the growing gap between the Scottish National Party’s apparently rosy political fortunes and the growing number of problems building up below the surface.
Since then, this gulf has only continued to widen. On the one hand, new research from These Islands has revealed the true extent of the extraordinary hold that Nicola Sturgeon has on the Scottish electorate, and independence continues to do well in the polls.
Yet on the other, the Nationalists’ woes have continued to mount. MSPs on the inquiry into the Scottish Government’s botched handling of the investigation of allegations of sexual misconduct against Alex Salmond, which ended up costing Scottish taxpayers over £500,000, have laid siege to Bute House. The question of what the First Minister knew, and when, is right at the centre of it.
Meanwhile, new data has demolished Sturgeon’s claims to have handled Covid-19 better than Boris Johnson. The FT explains: “Left unmentioned by Scotland’s first minister has been a less flattering fact: weeks of official statistics suggest that proportionately more people have actually been dying of coronavirus in Scotland than in England.”
But this wasn’t just a week for old problems. Oh no. “Accusations of untruthfulness and inaccuracy have been made against the Scottish Government” over claims that a struggling company’s problems stem from a lack of support from its overseas owner, according to The Herald.
The paper also reports that the Fraser of Allander Institute – “Scotland’s leading economic thinktank” – has ‘slated’ Sturgeon’s proposal to award a £500 bung to NHS staff and try to blame the British Government for taxing it. As income tax now goes to the Scottish Government, the First Minister could simply increase the gross bonus, as the excess would simply come back to Holyrood via taxation.
Internally, things are just as bad. The SNP’s legendary discipline is fraying at the seams. Salmond, less popular than he was but still a totemic figure for a big chunk of the Nationalist base, thinks his successor conspired against him and is out for revenge. In addition to unhelpful interventions in the inquiry scandal, his outriders are exploiting other policy splits, for example over nuclear weapons, gender issues, or independence strategy. Joanna Cherry, a high-profile MP and staunch ‘Salmondite’, has attacked her party’s “cult of the leader”.
This week has seen further developments. John Swinney, the Deputy First Minister, has written to MSPs to say that he is “keen to consider” ways by which they might be allowed to see the legal advice from the Salmond case (although this does not, despite some coverage, seem to be the same thing as agreeing to release it).
Perhaps just as significantly, the SNP conference saw Sturgeon ‘lose the soul of the party’ when opponents of her leadership were elected to its National Executive Committee. According to the Times:
“Supporters of the first minister were organising fightbacks yesterday after critics of her leadership were elected to the national executive committee (NEC), which makes key decisions on candidate selections and policy. It is likely that the independence strategy will be challenged, while the party’s stance on gender recognition reforms will again come into sharp focus.”
But does any of this matter? In an important piece, Alex Massie sets out what he describes as the ‘Sturgeon Paradox’: no matter how badly her administration performs, her popularity only continues to grow. A favourable presentational contrast with the Prime Minister, and the mere Scottishness of the institution is heads, is apparently enough to deliver impregnable poll ratings.
That this argument utterly vindicates the direst warnings of devolution’s staunchest opponents obviously goes unremarked, but the article is nonetheless as real a tribute to the farsighted wisdom of Tam Dalyell and Michael Forsyth as any you’ll find.
Likewise Rory Scothorne, a left-winger whose instincts will not dispose him to reinforcing Boris Johnson, has a very interesting piece in the New Statesman whose gist could be not unfairly distilled, even or perhaps especially by someone with different priors to the author’s, to something not far off ‘devolution has been a disaster’. And in Northern Ireland, Sam McBride of the News Letter has yet another story about how the Province’s devolution settlement is being milked for cash by a local political class that is incapable of effective government.
Suffice to say, looking forward to the Prime Minister’s new ‘Union Unit’ suggesting that the solution is to offer all these institutions more powers.


conservativehome--2020-12-03--Matt Zarb-Cousin: Gambling controls have worked. Will the Government take them further?

Matt Zarb-Cousin is the Director of Clean Up Gambling .
This is a sponsored post by Clean Up Gambling .
“ Stop the FOBTs ” ( fixed odds betting terminals ) was an initiative launched in early 2013 by the Campaign for Fairer Gambling , founded and funded by gambling expert Derek Webb , who brought me in as a campaign consultant and spokesperson .
Its objective , an FOBT stake reduction from £100 to £2 per spin , was finally introduced in April 2019 .
Recently released Gambling Commission statistics show a full year of data to March 2020 @ @ @ @ @ @ @ lockdown spanning just 11 days of this timeframe .
In line with the trend , the number of betting shops declined six per cent from 8,320 to 7,681 due to bookmakers converting shop gamblers to more profitable remote gambling with a lower overall tax burden and lower employment costs .
This contrasts sharply with the Association of British Bookmakers ’ ( ABB ) KPMG report , which Philip Hammond referred to in his time as chancellor .
It forecast a decline to as few as 4,500 shops .
As reported in The Guardian @ @ @ @ @ @ @ per cent to £1,075 million – down £751 million from £1,826 million .
Over-the-counter betting on races and sports also decreased .
There was a decline in revenues on games at stakes in excess of £2 by £1,142 million , but an increase in revenue at stakes of £2 and below by £390 million .
By far the greatest crossover was players trading down stakes , but staying on betting shop machines .
This confirms the notion that placing a restriction on a specific gambling product can have the desired impact of reducing @ @ @ @ @ @ @ in total .
All the evidence indicates that there was no consequential crossover from the £751 million decline in betting shop machine revenue to any other land-based or remote sector .
Gaming machine revenues in casino , bingo and family entertainment centres remained constant , while an increase in adult gaming centre revenues continued the trend of the past several years .
All casino table game revenues declined , with a minor increase in electronic gaming failing to offset the resulting overall decline in casino revenues from £840 million to £801 million .
@ @ @ @ @ @ @ increased in line with previous years , and while betting revenues at first sight look like a large increase , this was only due to betting result in the year prior being less helpful to the bookies than usual .
It is therefore consistent with the long-term trend of increased remote betting revenues .
National Gambling Treatment Service statistics show the activities that disordered gamblers refer to when presenting for treatment .
The ‘ ” betting shop machine ” references decreased from 26.4 per cent in 2018-2019 to 20.3 per cent in 2019-2020 @ @ @ @ @ @ @ cent — the most significant change in any activity .
This data clearly confirms the logic that loss reduction results in harm reduction .
Webb continues to support the gambling reform agenda , and funds Clean Up Gambling .
Decreasing FOBT stakes was a sensible change to outdated legislation , and has had a hugely positive impact .
We look forward to the Government ’ s comprehensive review of our outdated gambling laws , and its thorough consideration of the evidence .

Earlier today Dan Hannan used his blog to highlight the fact that the EU is establishing what critics are calling an ‘Embassy to London’:
"Apparently, the European Parliament is about to open a new embassy to the UK: a vast office in Tothill Street, Westminster, employing 50 or more staff. The rent alone is said to be £1.3 million a year… You can understand why they would be keen to be posted here. Quite apart from the attractions of the metropolis, Euro-officials will qualify for a generous London living allowance and, if they are non-British, for an expatriation allowance… It’s harmless enough, I suppose. Next to the gazillions that the EU squanders in overseas aid, structural funds and the Common Agricultural Policy, the cost hardly signifies. But it annoys me all the same. Who decided that this embassy was needed? Were our own elected representatives involved? If not, why not? And if so, what the hell were they thinking?"
It seems that "elected representatives" were involved. Leader of the Tory MEPs Timothy Kirkhope knew about the ‘Embassy’ and didn’t exercise a right to object. Twelve Tory MEPs have reacted furiously and, in a further sign of their delegation’s deeply-divided nature,
have signed a letter to Mr Kirkhope accusing him of being "at odds" with the party’s European "reform" agenda.
The text of the letter is pasted below.
"Dear Tim
At the Conservative delegation meeting on Wednesday Edward McMillan Scott raised the issue of the new joint office that the Parliament and Commission are establishing on Tothill St in London. You admitted that you had viewed the proposed new premises but claimed that Dermot Scott had told you that you had no say in the actual decision.
It now transpires that the report to the Parliament bureau states that most of the UK delegation leaders have been consulted and are in agreement with this proposal. You have raised no objections when you had the opportunity in December to do so. This office is going to house over 50 staff and cost the European taxpayer £1.3 million a year in rental, despite Brussels only being 2 _ hours by train from London. Commission Vice-President Margot Wallstrom’s staff have apparently referred to the new premises as their "embassy" in London.
We cannot understand why you have not objected to this decision and have not consulted the Conservative bureau or delegation. It is completely at odds with our agenda of "reform" in Europe which includes obtaining value for money for the European taxpayer.
We urge you to immediately withdraw Conservative support from this proposal.
Yours sincerely, Martin Callanan MEP
Giles Chichester MEP
Nirj Deva MEP
Den Dover MEP
Dan Hannan MEP
Chris Heaton-Harris MEP
Roger Helmer MEP
Syed Kamall MEP
Robert Sturdy MEP
David Sumberg MEP
Charles Tannock MEP
Geoffrey Van Orden MEP"
ConservativeHome understands that the ‘Embassy’ isn’t all new money but is partly a merger of the EU’s existing London presence.


conservativehome--2020-12-03--Calling Conservatives: New public appointments announced. Schools Adjudicator – and more

Eight years ago , the TaxPayers ’ Alliance reported that “ in the last year , five times more Labour people were appointed to public bodies than Tories ” .
It currently reports that almost half of avowedly political appointees last year owed their allegiance to Labour Party , compared to less than a third for the Conservatives .
Despite the selection of some Party members or supporters to fill important posts , over time , the Conservatives have punched beneath their weight when it comes to public appointments .
One of the reasons seems to be that Tories simply @ @ @ @ @ @ @ number as Labour supporters .
To help remedy this , each week we put up links to some of the main public appointments vacancies , so that qualified Conservatives can be aware of the opportunities presented .
“ The Steering Board ’ s role is to : advise on external drivers , strategic direction and development of targets , within the framework of the UK Space Agency ’ s objectives , BEIS and wider Government objectives ; bring an external perspective to provide a strategic challenge on the business and corporate plans and @ @ @ @ @ @ @ accounts for submission by the Accounting Officer ; advise on and provide independent assessment of performance , including process of setting of targets and performance against them ; advise on major business developments which imply a significant change in the Agency ’ s role or activities and on its exposure to and management of risk ; and to advocate and advise in relation to the promotion and awareness of the work of the UK Space Agency with stakeholders and partners.
” “ As an FE Adviser , you will work as part of @ @ @ @ @ @ @ Deputy FE Commissioners and other Advisers .
FE Advisers are generally either finance or curriculum and quality specialists and we are looking for candidates from both backgrounds to help grow our team .
In this exciting and demanding role you will support colleges through carrying out Diagnostic Assessments , designed to help them to improve the quality of education for learners , strengthen financial resilience , improve the quality of leadership and reduce the risk of interventions… You will work as an integrated part of the Department for Education ( DfE ) ’ @ @ @ @ @ @ @ the context of the ESFA case management approach .
As such you will work closely with teams within ESFA , as well as the wider DfE and Ofsted.
” Time : Up to 200 days per annum .
“ The Panel Chair will provide strategic direction and oversight for the Agricultural Advisory Panel for Wales .
Developing and maintaining a close relationship with the Minister and key members of the Welsh agricultural sector is a crucial part of the Chair ’ s role .
The Panel Chair need not be an expert in @ @ @ @ @ @ @ she must have senior level experience in the private , public or voluntary sector .
The Panel Chair will have the following strategic leadership responsibilities : lead the formulation of the Panel ’ s strategy and business plans , monitoring in-year performance and examining change proposals with rigour to maintain delivery ; ensure issues are brought forward in a timely manner for effective resolution ; ensure that the Panel ’ s decisions are informed and fair , taking proper account of guidance provided by the Welsh Ministers and Welsh Government officials… ” “ @ @ @ @ @ @ @ Science and Technology ( CST ) is the Government ’ s top-level advisory body on science and technology issues .
It reports directly to the Prime Minister on matters of science and technology that cut across the responsibilities of government departments .
It is co-chaired by the Government Chief Scientific Adviser and an independent appointee .
The SARS-CoV-2 ( Covid-19 ) pandemic has highlighted the importance of science and technology in facing a challenge of such epic proportions , and in building a robust , sustainable , and equitable recovery plan for the @ @ @ @ @ @ @ is seeking to appoint a new Independent Co-Chair for the Council for Science and Technology .
The Government will appoint an Independent Co-Chair who will share responsibility for chairing the Council with the Government Chief Scientific Adviser ( GCSA ) .
” “ The Sports Grounds Safety Authority ( SGSA ) was established by statute as an Arms Length Public Body in 2011 taking on the full responsibilities of its predecessor body , The Football Licensing Authority .
The SGSA is the safety regulator for football grounds in England and Wales and the @ @ @ @ @ @ @ sports grounds safety .
The three core functions of the SGSA are : to issues licences to league and international football grounds in England and Wales to allow them to permit spectators to watch matches and to oversee local authorities in their duties to sports grounds safety and safety certification ; provide strategic support for sports grounds , governing bodies and others , both in the UK and internationally ; set and raise standards globally through developing guidance , particularly the Guide to Safety at Sports Grounds ( Green Guide ) .
” @ @ @ @ @ @ @ week .
“ This Government is committed to improving the lived experience of social housing tenants and will publish the Social Housing White Paper shortly .
The Regulator plays a key role in protecting and empowering social housing tenants through a robust regulatory framework , and will therefore have a key role to play in delivering the reforms set out in the White Paper .
This will be an exciting and challenging time to join the organisation , leading transformational change to the way the Regulator works with the wider social housing sector @ @ @ @ @ @ @ provide a challenging task for a new Chair of the regulator .
The role will require ensuring the organisation continues to deliver in these more challenging times , whilst ensuring that going forward it can respond and evolve to future policy changes and significant cultural change in the organisation.
” Time : Up to two days per week .
“ The Chair is accountable to the MOD Sponsor ( and ultimately to the Permanent Secretary and Ministers ) for the performance and effective operation of the OPA Board .
The OPA Board Chair @ @ @ @ @ @ @ has a personal role in advising the Sponsor about the high-level business issues affecting OPA .
The Chair is responsible for : providing advice to the Sponsor and wider MOD on OPA ’ s strategic direction , objectives and risks , business performance and governance arrangements ; leading the Board to provide support and challenge to the OPA CEO and Executive Team regarding their performance , delivery consistent with the OPA strategic direction and assurance of risk management ; ensuring that the Board is effective , including assessing the performance of the Board @ @ @ @ @ @ @ on areas of development , typically through an annual board effectiveness review ; and when considering re-appointments… ” “ The Pensions Regulator ( TPR ) is the public body that protects workplace pensions in the UK .
TPR works with employers and those running pension schemes so that people can save safely for their retirement .
TPR aims to be a strong , visible regulator that builds people ’ s confidence in pensions .
TPR is a public body sponsored by the Department for Work and Pensions ( DWP ) .
It has @ @ @ @ @ @ @ Brighton .
TPR works closely with the Financial Conduct Authority , which regulates personal pension schemes , and with other public bodies .
TPR is responsible for : protecting people ’ s savings in workplace pensions ; improving the way that workplace pension schemes are run ; reducing the risk of pension schemes ending up in the Pension Protection Fund ( PPF ) ; making sure employers balance the needs of their defined benefit pension scheme with growing their business ; making sure employers enrol their staff into a pension scheme and pay @ @ @ @ @ @ @ automatic enrolment ’ ) .
” “ Applications are encouraged from all sections of the community to help ensure that the Sport England board is representative of the diverse society it serves .
Sport England is a government-funded Non-Departmental Public Body and National Lottery distributor .
It is responsible for supporting , growing and advocating for grassroots sport and physical activity in England in line with its statutory objectives as set out in its Royal Charter .
Its vision is to ensure that everyone , regardless of their age , background or level @ @ @ @ @ @ @ sport and physical activity and it takes its strategic lead from the government ’ s sport and physical activity strategy Sporting Future : A New Strategy for an Active Nation .
The Chair will be responsible for overseeing the final stages of implementation of Sport England ’ s current Towards an Active Nation strategy ( 2017-2021 ) , and the final stages of development and roll-out of its new strategy for 2021-2025 , in close collaboration with the Deputy Chair , Chief Executive , and Executive Team.
” Time : Up to 2 @ @ @ @ @ @ @ of the Financial Reporting Council ( FRC ) is to promote transparency and integrity in business .
These are cornerstones to generating public trust and confidence in UK business and help attract investment in successful companies that provide jobs , create prosperity and generate economic growth .
The FRC sets the UK Corporate Governance & Stewardship Codes which aim to make investors more accountable to their clients and beneficiaries .
The FRC also sets standards for accounting , auditing and actuarial work .
As the UK ’ s independent regulator and Competent Authority @ @ @ @ @ @ @ action where necessary , to promote the quality of corporate reporting and audit .
It also operates independent enforcement arrangements for accountants and actuaries.
” “ UK Shared Business Services Ltd ( UK SBS ) is a non-profit making company limited by shares .
It was established in 2007 by the UK Research Councils as part of a drive for greater value for money .
The Company provides HR & Payroll , Finance , Procurement and IT services to its owners the Department for Business , Energy & Industrial Strategy ( BEIS ) @ @ @ @ @ @ @ ) and other public sector clients .
It is recognised by the Cabinet Office as a government shared service provider and forms part of the Shared Service Strategy for Government… This is an exciting , interesting and challenging time for UK SBS ; the newly appointed Chair will provide strong leadership to guide the Company through this transformation , delivering leading-edge shared services to multiple clients at the best value and providing our end-users with the high-quality user experience they have become accustomed to in the digital age.
” “ With rapid progress @ @ @ @ @ @ @ Highways England are modernising and transforming the strategic road network .
They need to demonstrate that they can meet the government ’ s commitment to zero carbon and within its committed timescales .
They also need to exploit the full potential of the digital revolution , both in their delivery , and in communications with road users and stakeholders .
That is why HE are now delivering £27.4 billion of investment between 2020 and 2025 to improve the road network ( RIS2 ) .
This is an exciting opportunity to join the Board @ @ @ @ @ @ @ .
You would be joining Highways England at an exciting time , with the opportunity to help shape the future of the organisation and ensure its continued success .
This will mean supporting the executive team in developing the organisation to be equipped for the immediate supply chain , technology and workplace transformation Highways England faces.
” Bank of England – External Member of the Financial Policy Committee “ The FPC is responsible for identifying , monitoring and taking action to remove or reduce systemic risks with a view to protecting and enhancing @ @ @ @ @ @ @ .
The FPC also has a secondary objective to support the Government ’ s economic policies.The FPC has wide-ranging powers of recommendation and can direct the Prudential Regulation Authority and the Financial Conduct Authority to take action to address systemic risks to financial stability .
The appointment of external members to the FPC is designed to ensure that the Committee benefits from thinking and expertise in addition to that existing inside the Bank of England , and to provide constructive challenge during the Committee ’ s deliberations .
Each member of the FPC @ @ @ @ @ @ @ financial services and economics .
External members will be independent – they will not represent or lobby for individual groups , interests or sectors.
” “ Schools Adjudicators are office holders appointed by the Secretary of State for Education to make decisions about a range of matters relating to publicly funded schools in England .
They are statutory office holders appointed under section 25 of the School Standards and Framework Act 1998 .
The main function of the Schools Adjudicators is to rule on objections to and referrals about determined school admission arrangements @ @ @ @ @ @ @ involves establishing whether or not arrangements conform with the requirements relating to admissions and if they do not conform , in what respect they do not conform… There are currently ten Schools Adjudicators , including the Chief Schools Adjudicator .
They are appointed for their ability to act impartially , independently and objectively .
Their role is to look afresh at all cases referred to them and consider each case on its merits in the light of the legislation , the Statutory Guidance for Decision Makers on Statutory Proposals and the School Admissions @ @ @

Eight years ago, the TaxPayers’ Alliance reported that “in the last year, five times more Labour people were appointed to public bodies than Tories”.
It currently reports that almost half of avowedly political appointees last year owed their allegiance to Labour Party, compared to less than a third for the Conservatives.
Despite the selection of some Party members or supporters to fill important posts, over time, the Conservatives have punched beneath their weight when it comes to public appointments. One of the reasons seems to be that Tories simply don’t apply in the same number as Labour supporters.
To help remedy this, each week we put up links to some of the main public appointments vacancies, so that qualified Conservatives can be aware of the opportunities presented.
– – – – – – – – – –
UK Space Agency – Non-Executive Members/Audit Chair
“The Steering Board’s role is to: advise on external drivers, strategic direction and development of targets, within the framework of the UK Space Agency’s objectives, BEIS and wider Government objectives; bring an external perspective to provide a strategic challenge on the business and corporate plans and review and endorse the annual report and accounts for submission by the Accounting Officer; advise on and provide independent assessment of performance, including process of setting of targets and performance against them; advise on major business developments which imply a significant change in the Agency’s role or activities and on its exposure to and management of risk; and to advocate and advise in relation to the promotion and awareness of the work of the UK Space Agency with stakeholders and partners.”
Time: 20/22 days per annum.
Remuneration: £8,000/10,000 per annum honorarium.
Closes: 02 December
– – – – – – – – – –
Further Education Commissioner’s Team – Adviser
“As an FE Adviser, you will work as part of a team with the FE Commissioner, Deputy FE Commissioners and other Advisers. FE Advisers are generally either finance or curriculum and quality specialists and we are looking for candidates from both backgrounds to help grow our team. In this exciting and demanding role you will support colleges through carrying out Diagnostic Assessments, designed to help them to improve the quality of education for learners, strengthen financial resilience, improve the quality of leadership and reduce the risk of interventions… You will work as an integrated part of the Department for Education (DfE)’s overall approach to intervention, within the context of the ESFA case management approach. As such you will work closely with teams within ESFA, as well as the wider DfE and Ofsted.”
Time: Up to 200 days per annum.
Remuneration: £600 per diem.
Closes: 02 December
– – – – – – – – – –
Agricultural Advisory Panel (Wales) – Chair
“The Panel Chair will provide strategic direction and oversight for the Agricultural Advisory Panel for Wales. Developing and maintaining a close relationship with the Minister and key members of the Welsh agricultural sector is a crucial part of the Chair’s role. The Panel Chair need not be an expert in the field of agriculture, he or she must have senior level experience in the private, public or voluntary sector. The Panel Chair will have the following strategic leadership responsibilities: lead the formulation of the Panel’s strategy and business plans, monitoring in-year performance and examining change proposals with rigour to maintain delivery; ensure issues are brought forward in a timely manner for effective resolution; ensure that the Panel’s decisions are informed and fair, taking proper account of guidance provided by the Welsh Ministers and Welsh Government officials…”
Time: Minimum 12 days per annum.
Remuneration: £300 per diem plus reasonable expenses.
Closes: 04 December
– – – – – – – – – –
Prime Minister’s Council for Science and Technology – Co-Chair
“The Prime Minister’s Council for Science and Technology (CST) is the Government’s top-level advisory body on science and technology issues. It reports directly to the Prime Minister on matters of science and technology that cut across the responsibilities of government departments. It is co-chaired by the Government Chief Scientific Adviser and an independent appointee. The SARS-CoV-2 (Covid-19) pandemic has highlighted the importance of science and technology in facing a challenge of such epic proportions, and in building a robust, sustainable, and equitable recovery plan for the UK, post Covid. The Government is seeking to appoint a new Independent Co-Chair for the Council for Science and Technology. The Government will appoint an Independent Co-Chair who will share responsibility for chairing the Council with the Government Chief Scientific Adviser (GCSA).”
Time: 2-3 days per month.
Remuneration: None.
Closes: 06 December
– – – – – – – – – –
Sports Grounds Safety Authority – Chair
“The Sports Grounds Safety Authority (SGSA) was established by statute as an Arms Length Public Body in 2011 taking on the full responsibilities of its predecessor body, The Football Licensing Authority. The SGSA is the safety regulator for football grounds in England and Wales and the UK Government’s independent advisor on sports grounds safety. The three core functions of the SGSA are: to issues licences to league and international football grounds in England and Wales to allow them to permit spectators to watch matches and to oversee local authorities in their duties to sports grounds safety and safety certification; provide strategic support for sports grounds, governing bodies and others, both in the UK and internationally; set and raise standards globally through developing guidance, particularly the Guide to Safety at Sports Grounds (Green Guide).”
Time: Up to two days per week.
Remuneration: £36,260 per annum, plus expenses.
Closes: 08 December
– – – – – – – – – –
Regulator of Social Housing – Chair
“This Government is committed to improving the lived experience of social housing tenants and will publish the Social Housing White Paper shortly. The Regulator plays a key role in protecting and empowering social housing tenants through a robust regulatory framework, and will therefore have a key role to play in delivering the reforms set out in the White Paper. This will be an exciting and challenging time to join the organisation, leading transformational change to the way the Regulator works with the wider social housing sector. All of this is likely to provide a challenging task for a new Chair of the regulator. The role will require ensuring the organisation continues to deliver in these more challenging times, whilst ensuring that going forward it can respond and evolve to future policy changes and significant cultural change in the organisation.”
Time: Up to two days per week.
Remuneration: £65,000 per annum, plus expenses.
Closes: 13 December
– – – – – – – – – –
Oil & Pipeline Agency – Chair
“The Chair is accountable to the MOD Sponsor (and ultimately to the Permanent Secretary and Ministers) for the performance and effective operation of the OPA Board. The OPA Board Chair sets the Board’s agenda and has a personal role in advising the Sponsor about the high-level business issues affecting OPA. The Chair is responsible for: providing advice to the Sponsor and wider MOD on OPA’s strategic direction, objectives and risks, business performance and governance arrangements; leading the Board to provide support and challenge to the OPA CEO and Executive Team regarding their performance, delivery consistent with the OPA strategic direction and assurance of risk management; ensuring that the Board is effective, including assessing the performance of the Board and its NEDs, and making recommendations on areas of development, typically through an annual board effectiveness review; and when considering re-appointments…”
Time: 30 days per week.
Remuneration: £27,000 per annum, plus expenses.
Closes: 14 December
– – – – – – – – – –
The Pension Agency – Chair
“The Pensions Regulator (TPR) is the public body that protects workplace pensions in the UK. TPR works with employers and those running pension schemes so that people can save safely for their retirement. TPR aims to be a strong, visible regulator that builds people’s confidence in pensions. TPR is a public body sponsored by the Department for Work and Pensions (DWP). It has around 750 staff and is based in Brighton. TPR works closely with the Financial Conduct Authority, which regulates personal pension schemes, and with other public bodies. TPR is responsible for: protecting people’s savings in workplace pensions; improving the way that workplace pension schemes are run; reducing the risk of pension schemes ending up in the Pension Protection Fund (PPF); making sure employers balance the needs of their defined benefit pension scheme with growing their business; making sure employers enrol their staff into a pension scheme and pay money into it (known as ‘automatic enrolment’).”
Time: Two days per week.
Remuneration: £73,840 per annum.
Closes: 14 December
– – – – – – – – – –
Sport England – Chair
“Applications are encouraged from all sections of the community to help ensure that the Sport England board is representative of the diverse society it serves. Sport England is a government-funded Non-Departmental Public Body and National Lottery distributor. It is responsible for supporting, growing and advocating for grassroots sport and physical activity in England in line with its statutory objectives as set out in its Royal Charter. Its vision is to ensure that everyone, regardless of their age, background or level of ability feels able to engage in sport and physical activity and it takes its strategic lead from the government’s sport and physical activity strategy Sporting Future: A New Strategy for an Active Nation. The Chair will be responsible for overseeing the final stages of implementation of Sport England’s current Towards an Active Nation strategy (2017-2021), and the final stages of development and roll-out of its new strategy for 2021-2025, in close collaboration with the Deputy Chair, Chief Executive, and Executive Team.”
Time: Up to 2 days per week.
Remuneration: £40,000 per annum.
Closes: 21 December
– – – – – – – – – –
Financial Reporting Council – Chair
“The mission of the Financial Reporting Council (FRC) is to promote transparency and integrity in business. These are cornerstones to generating public trust and confidence in UK business and help attract investment in successful companies that provide jobs, create prosperity and generate economic growth. The FRC sets the UK Corporate Governance & Stewardship Codes which aim to make investors more accountable to their clients and beneficiaries. The FRC also sets standards for accounting, auditing and actuarial work. As the UK’s independent regulator and Competent Authority for Audit it monitors, and takes action where necessary, to promote the quality of corporate reporting and audit. It also operates independent enforcement arrangements for accountants and actuaries.”
Time: 1.5 days per week.
Remuneration: £75,000 per annum, plus expenses.
Closes: 03 January
– – – – – – – – – –
UK Shared Business Services Ltd – Chair
“UK Shared Business Services Ltd (UK SBS) is a non-profit making company limited by shares. It was established in 2007 by the UK Research Councils as part of a drive for greater value for money. The Company provides HR & Payroll, Finance, Procurement and IT services to its owners the Department for Business, Energy & Industrial Strategy (BEIS), UK Research and Innovation (UKRI) and other public sector clients. It is recognised by the Cabinet Office as a government shared service provider and forms part of the Shared Service Strategy for Government… This is an exciting, interesting and challenging time for UK SBS; the newly appointed Chair will provide strong leadership to guide the Company through this transformation, delivering leading-edge shared services to multiple clients at the best value and providing our end-users with the high-quality user experience they have become accustomed to in the digital age.”
Time: Max 36 days per annum.
Remuneration: £575 per annum, plus expenses.
Closes: 03 January
– – – – – – – – – –
Highways England – Chair
“With rapid progress in the development of new technologies, Highways England are modernising and transforming the strategic road network. They need to demonstrate that they can meet the government’s commitment to zero carbon and within its committed timescales. They also need to exploit the full potential of the digital revolution, both in their delivery, and in communications with road users and stakeholders. That is why HE are now delivering £27.4 billion of investment between 2020 and 2025 to improve the road network (RIS2). This is an exciting opportunity to join the Board of an organisation which keeps England moving. You would be joining Highways England at an exciting time, with the opportunity to help shape the future of the organisation and ensure its continued success. This will mean supporting the executive team in developing the organisation to be equipped for the immediate supply chain, technology and workplace transformation Highways England faces.”
Time: 24/27 days per annum
Remuneration: £25,000 per annum/plus £3,000 for chairing.
Closes: 08 January
– – – – – – – – – –
Bank of England – External Member of the Financial Policy Committee
“The FPC is responsible for identifying, monitoring and taking action to remove or reduce systemic risks with a view to protecting and enhancing the resilience of the UK financial system. The FPC also has a secondary objective to support the Government’s economic policies.The FPC has wide-ranging powers of recommendation and can direct the Prudential Regulation Authority and the Financial Conduct Authority to take action to address systemic risks to financial stability. The appointment of external members to the FPC is designed to ensure that the Committee benefits from thinking and expertise in addition to that existing inside the Bank of England, and to provide constructive challenge during the Committee’s deliberations. Each member of the FPC should have expertise in the field of financial services and economics. External members will be independent – they will not represent or lobby for individual groups, interests or sectors.”
Time: 23 days per quarter.
Remuneration: £97,200.
Closes: 11 January
– – – – – – – – – –
Department for Education – Schools Adjudicator
“Schools Adjudicators are office holders appointed by the Secretary of State for Education to make decisions about a range of matters relating to publicly funded schools in England. They are statutory office holders appointed under section 25 of the School Standards and Framework Act 1998. The main function of the Schools Adjudicators is to rule on objections to and referrals about determined school admission arrangements of all state funded schools; this involves establishing whether or not arrangements conform with the requirements relating to admissions and if they do not conform, in what respect they do not conform… There are currently ten Schools Adjudicators, including the Chief Schools Adjudicator. They are appointed for their ability to act impartially, independently and objectively. Their role is to look afresh at all cases referred to them and consider each case on its merits in the light of the legislation, the Statutory Guidance for Decision Makers on Statutory Proposals and the School Admissions Code.”
Time: Part-time.
Remuneration: £355 per diem/£58 per hour.
Closes: 29 January


conservativehome--2020-12-03--Our survey. Almost three in five party members back Johnson’s decision about Cummings.

Here is our members ’ panel retrospective on the departure of Dominic Cummings .
Strictly speaking , the Prime Minister @ @ @ @ @ resigned , and wasn ’ t dismissed .
Indeed , he may still be in @ @ @ @ @ briefed that he would leave government mid-December .
But Boris Johnson clearly wanted Cummings out @ @ @ @ @ latter not faced the prospect of gradually being shifted to the margins of Downing Street @ @ @ @ @ quit – at least , not yet .
Just under three in ten is a @ @ @ @ @ reflects a recognition of Cummings ’ role in helping to achieve last year ’ s @ @ @ @ @ and a breakthrough among poorer provincial voters .
Plus unease about what will happen next @ @ @ @ @ in five back Johnson ’ s decision , and that ’ s a comfortable majority @ @ @ @ @ simply support the leader and how many disapprove of Cummings iconoclasm it is impossible to @ @

Here is our members’ panel retrospective on the departure of Dominic Cummings.
Strictly speaking, the Prime Minister’s former Chief Adviser resigned, and wasn’t dismissed. Indeed, he may still be in place, since it was briefed that he would leave government mid-December.
But Boris Johnson clearly wanted Cummings out early, and had the latter not faced the prospect of gradually being shifted to the margins of Downing Street he would surely not have quit – at least, not yet.
Just under three in ten is a significant minority, and doubtless reflects a recognition of Cummings’ role in helping to achieve last year’s election victory, Brexit, and a breakthrough among poorer provincial voters. Plus unease about what will happen next.
Nonetheless, almost three in five back Johnson’s decision, and that’s a comfortable majority. What proportion of these simply support the leader and how many disapprove of Cummings iconoclasm it is impossible to say.
Thirteen per cent don’t know.


conservativehome--2020-12-03--Garvan Walshe: Democracies need to pull together to stop Chinese subversion of the open global econo

Garvan Walshe: Democracies need to pull together to stop Chinese subversion of the open global economy

Garvan Walshe is a former National and International Security Policy Adviser to the Conservative Party .
He runs TRD Policy .
Chinese aggression hit the headlines after Beijing imposed punitive tariffs on Australian wine .
But resisting Beijing ’ s exploitation of the international economy to build up its own power needs democracies to do far more than buy the odd bottle ( or case ) of Cab-Sauv .
On Tuesday , the China Research Group , led by Tom Tugendhat and Neil O ’ Brien , released a hard hitting report , Defending Democracy in a New World , @ @ @ @ @ @ @ do to limit China ’ s abuse of the international system ( I was involved in drafting the report ) .
Quite rightly , the report emphasises the importance of engaging with China , and welcomes Chinese economic progress , which , since Deng Xiaoping began to open the Chinese economy in 1979 , has brought huge gains in the standard of living of billions of Chinese people , and indirectly , to the rest of the world .
Yet that international economic system is based on fundamental principles that China has been @ @ @ @ @ @ @ intensified since Xi Jinping consolidated power , from the concentration camps into which Uighurs have been crammed , to the destruction of civil liberties and democratic rights in Hong Kong , and the totalitarian oppression to which all Chinese citizens are subjected .
China is bullying its neighbours , even to the point of preventing Taiwan helping fight the Covid–19 pandemic through the World Health Organisation , and has been rearming to back that intimidation with force .
Defending Democracy ’ s most important contribution however , is that it identifies the core @ @ @ @ @ @ @ presents a set of practical measures democracies can take to blunt this expansionism .
Today ’ s China is capable of reaching into the open economies of the West and pressing the undoubted economic achievements of Chinese industry and technology into the service of the Chinese state .
When globalisation brought barriers between states down , it did so on the implicit assumption that in market economies , the purpose of business was to make money – not serve the home states of the companies ’ owners .
This created a world where @ @ @ @ @ @ @ us who can afford it , no matter where we are from , to own parts of foreign companies by buying shares in them , and have that ownership protected by the foreign country ’ s legal system .
Instead of competing politically-like nineteenth century powers , we invest in each others ’ economies and reap the benefits of companies competing with each other across a massive international market .
This ideal , however , is based on governments ’ understanding that their job isn ’ t to promote “ our own ” @ @ @ @ @ @ @ ” , but to create an economic environment where a market economy could meet people ’ s needs and create jobs .
Notwithstanding occasional outbursts of protectionism like France ’ s declaring dairy producer Danone a “ strategic ” industry , or outright state capture in some of the smaller ex-Communist European states , this ideal has mostly been upheld in the advanced economies of the world .
Xi Jinping ’ s China has seen that it is possible to apply the subversion of open Western economies , pioneered by the KGB , @ @ @ @ @ @ @ began to open up to each other after World War II , we did so on the condition that foreign trade and investment would not be used as a crude tool of political influence .
Perhaps seduced by the size of the Chinese market , and deceiving ourselves into thinking that as the Chinese grew richer , their political system would automatically grow democratic , we neglected to apply the same condition to Beijing .
China is now going further , and using its power not only to enrich itself at the expense @ @ @ @ @ @ @ system , but to start shaping the system ’ s rules in its own favour , and against liberal democracy .
This report is the start of a line of thinking that democracies , including of course the incoming Biden administration , need to join forces to impose costs on China for as long as its abuse of the international system continues .
It contains some powerful measures that we can take to limit proposes some powerful measures that can be used to limit the extent of Beijing ’ s exploitation of our @ @ @ @ @ @ @ .
As well as innovative specific measures to support the people of Hong Kong , and British National Overseas passport holders , to which the UK has a special responsibility , the report develops policies that can be applied by other democracies .
These include the systematic extension of Magnitsky Act-style sanctions to individuals responsible for human rights violations in China , including those in leadership positions .
Another key proposal is a “ know your supplier ” obligation to hold companies responsible for goods they sell that have been produced in supply @ @ @ @ @ @ @ .
Companies that fail to adequately investigate their own supply chains could be fined , and their directors be subject to personal liability and asset forfeiture if it is found that their wealth resulted from forced labour .
Chinese state-owned enterprises could be excluded from national-security sensitive infrastructure projects .
Indeed , given the control the Chinese government exerts over even non-state owned enterprises such as Huawei , through its own national security legislation , the report could perhaps have gone further here , though considerable work is needed to make such restrictions @ @ @ @ @ @ @ s participation in the open global economy has been good for China , and good for the rest of us , but it has become clear that China is actively undermining the separation of politics and business upon which economic openness depends .
Until Beijing changes its behaviour , democracies need to work together to ensure that China can no longer use its economic power to to bend the international system out of shape .

Garvan Walshe is a former National and International Security Policy Adviser to the Conservative Party. He runs TRD Policy.
Chinese aggression hit the headlines after Beijing imposed punitive tariffs on Australian wine. But resisting Beijing’s exploitation of the international economy to build up its own power needs democracies to do far more than buy the odd bottle (or case) of Cab-Sauv.
On Tuesday, the China Research Group, led by Tom Tugendhat and Neil O’Brien, released a hard hitting report, Defending Democracy in a New World, describing a toolkit of things democracies can do to limit China’s abuse of the international system (I was involved in drafting the report).
Quite rightly, the report emphasises the importance of engaging with China, and welcomes Chinese economic progress, which, since Deng Xiaoping began to open the Chinese economy in 1979, has brought huge gains in the standard of living of billions of Chinese people, and indirectly, to the rest of the world.
Yet that international economic system is based on fundamental principles that China has been systematically violating. Human rights abuses have intensified since Xi Jinping consolidated power, from the concentration camps into which Uighurs have been crammed, to the destruction of civil liberties and democratic rights in Hong Kong, and the totalitarian oppression to which all Chinese citizens are subjected. China is bullying its neighbours, even to the point of preventing Taiwan helping fight the Covid–19 pandemic through the World Health Organisation, and has been rearming to back that intimidation with force.
Defending Democracy’s most important contribution however, is that it identifies the core source of Chinese Communist Party power and presents a set of practical measures democracies can take to blunt this expansionism. Today’s China is capable of reaching into the open economies of the West and pressing the undoubted economic achievements of Chinese industry and technology into the service of the Chinese state.
When globalisation brought barriers between states down, it did so on the implicit assumption that in market economies, the purpose of business was to make money – not serve the home states of the companies’ owners.
This created a world where it’s possible for all of us who can afford it, no matter where we are from, to own parts of foreign companies by buying shares in them, and have that ownership protected by the foreign country’s legal system. Instead of competing politically-like nineteenth century powers, we invest in each others’ economies and reap the benefits of companies competing with each other across a massive international market.
This ideal, however, is based on governments’ understanding that their job isn’t to promote “our own” companies at the expense of “theirs”, but to create an economic environment where a market economy could meet people’s needs and create jobs. Notwithstanding occasional outbursts of protectionism like France’s declaring dairy producer Danone a “strategic” industry, or outright state capture in some of the smaller ex-Communist European states, this ideal has mostly been upheld in the advanced economies of the world.
Xi Jinping’s China has seen that it is possible to apply the subversion of open Western economies, pioneered by the KGB, at industrial scale. When Western countries began to open up to each other after World War II, we did so on the condition that foreign trade and investment would not be used as a crude tool of political influence.
Perhaps seduced by the size of the Chinese market, and deceiving ourselves into thinking that as the Chinese grew richer, their political system would automatically grow democratic, we neglected to apply the same condition to Beijing. China is now going further, and using its power not only to enrich itself at the expense of a naive international economic and political system, but to start shaping the system’s rules in its own favour, and against liberal democracy.
This report is the start of a line of thinking that democracies, including of course the incoming Biden administration, need to join forces to impose costs on China for as long as its abuse of the international system continues. It contains some powerful measures that we can take to limit proposes some powerful measures that can be used to limit the extent of Beijing’s exploitation of our openness to further entrench its totalitarian rule.
As well as innovative specific measures to support the people of Hong Kong, and British National Overseas passport holders, to which the UK has a special responsibility, the report develops policies that can be applied by other democracies.
These include the systematic extension of Magnitsky Act-style sanctions to individuals responsible for human rights violations in China, including those in leadership positions.
Another key proposal is a “know your supplier” obligation to hold companies responsible for goods they sell that have been produced in supply chains where slave labour has been used. Companies that fail to adequately investigate their own supply chains could be fined, and their directors be subject to personal liability and asset forfeiture if it is found that their wealth resulted from forced labour.
Chinese state-owned enterprises could be excluded from national-security sensitive infrastructure projects. Indeed, given the control the Chinese government exerts over even non-state owned enterprises such as Huawei, through its own national security legislation, the report could perhaps have gone further here, though considerable work is needed to make such restrictions compatible with WTO rules.
China’s participation in the open global economy has been good for China, and good for the rest of us, but it has become clear that China is actively undermining the separation of politics and business upon which economic openness depends. Until Beijing changes its behaviour, democracies need to work together to ensure that China can no longer use its economic power to to bend the international system out of shape.


conservativehome--2020-12-03--Harry Fone: How to avoid Croydon’s fate

Harry Fone: How to avoid Croydon’s fate

Harry Fone is grassroots campaign manager for the TaxPayers ’ Alliance .
Like Northamptonshire before it , Croydon Council has declared itself bankrupt .
But what went wrong ?
Many blame austerity and coronavirus , but this is too simplistic .
Through local activists , the Croydon Constitutionalists , I ’ ve learned of the hapless housing project , ill-judged investments , and wanton waste that sealed the council ’ s fate .
Croydon Council ’ s leader , Hamida Ali , has stated “ austerity ” is a major reason behind the bankruptcy .
On the face of it @ @ @ @ @ @ @ As the Council ’ s 2019-20 statement of accounts makes crystal clear , “ since 2010 , when austerity began , Croydon has seen its funding from Central Government reduce by 75 per cent ” .
But compare it to other London boroughs and a fuller picture emerges .
Between 1997 and 2010 , before the cuts , Croydon Council raised rates 13 out of 14 years , leaving it with the seventh most expensive council tax charges in London .
Residents were consistently asked to dig deeper into their pockets long before @ @ @ @ @ @ @ 20 year period from 1997 to 2017 , Council Tax rose in Croydon by 69.3 per cent in real terms , the third highest rise in London and compared to a city-wide average of 42 per cent .
Most London councils have lower Council Tax bills and avoided bankruptcy .
What ’ s special about Croydon ?
One factor that can not be ignored dates back to 2015 .
Croydon Council set up Brick by Brick ( BBB ) , a company tasked with building 500 homes a year .
Financed by £214 @ @ @ @ @ @ @ made a loss of £774,952 in March 2019 , despite obtaining some sites for just £1 .
It ’ s yet to make a single repayment on money it borrowed , having completed ony 283 homes in that time ( less than half of which are deemed affordable ) .
The latest set of accounts are still pending , but with profits forecast at a measly £250,000 , Croydon residents will be waiting a long time for the homes they were promised or the loans to be repaid in full .
PwC summed @ @ @ @ @ @ @ delays in bringing new homes to the market has put the Council at serious financial risk and resulted in only a handful of new homes being available .
As a consequence , savings have not been made.
” With almost nothing to show after five years and millions of pounds potentially down the drain , Brick for Brick has undoubtedly had a big role to play in Croydon Council ’ s downfall .
Commercial property investments also failed to deliver .
Take just two examples : the Croydon Park Hotel and the Colonnades @ @ @ @ @ @ @ Loan Board ( PWLB ) , the council purchased these for a cool £80 million .
The hotel is now in administration and , given the current circumstances , the future of the Colonnades doesn ’ t look rosy either .
But again it ’ s not simply about covid .
As my colleague , Jeremy Hutton , explained in his analysis of local authority commercial property investments , high street retail investments were already struggling before the pandemic .
Frankly , access to loans from the PWLB was all too easy .
@ @ @ @ @ @ @ as “ absolutely bonkers ” having requested hundreds of millions of pounds only to receive it “ three days later.
” No wonder then the Treasury has just this month imposed tighter restrictions on lending .
Sadly it came too late for Croydon .
The most recent accounts show the council has over £900 million of outstanding PWLB loans .
Their investment fund is forecast to deliver a net return of only £82,000 in 2020-21 .
Once interest payments are factored in , the council could end up making a loss of around @ @ @ @ @ @ @ is chief executive and founding director of underperforming Brick by Brick .
He was remunerated to the tune of nearly £150,000 in 2018-19 , with fellow directors also enjoying six-figure pay packets .
What did a recent strategic review by PwC make of them ?
It was scathing .
“ There is currently no financially qualified member of the Board to provide challenge to BBB ’ s reported performance or forecasts , ” they said , citing the “ unavailability of robust financial information from BBB.
” A glance at Mr Lacey ’ @ @ @ @ @ @ @ It shows a long career in the public sector , with no hint of financial qualifications aside from a degree in Economics and Political Science .
If PwC ’ s assessment is correct , then two questions spring to mind .
One , why was he chosen for this role ?
Secondly , why didn ’ t he appoint at least one financially literate member to the board ?
Those responsible for his appointment must have their feet held to the fire .
Until September this year , Jo Negrini was chief executive @ @ @ @ @ @ @ 2019-20 , she was one of 15 staff receiving over £100,000 .
Despite overseeing a rise in debt to £1.5 billion that led to the council ’ s downfall , she left with a severance package reportedly worth £440,000 .
As Council Tax increased , both Negrini and Lacey repeatedly failed local residents , but enjoyed gold plated pay at their expense .
Council leaders shouldn ’ t assume that paying top dollar for chief executives will benefit taxpayers .
All too often it ends up costing residents dear .
What can councils @ @ @ @ @ @ @ councils should only enter into the investment world if they know what they ’ re doing .
They must remember that public money is at serious risk .
It ’ s very welcome that the Treasury is imposing restrictions on PWLB loans ; councils should seek to diversify portfolios and demonstrate financial expertise before any investments are undertaken .
Perhaps most importantly of all , council bosses must focus on their statutory responsibilities and stop trying to reinvent the wheel .
They must deliver the best services at the best possible value to @ @ @ @ @ @ @ up efficiency , in order to keep any rises in council tax to an absolute minimum .
There are plenty of places they can make a start .
By abiding by these simple principles , councils can avoid Croydon ’ s fate .

Harry Fone is grassroots campaign manager for the TaxPayers’ Alliance.
Like Northamptonshire before it, Croydon Council has declared itself bankrupt. But what went wrong? Many blame austerity and coronavirus, but this is too simplistic. Through local activists, the Croydon Constitutionalists, I’ve learned of the hapless housing project, ill-judged investments, and wanton waste that sealed the council’s fate.
Is austerity to blame?
Croydon Council’s leader, Hamida Ali, has stated “austerity” is a major reason behind the bankruptcy. On the face of it, she may have a point. As the Council’s 2019-20 statement of accounts makes crystal clear, “since 2010, when austerity began, Croydon has seen its funding from Central Government reduce by 75 per cent”.
But compare it to other London boroughs and a fuller picture emerges. Between 1997 and 2010, before the cuts, Croydon Council raised rates 13 out of 14 years, leaving it with the seventh most expensive council tax charges in London. Residents were consistently asked to dig deeper into their pockets long before the coalition government. Looking at a 20 year period from 1997 to 2017, Council Tax rose in Croydon by 69.3 per cent in real terms, the third highest rise in London and compared to a city-wide average of 42 per cent. Most London councils have lower Council Tax bills and avoided bankruptcy. What’s special about Croydon?
Brick by Brick
One factor that cannot be ignored dates back to 2015. Croydon Council set up Brick by Brick (BBB), a company tasked with building 500 homes a year. Financed by £214 million worth of council loans, BBB made a loss of £774,952 in March 2019, despite obtaining some sites for just £1. It’s yet to make a single repayment on money it borrowed, having completed ony 283 homes in that time (less than half of which are deemed affordable). The latest set of accounts are still pending, but with profits forecast at a measly £250,000, Croydon residents will be waiting a long time for the homes they were promised or the loans to be repaid in full.
PwC summed it up, explaining, “the delays in bringing new homes to the market has put the Council at serious financial risk and resulted in only a handful of new homes being available. As a consequence, savings have not been made.” With almost nothing to show after five years and millions of pounds potentially down the drain, Brick for Brick has undoubtedly had a big role to play in Croydon Council’s downfall.
Risky business
Commercial property investments also failed to deliver. Take just two examples: the Croydon Park Hotel and the Colonnades retail park. Using the Public Works Loan Board (PWLB), the council purchased these for a cool £80 million. The hotel is now in administration and, given the current circumstances, the future of the Colonnades doesn’t look rosy either. But again it’s not simply about covid. As my colleague, Jeremy Hutton, explained in his analysis of local authority commercial property investments, high street retail investments were already struggling before the pandemic.
Frankly, access to loans from the PWLB was all too easy. One former council leader described the process as “absolutely bonkers” having requested hundreds of millions of pounds only to receive it “three days later.” No wonder then the Treasury has just this month imposed tighter restrictions on lending. Sadly it came too late for Croydon. The most recent accounts show the council has over £900 million of outstanding PWLB loans. Their investment fund is forecast to deliver a net return of only £82,000 in 2020-21. Once interest payments are factored in, the council could end up making a loss of around half a million pounds.
A tale of two chief executives
Colm Lacey is chief executive and founding director of underperforming Brick by Brick. He was remunerated to the tune of nearly £150,000 in 2018-19, with fellow directors also enjoying six-figure pay packets.
What did a recent strategic review by PwC make of them? It was scathing. “There is currently no financially qualified member of the Board to provide challenge to BBB’s reported performance or forecasts,” they said, citing the “unavailability of robust financial information from BBB.”
A glance at Mr Lacey’s LinkedIn profile may explain why. It shows a long career in the public sector, with no hint of financial qualifications aside from a degree in Economics and Political Science. If PwC’s assessment is correct, then two questions spring to mind. One, why was he chosen for this role? Secondly, why didn’t he appoint at least one financially literate member to the board? Those responsible for his appointment must have their feet held to the fire.
Until September this year, Jo Negrini was chief executive of Croydon Council. Paid £218,358 in 2019-20, she was one of 15 staff receiving over £100,000. Despite overseeing a rise in debt to £1.5 billion that led to the council’s downfall, she left with a severance package reportedly worth £440,000.
As Council Tax increased, both Negrini and Lacey repeatedly failed local residents, but enjoyed gold plated pay at their expense. Council leaders shouldn’t assume that paying top dollar for chief executives will benefit taxpayers. All too often it ends up costing residents dear.
What can councils learn from Croydon?
For starters, councils should only enter into the investment world if they know what they’re doing. They must remember that public money is at serious risk. It’s very welcome that the Treasury is imposing restrictions on PWLB loans; councils should seek to diversify portfolios and demonstrate financial expertise before any investments are undertaken.
Perhaps most importantly of all, council bosses must focus on their statutory responsibilities and stop trying to reinvent the wheel. They must deliver the best services at the best possible value to residents, relentlessly eradicating waste and ramping up efficiency, in order to keep any rises in council tax to an absolute minimum. There are plenty of places they can make a start. By abiding by these simple principles, councils can avoid Croydon’s fate.