Local Government Funding

Sheryll Murray Excerpts

Monday 6th December 2010 Commons Chamber

[Sheryll Murray (South East Cornwall) (Con)]

Thank you, Mr Deputy Speaker, for allowing me to catch your eye in this important debate.

Having served as a local councillor for a number of years before coming to this place, I praise the Secretary of State for deciding to free local councils from the chains of red tape that stifled local government throughout the years of the Labour Administration. In the current economic climate, there is no doubt that there will be pain and that it will apply to local government as much as to any other area.

Last Friday, my local council in Cornwall adopted an emergency budget and took the early initiative to consider where savings might be made before the settlement announcement. It is predicted that the cost of delaying that decision would have been £55,000 a day. Sadly, opposition parties in Cornwall were promoting further meetings and the delaying of decisions. Ten days of delay would have cost £500,000 and twenty days of delay would have cost £1 million. Opposition parties seem to be engaging in delaying tactics just for the sake of it.

I ask the Secretary of State to note that, on the creation of the new unitary council, the authority inherited a significant number of reserves that were held for specific reasons. Most came with a variety of commitments against them and, as such, remained untouched last year, although there was a minor review through which some reserves were swept up corporately. A new strategy has been introduced, the main theme of which is to reduce radically the number of reserves that are held; to manage all capital reserves centrally as part of the corporate approach to capital financing; to create one budget equalisation reserve per directorate to allow minor budget variations to be funded without recourse to the corporate centre; and to ensure that the authority’s general reserve is sufficient.

The council acknowledges the need to consider alternative models of service delivery, including trusts, joint ventures and arm’s length management organisations, some of which involve services being delivered in partnership with the private sector.

[Justin Tomlinson (North Swindon) (Con)]

On the sharing of services and facilities, does my hon. Friend agree that we must work across service areas with neighbouring authorities and external organisations to deliver value for money and to drive up standards?

[Sheryll Murray]

Absolutely. I wholeheartedly agree with my hon. Friend.

The arm’s length companies will remain under the direct control of the council, but will free up trade with partners and trade outside our borders to bring more business into Cornwall. An example of that shared service is that back-office corporate support functions will be brought together in a single organisation alongside the council’s customer-facing front desk. That new organisation, although council controlled, will be able to sell its services to other partners within and outside Cornwall, generating more investment in our local economy. That will not only safeguard jobs in Cornwall but give the council a vehicle to create new employment opportunities: integrating those services will alone generate £2.7 million of savings.

Other ways of working include outsourcing, which is where organisational functions that could be delivered by in-house teams are contracted out to external organisations. The council has no intention of widespread outsourcing, but it will explore that option where it makes sense and delivers the best solution for local taxpayers.

Social enterprise is another likely model for service delivery, particularly in relation to the integration of health and social care services. Developing new models of service delivery is a radical shift, and the council has said that it will explore the details further in a series of business cases. It has said that it has a major role to play in decisions on how local health services will operate in future. It is keen to benefit from joint commissioning of care services and take the lead through its statutory role in health and well-being. Adult care services could be integrated into health services and new social enterprises, and public health services will become part of the council. The council will offer to provide a joined-up support service for GP consortiums, and there will be an integrated children’s service led by the council.

In Cornwall, the council has been talking about public sector reform for some time. It is resourceful and pragmatic, and it can deliver the big society.