IRRV Scottish Conference reportJohn Butler in the spotlightHealth and performance

The journal for members of the Institute of

Revenues, Rating and ValuationOctober 2007

ISSN 1361-1305£5.50

INSIDE THE INSTITUTE

IRRV Insight is produced by Aspect Mediaon behalf of the IRRV. Unless otherwise indicated, copyright in this publication belongs to the IRRV.

October 2007 ISSN 1361-1305

© IRRV 2007. Reproduction in whole or in part of any article is prohibited without prior written consent. The views expressed in this magazine do not necessarily represent the views of the Institute. Whilst all due care is taken regarding the accuracy of information, no responsibility can be accepted for errors. Any advice given does not constitute a legal opinion.

IRRV President Allan Traynor FCCA IRRV; Senior Vice President Bob Trahern IRRV Junior Vice President Julie Holden IRRV; David Chapman IRRV; Barbara Culverhouse IRRV CPFA; Carol Cutler IRRV; Tom Dixon RD BSc (Est Man) FRICS IRRV; Pat Doherty CPFA IRRV; Richard Guy FRICS (Dip Rating) IRRV MCIArb; Richard Harbord MPhil CPFA FCCA IRRV FIDP FBIM FRSA; Mary Hardman IRRV FRICS MCMI; Caroline Hopkins IRRV; Bill Lovell IRRV; Suzanne Jones IRRV CPFA; Kerry Macdermott IRRV; Roger Messenger BSc (Est Man) FRICS IRRV; Maureen Neave MBA Tech IRRV; John Roberts IRRV; Helen Robertson IRRV; Eric Rose FRICS IRRV; Kevin Stewart IRRV; Angela Storey Tech IRRV; Alan Titheridge CPFA IRRV; Gary Watson IRRV.

IRRV InsightManaging Editor John RobertsAssistant Editor Andreu MachancosesProduction Editor Celia MatherPublisher Tim LloydArt Director Joel O’ConnorDesigner Anja LinkePublishing Assistant Sam Villis

Aspect MediaManaging Director Roger WilsherBakehouse J108 100 Clements Road London SE16 4DGT 020 7064 8400

IRRVChief Executive David Magor, OBE41 Doughty StreetLondon WC1N 2LFT 020 7831 3505E enquiries@irrv.org.uk

Enquiries Chief Executive’s office 020 7691 8972 Policy & research 020 7691 8977 Membership 020 7691 8980 Conferences 020 7831 0881

Andrew Dobson explores the history of the IRRV’s coat of arms, news from the Associations, developments in education and membership, June’s exam and NVQ pass-lists and Colin Thrower on the IRRV Benevolent Fund

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COVER STORY

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Alan Nelson visualises improved public services at a cost-effective rate with online training

REGULARS

FEATURES

E-train to gain

Aspect Media – Winners, Launch of the Year, 2006 APA Customer Publishing Awards and 2007 PPA/IPAC Independent Publisher Awards

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Chief Executive’s notesDavid Magor sets out the battle lines for the debate over the reform of property tax

The big interviewJohn Roberts catches up with CIPFA President, John Butler

International affairsAn insight into the complexities of Russia’s local government from Richard Harbord

In the businessHow shared services can pave the way to transforming local communities for the better

IT/E-governmentBalraj Sandhu explains how technology should empower local government

Doherty’s despatchPat Doherty praises the new code of practice for the sharing of personal information

Conference reportDavid Scott reports on the Institute’s recent Scottish Conference

Legal cornerPaul Russell investigates the rateability of unoccupied land

ViewpointTom Dixon envisages St Albans as the UK’s new administrative centre

Once upon a timeJohn Roberts delves into the Insight archives

Valuation cornerGeoff Fisher discusses the latest topical issues from the world of valuation

Benefits bulletinJulie Holden says local government should work more closely with those providing similar services

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Time to actKevin Watson explores the representation of females in local government through the ages

Health and well-beingThe link between a holistic approach to health and employee performance is examined by Mark Davies

A rate reliefAnne Firth relates the trials and tribulations involved in writing her best-selling publication

Shared servicesPeter Mather, from Trafford MBC, contributes to the shared services debate

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Advertising – Tregartha DinnieVicki ParryT 01908 306500E vicki@tregartha-dinnie.co.ukEditorial – John RobertsT 07952 659258E jcroberts54@hotmail.comSubscriptions T 020 7691 8975

0�ContentsInsight 03

in this process. Not only must we refer to our already published, excellent work, on the alternatives to and modernisation of the property tax, we must also mount an effective campaign to make government and the unsuspecting public fully aware of the implications of these changes to their everyday lives.

We must produce clear evidence of the impact of a local income tax on all working adults. We must create a robust impact assessment, which will reveal the true effect of a local income levy on all adults. We must measure the inflationary effect of local income tax, we must analyse local income tax as a disincentive to work. We must also expose the inefficiency of HM Revenue & Customs in the collection of income tax, including its

inability to deal with evasion, and its recent failures in implementing flagship policies.

We must work with local government to make sure the impact of knee-jerk reaction policies does not destroy local democracy and the important services it provides.

The gloves are off! The Scottish Association will lead the Institute’s response, but we must ensure that we give them every support in what may be a bitter and hard-fought campaign. We must rely on the facts and we must present them carefully - never before has the clarity of our message been more important. n

David Magor, OBE, Chief Executive, IRRV

The publication of the Scottish National Party’s legislative plans in Principles and Priorities - The Government Programme for Scotland has drawn the battle lines for the reform or abolition of the property tax in the UK. The document contains the following proposals:

“We will work with local authorities to freeze the council tax at 2007/8 levels and begin the detailed consultation on our proposals to replace council tax with a local income tax based on ability to pay”;

“We will set out proposals to reduce or remove the rates burden for small businesses in Scotland.”

The consultation process will obviously be critical to the people of Scotland, but it will also have wide-ranging ramifications for those in England, Wales and Northern Ireland. It is important that the Institute participates fully

“We must analyse local income tax as a disincentive to work”

The gloves are off

MEL

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5Insight Chief Executive’s notes 05

ARMORIAL BEARINGS

has always been part of the royal prerogative, although the actual grant is by the hereditary Earl Marshal (the Duke of Norfolk) acting through the College of Arms, which is the corporate body of all the heralds.

In fact, there are three grades of herald – Kings of Arms, Heralds and Pursuivants, all of whom bear historic titles such Clarenceux King of Arms and Rouge Dragon Pursuivant. The heralds also organise state occasions and then parade in their colourful tabards bearing the Royal Arms.

Notwithstanding its antiquity, heraldry is still very much alive today. Many public and professional bodies use coats of arms based on the traditional usage of heraldry, as do football clubs, where it is noticeable that shields or corporate logos with designs incorporating heraldic links with local history are widely used.

A number of individuals apply each year to be granted new arms, and having negotiated

“There was considerable discussion within the Incorporated Association about the motto which should be adopted”

The arms of the Instituteew members will have given much thought to the Institute’s coat of arms (below centre). The coat of arms appears on documents issued by the Institute, such as certificates of membership, letter-

headings and publications, and perhaps we ought to know more about this valuable link with the past as we celebrate the 125th anniversary year of the Institute.

Heraldry in its present form in England dates back to medieval times, when armoured knights and their esquires used distinctive designs to identify themselves to others. The designs became hereditary, with various distinguishing marks for branches of a particular family. Use of heraldic arms was closely linked to the whole concept of chivalry as a knightly code of honour. Conan Doyle’s novels Sir Nigel and The White Company give a vivid picture of how this code worked in practice.

Heralds were used as go-betweens in negotiations on the field of battle between warring princes, and developed knowledge of all the insignia used by the nobility and gentry. They ultimately became part of the royal household, dealing with the grant of coats of arms and experts on the law and practice of chivalry.

Granting of the right to a coat of arms

FAs we celebrate the 70th anniversary of the Institute’s coat of arms, Andrew Dobson traces its history

Above left: the document granting IARVO armorial bearings

06 10/07

Andrew Dobson is the IRRV’s Legal and Constitutional Consultant

the design and the wording of their mottos (and having paid the requisite fees) receive a splendid document engrossed and illuminated by hand which sets out in formal heraldic language the arms they will henceforth be able to use.

The arms of the Institute were originally granted to the Institute’s forerunner body, the Incorporated Association of Rating and Valuation Officers, and the then President of the Association, William Thomas Keach Searjeant, signed the petition requesting the grant of the arms. He is immortalised in the document which was issued officially granting the arms (below left).

The arms were inherited by the Rating and Valuation Association (below right) and latterly by the Institute in its present form, in both cases with a formal approval from the College of Arms for them to be transferred to the new body.

The arms were granted on 25 October 1937, and so this is the 70th anniversary of the coat of arms as well as the 125th of the Institute. The fees to the College of Arms for the grant (including stamp duty) amounted to £136-10s-0d. The document was signed and sealed by Garter, Clarenceux and Norroy Kings of Arms and recited in traditional language based on Norman French that the design of the shield would be as follows: “Vert a bend wavy argent charged with a bendlet wavy azure overall three mural crowns Or.”

The crest, surmounting the shield, was to be “on a wreath of the colours upon a rock proper semee of bezants and plates a lion passant guardant Or supporting a staff gules flying therefrom a pennon gold charged with two branches of laurel in saltire vert.”

The motto is “Diligenter et Fideliter”, which loosely translated means “diligently and faithfully”, which is of course how all members of the Institute are presumed to approach their duties.

There was, in fact, considerable (not entirely serious) discussion within the Incorporated Association about the motto which should be adopted. Among the suggestions of particular relevance to ratepayers were: “Ab Asino Lanam” (blood from a stone), “Inest et formicae bilis” (even the worm will turn), “Bis Dat Qui Cito Dat” (he gives twice who gives quickly) and “Res est Ingeniosa Dare” (it is a fine thing to give).

The coat of arms has served the Institute and its predecessors well for the past 70 years, and long may it continue to be part of the Institute’s visual identity.

The arms of the Institute

@

Celebrating the 125th Anniversary of the Institute

IRRV PUBLICATIONSNew Releases – Autumn 2007

@

Celebrating the 125th Anniversary of the Institute

Annotated Rating Legislation 2007Ed Slater IRRV

The Institute is pleased to announce that a majornew work in its series of annotated texts is soon tobe published. The 2007 edition of ‘Annotated RatingLegislation’ will be produced in a set of four looseleafvolumes, and will contain all primary legislationrelevant to rating together with the currently applicableregulations and orders to the date of publication in 2007.All amendments brought about by statute and statutoryinstrument between 1989 and 2007 have been made tothe text, and legislation repealed, revoked or ceasing tohave effect is so indicated, as appropriate, throughout.This publication, as produced in 2007, will bemaintained by regular updates in the years to come.

HB/CTB Law and Administration 2007Tracy Crowe IRRV CPFA

The administration of HB/CTB is highly-regulated.Legislation and regulations are far-reaching and complex.This, allied to the severe scrutiny under which localauthority benefit offices operate, means the pressureto achieve results is intense. For the first time, theIRRV has published a text book that covers not only thestatute but, addresses all the issues from Recruitment,Training and Staff Motivation through to ICT, DataProtection and Security – plus, everything in-between.HB/CTB Law & Administration, whilst a useful manualfor practitioners, would also appeal to students study-ingfor benefits law and/or benefits administration exams.

*exclusive of VAT and Postage & Packing

For more information and to order on-line please visit: www.irrv.org.ukor contact us by email at: publications@irrv.org.uk

An electronic PDF version is included.

Price*: £495.00

An electronic PDF version is included.

Price*: £275.00

Insight 07

The VOA provides help and advice for businesses affected by flooding

Benefits Team of the Year

Revenues Team of the Year

Most Improved Team of the Year

Excellence in Social Inclusion

Excellence in I.T.

Excellence in Anti-Fraud

Excellence in Valuation

Excellence in Customer Service

Excellence in Education, Training and Development

For further information, please visithttp://www.irrv.org.uk

®

8710_16 IRRV awards ad 1.indd 1 3/9/07 17:35:32

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London and Home CountIeS aSSoCIatIon16 October Local Housing Allowance. Betty Hyman and Leigh Cheevers Venue: The Council House, Marylebone High Road Time: 2:00pm (lunch provided)

29 October Local Housing Allowance WorkshopLouise Freeth.Venue: Chiltern DC Council Offices, Amersham.Time: 4:00pm (Refreshments)

THE ASSOCIATIONS

LanCaSHIRe and CHeSHIRe aSSoCIatIonThe Lancashire & Cheshire Association celebrated its centenary year in its customary fashion with great food, dancing and just a little drink at the Preston Marriott Hotel on 3 August 2007. National President Allan Traynor and the Association President Angela Storey welcomed 100 guests, many of whom brought photographs and memorabilia that were displayed in a collage (above centre).

Letter to the Editor

Editor’s reply: Thank you very much for your letter, you make two very valuable points, on which I invite comments from Insight readers

Dear Editor,Simon Bailey’s article (August Insight) on e-claiming for housing benefit and council tax benefit missed two important points, one positive, one negative.

From the negative angle, few claimants for housing benefit will even own a computer, let alone have an internet connection. ‘E-enablement’ among owner-occupier council tax benefit claimants may be more prevalent, but is still likely to be much lower than the national average.

Set against that, from the positive point of view, few letting agents and landlords will be without an internet connection. As a result, the agent/landlord who accepts benefit claimants (LHA issues aside) can be sure that a timely claim has been made, and hence no danger of the claimant not being eligible at the start of the claim, by allowing the claimant to submit their claim through the agent/landlord’s internet facility. Granted, claimants may not wish the agent/landlord to be able to access their personal details, and that must remain their choice, but e-claiming can be sold as a means of encouraging agents/landlords to accept claimants as tenants. This would be particularly relevant where the agent/landlord’s office is some way from the council’s offices. John Booty IRRV Independent Revenues & Benefits Trainer

Insight 09

8719-51 Insight ad Oct 07.indd 1 11/9/07 12:37:17

avid* had only recently become a student member of the Rating and Valuation Association (now

the IRRV). He had been a revenues assistant with a borough council for some twelve months and was looking forward to a new career. He was very active and a successful sportsman.

He was then diagnosed with Motor Neuron Disease, and far from being very active, was confined to a wheelchair, and had to retire on health grounds. David was married with two young children, aged six and two.

This is no case-study for an examination – the circumstances were very real and distressing and affecting one of our members and his family. We can only imagine the emotional stress brought about in coping with such a serious illness.

The Benevolent Fund was able to give help with grants for specific and general needs. David’s illness was progressive, but that did not stop him from studying with the Open University using an adapted computer.

David died less than two years later, and the Fund continued to assist his family for the next 14 years when, sadly, David’s widow died from a terminal illness. During that time, the children progressed to higher education and employment.

David’s family was one of a number the Fund has been able to help during the past few decades, and

RUNNING THE INSTITUTE

Colin Thrower explains the very real benefits of the IRRV Benevolent Fund

Colin Thrower is the IRRV’s Benevolent Fund Secretary and an Honorary member of the Institute

A history of benevolence

the trustees are indebted to those individuals, associations and companies who have donated generously to the Fund. Guests at the Institute’s awards dinners have also been very generous.

The calls on the Funds have reduced during the past few years. Perhaps this is a sign that members and dependents who meet difficulties are able to obtain help and financial assistance elsewhere, but it could also be that they and their colleagues are unaware of the Fund’s ability and willingness to help with regular grants, or one-off grants for specific needs.

The objectives of the Fund are broadly drawn – it exists ”to provide limited financial support for members and their families who find themselves in difficult financial circumstances.”

We do not have unlimited resources, but we can help members and/or dependents with grants for specific needs, for example, equipment for those with disabilities, or help in periods of unemployment or inability to work.

If you need such financial help, or know a colleague member or family who could do so, please let me know. You can write to Colin Thrower, Secretary, IRRV Benevolent Fund, 91 Garrick Green, Old Catton, Norwich NR6 7AN; or telephone 01603 410342.

To those who continue to give to the Fund – thank you.*Insight wishes to point out that, while the

circumstances illustrated are genuine, individual’s names have been changed

D “The fund exists to help members and their families who find

themselves in financial hardship”

11Insight

EDUCATION AND MEMBERSHIP

he IRRV needs to review its education strategy in order to maintain and increase its presence in the market. Corporate membership for those who take our

qualification is in decline and this needs to be addressed. Confusion exists about the grades of membership and the names of our qualifications. This also needs to be addressed as part of the review.

A more detailed document is available to download from the IRRV website and comments are welcome and encouraged. If there is sufficient interest, a seminar will be held during the Annual Conference to further the discussions.

There are a number of key objectives that the future educational regime should fulfil.

Strategy for the future

TThese have been tested with the IRRV Council and with a number of members involved in the current provision of educational activities. They can be summarised as:

• qualification and grades of membership must be distinguished separately;

• the qualification should recognise the regions of the UK;

• there should be a single qualification that takes members from an early point up to full qualification;

• consideration should be given to offering educational activities at a lower level (equivalent to VQ level 2) as the initial entry point;

• the qualification should be fit for purpose, which means increasing the number of those achieving the equivalent of the current

Suzanne Jones reports on the current review of the Institute’s education processes, which she is leading

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SCOTTISH CONFERENCE 2007

The IRRV would like to thank the followingcompanies for their sponsorship at the

Scottish Conference 2007:

CONFERENCE PENS

PERFORMANCE AWARDS VILLAGE

CORPORATE HOSPITALITY PACKAGE

MAIN STAGE SET

BADGES & LANYARDS

8608_16 Scottish TY panel 11/9/07 11:33 Page 1

Suzanne Jones is the immediate past President of the Institute

corporate level of qualification;• assessment methodologies should be

reviewed;• course provision needs to be thoroughly

revamped to meet modern learning requirements;

• modular learning to acquire points should be adopted;

• employer engagement should be increased; and

• it should be affordable and represent value for money.

As well as considering the educational strategy and the learning provision at this time, it may be that the membership wishes to consider a review of the designatory letters that are attached to grades of membership. Views are again welcomed.

There are a series of events that need to happen next:

• consultation paper to be widely circulated with comments to be sent back by end of November 2007, preferably via the website;

• a seminar to be held at Annual Conference, if there is pre-registered interest;

• a working party will be set up, for which a few people have volunteered, but others will be very welcome to develop the syllabus; and

• a bursary, for which applications will be sought, will be established to take 50 existing technicians through the Advanced Certificate and Diploma to test out the final product. It is anticipated that this will run from September 2008 to January 2009.

13NewsInsight

8720-51 CCS Recruitment Ad Oct I1 1 13/9/07 09:57:31

New members Employer Job title Membership typeCharlotte Harris Breckland District Council Revenues Officer STUDENT

Lucy Talbot Breckland District Council Council Tax Billing Manager STUDENT

Agatha Amanquanor Enfield London Borough Council Revenue Information Officer STUDENT

Yvonne Brown Enfield London Borough Council Acting Council Tax and Rating Manager STUDENT

Carmel Culligan Enfield London Borough Council Benefits Officer STUDENT

Nwabueze Aghodeaka Edinburgh City Council Revenues and Benefits Officer STUDENT

Edward Crawford Edinburgh City Council Visiting Officer STUDENT

Sonja Binns (Information unavailable) (Information unavailable) STUDENT

Joanna Taylor South Cambridgeshire District Council Benefit Assessor STUDENT

Abi Thompson Daventry District Council Billing and Recovery Officer STUDENT

Leanne Evans Chorley Borough Council Local Taxation Officer STUDENT

Quentin Auguste Haringey London Borough Council Customer Services Officer STUDENT

George Chapman Brent London Borough Council Assessment Team Leader STUDENT

Anita Cheel Tendring District Council Benefits Officer STUDENT

Debie Ellis Lambeth London Borough Council Customer Services Officer STUDENT

Natasha Francis Lambeth London Borough Council Benfits Admin Offcer STUDENT

Laura Hall Merton London Borough Council Appeals Officer STUDENT

Daniel Hitchcock Capita Business Services Technical Officer STUDENT

Vojin Joksimovic London Borough of Haringey Graduate Trainee STUDENT

Chileshe Kaluba Wandsworth London Borough Council Benefit Assessor STUDENT

Richard Knight Liberata UK Limited Team Leader STUDENT

Caroline Lewis Croydon London Borough Council Revenues Assistant STUDENT

David Lynch Wandsworth London Borough Council Customer Services Officer STUDENT

Fatma Magram Kingston Upon Thames Royal Borough Council Council Tax Officer STUDENT

Elizabeth Marshall Tendring District Council Benefits Officer STUDENT

Jennifer Noble Barking and Dagenham London Borough Council Council Tax Team Leader STUDENT

Amrah Rahman Kingston Upon Thames Royal Borough Council Housing & Council Tax Benefits Assessor STUDENT

Karen Williams Hackney London Borough Council Customer Services Officer STUDENT

Stepanie Matthews Tendring District Council Senior Recovery/NNDR Officer STUDENT

Deborah Barton Berwick Upon Tweed Borough Council Visiting Officer STUDENT

Carherine Kerr Stirling Council Customer Services Officer STUDENT

Gillian Taylor Stirling Council Customer Services Officer STUDENT

Andrea French Swale Borough Council Customer Services Officer STUDENT

Noora Hassan Aylesbury Vale District Council Adjudication Officer STUDENT

Jessica Lenthall Aylesbury Vale District Council Rating Officer STUDENT

Sarah Stevens Aylesbury Vale District Council Benefit Assessor STUDENT

EDUCATION AND MEMBERSHIP

10/0714

neWS oF memBeRSSuzanne Jones, immediate past President of the IRRV, has taken up a new role with the Environment Agency as Regional Corporate Services and Finance Manager for the Anglian Region. Under her remit, she will have finance, legal, procurement, business planning and estates and facilities management. She will be based in Peterborough, looking after a region that stretches from the Thames Estuary to the Humber Estuary.

New members Employer Job title Membership typeJulie Bell Stafford Borough Council Revenues Development Officer STUDENT

Sheryl Dixon Hillngdon London Borough Council Senior Revenue Officer STUDENT

Matthew Edmunds Barnet London Borough Council Local Taxation Officer STUDENT

Andrew Hannon Barnet London Borough Council Local Taxation Officer STUDENT

Kathryn Harding Havering London Borough Council Benefits Officer STUDENT

Abayomi Ishola Brent London Borough Council Benefit Assessor STUDENT

Ian Webb Havering London Borough Council Benefits Officer STUDENT

Kevin Thomas North Ayrshire Council Benefits Officer STUDENT

Dawn Weekes Midlothian Council Revenues Officer STUDENT

Caroline Whip North Ayrshire Council Benefits Officer STUDENT

Samantha Tims Kings Lynn & West Norfolk Borough Council Revenues Officer STUDENT

Neil Greenwood South Holland District Council Visiting Officer STUDENT

Tracey Howes South Holland District Council Benefits Officer STUDENT

Andrew Whysall South Holland District Council Assistant Benefits Manager STUDENT

Louise Bennett Ellesmere Port & Neston Borough Council Training & Policy Officer STUDENT

Shelley Taylor Impact Benefit Assessor STUDENT

Okie Adebanjo Harrow London Borough Council Revenues Assistant STUDENT

Catherine Blandford Hillingdon London Borough Council Benefits Officer STUDENT

Tamanna Boylla Bedford Borough Council Customer Services Officer STUDENT

Nigel Downey Southend on Sea Borough Council Benefits Officer STUDENT

David Flynn Southend on Sea Borough Council Customer Support Officer STUDENT

Nicola Hoar Harlow District Council Revenues Recovery Officer STUDENT

Patrick Kavanagh Wandsworth London Borough Council Senior Overpayments Officer STUDENT

Fay Leversha Welwyn Hatfield District Council Council Tax Officer STUDENT

Richard Palmer Bedford Borough Council Benefits Assistant STUDENT

Taryn Smith Greenwich London Borough Council Revenues Assistant STUDENT

Sean Smith Hillingdon London Borough Council Senior Benefits Officer STUDENT

Layla Warren Southend on Sea Borough Council Council Tax Officer STUDENT

Emma Wood Welwyn Hatfield District Council Benefits Officer STUDENT

Isabel Cook West Lothian Council Revenues Officer STUDENT

Michael Crisp Rating Advice Bureau Contract Manager STUDENT

Diane Lane Tonbridge & Malling Borough Council Revenues Assistant STUDENT

Tracey Still Swale Borough Council Benefits Officer STUDENT

Hayley Hopkins Stafford Borough Council Benefit Assessor STUDENT

Lesley Macrae City and County of Swansea Benefits Assistant STUDENT

William Tunnicliffe Leeds City Council Administrative Assistant STUDENT

Les Tuckwell is the Manager of the IRRV’s Distance Learning Centre

Insight 15

dIStanCe LeaRnInG deSPatCHAfter a typically British summer, our attention turns to studying again, and I take this opportunity to remind you that there is a fund of useful information on the DLC website at http://lis.newport.ac.uk/dlc/index.htm. Please take a moment to have a look at it.

The draw for the questionnaire prize was made by a member of the IRRV Education Team and the winner has received the £25 voucher. The winner was Ngan Yip from the Valuation Office Agency. Congratulations to her. I am pleased to say there was a slightly better response this year – but still disappointing at 18%.

I am pleased to congratulate all the

DL students who were successful in the June examinations. I have not had time to look at the results fully yet, but will make sure I do before the next Despatch and bring everyone up to date then.

We are working hard to bring all the modules up to date, as requested by the authors, and to incorporate the suggestion made by the content reviewers. This will be ongoing for a few months at least, but I am sure it will be worth it.

The enrolments are being processed as quickly as possible, and by the time you read this most of the early-enrolling students will have received the first of their modules. However, as I have said many times before, if there are any problems or queries then please let us know straight away.

The students’ days have been arranged again for this year, and the booking form is on the

website. It is free, but you have to pay your own travel, etc. It is open to anyone who thinks they may benefit, not just those starting now. Please get in touch if there is any doubt.

Once again I am looking forward to the Annual Conference in Brighton, and to meeting as many of you as possible. I am especially looking forward to the education day and to meeting the prize-winners – it’s one of the highlights of the event for me.

In the meantime, please keep in touch and make sure that we have your up-to-date e-mail address, so we can pass on all the latest information efficiently.

PASS LIST AND PRIzE-WINNERS FOR JUNE 2007

1. Overall Technician prize-winner 2. Subject prize-winner in Housing and Council Tax Benefits Law 3. Subject prize-winner in Revenues Administration and Council Tax Law 4. Additional credit for Revenues Administration 5. Additional credit for Revenues Administration 6. Subject prize-winner in UK Constitutional Framework, Overall prize-winner for Level One 7. Subject prize-winner in Commercial Law 8. Subject prize-winner for Principles of Accounting – Dec 2006 session 9. Subject prize-winner for Principles of Accounting 10. Subject prize-winner for Management

Scottish Vocational

Qualification – Housing

and Council Tax

Benefits

Fiona Allan

Carina Bell

Yvonne Blackstock

Nicola Brymer

Alison Christie

Ashley Douglas

Liz Drummond

Margaret Ferguson

Elizabeth Gibb

Jeanette Gorrie

Pauline Graham

Lisa Gray

Muriel Gray

Edith Hamilton

Karen Harkness

Paul Igoe

Maureen Macaulay

Colleen MacDonald

Jacqueline Macpherson

Yvonne McDonald

Sylvia McGarry

Christine McManus

Karen Odoko

June Simpkins

Robert Stephen

Gordon Stewart

Kay Troup

Dorothy M Waines

Janette Wallace

Scottish Vocational

Qualification – Local

Taxation

Brian Aitchison

John Foggan

Gillian C Shiels

Kerry Yorkston

National Vocation

Qualification – Housing

and Council Tax

Benefits

Louise Archard

Helen Clare Bradley

Denise Brown

Tania Campodonic

Anne Clark

Neville Costello

Joanna Dancey

Katrina Davies

Anne Edwards

Vera Fenton

David Geeson

Bernadette Dolores

Gibson

Margurite Hamilton

Jacqueline Harris

Josephine Herdman

James Kehoe

Sharron Knott

Elaine Marshall

Katrina Marshall

Christopher John Martin

Sally Morris

Jennifer Morrison

Amy Nelson

Vivienne Ogden

Joanna Peacock

Gary Pegram

Linda Phillips

Vanessa Pryce-Williams

Anne Margaret Pynegar

Linda Reeves

Robin Reynolds

Judith Robinson

Joanne Royle

Sara Tidey

Yvonne Underwood

Donna West

Dawn Williams

Lianne Williams

National Vocational

Qualification - Local

Taxation

Christopher Bridson

Kim Childs

Rachael Hendy

Michaela Heritage

Jeffrey Nicholas Lowe

Suzanne Nicol

Natalie Smith

The following candidates have successfully completed their IRRV Scottish or National Vocational Qualifications so far in 2007. Congratulations!

Technician,

England

and Wales

Shirin Abdulhusein

Louise Adrian

Stacy Arnold

David Aubrey

Tina Barnard

Nina Bartlett

Laura Bensusan

Andrew Billingham

Andrew Bishop

Joanne Blackwood

Jason Blaney

Charlotte Blunden

Louise Boddy

Erika Braithwaite 1

Neeley Bryant

Rosemary Caddy

Laura Callaghan

Melanie Cass

Zhensheng Chen

Allan Clark

Julie Clements

Samantha Collins

Joanne Colman

Sandra Cordiner

Amanda Coulton

Paul Crawford

Maria Curtis

Gareth Davies

Rebecca Davies

Olive Deasy

Victoria Deighton

Navjit Dosanjh

Samantha Durham

Susan Edwards

Graham Robert Edwards

Kathryn Ellis

Wendy Evans

Suzanna Fanneran

Leann Ford

Sally Foreman

Daivid Gibson

Nita Golding

Lorraine Gray

Victoria Guildford

Catherine Hainsworth

Emma Hamilton

Cathy Hart

Rachel Hendrie

Martyne Hill

Gillian Hills

Andrew Hodkinson

Rachel Holman

Emma Jenks

Clair Jeremy

Richard Jessett

Matthew Johnson

Matthew Kelly

Zoe Kent

Cheryl King

Rebecca Knight

Jane Knight

Nichola Lawrence

Ian Lloyd

Linda Lott

Thomas Main

Alan McCarten

Clare Louise McCormick

Gillian McCutcheon

Iain Mclean 2

Rebecca McMaster 3

Stuart Minors

Louise Moon

Clare Morley

Sharon Murphy

Bernadette O’Brien

Clare O’Reilly

Nneka Osibeluwo

Mark Painter

Simon Parkin

John Payne

Louise Pike

Sarah Power

Michelle Purdy

Kevin Ralhr

Simon Riley

Janice Routledge

Brenda Rowell

Caroline Saych

Richard Sheppard

Amy Shreeve

Jonathan Spray

Miriam Stewart

Stephen Temple

Victoria Thompson

Paul Thornhill

Andrea Tootle

Donna Wall

Carly Watmough

Alison Wayman

Jason Webb

Linda Weiser

Pam Wheeler

Karen Elizabeth Williams

Lorna Williams

Louise Woolhouse

Nadine Wright

Shirley York

Technician,

Scotland

William Anderson 4

Lynsey Anderson

Sarah Archbold

Danielle Ball

Jennifer Bone

Deborah Grace

Cochrane

Valerie Cooper

Louise Coyle

Fiona Drummond

Christine Dunn

James Finlayson

Allison Goodbrand

Allan Kennedy

Suzanne Kettles

Esma Low

Douglas McKenzie

Sharon Obrzud

Claire Riley 5

David Sibley

Graham Watt

Technician -

additional

subject

credits

Alan McGill Revenues

Administration

Thomas Muir Revenues

Administration, Non-

Domestic Rating Law,

Scotland

Elaine Murray Revenues

Administration, Non-

Domestic Rating Law,

Scotland

Andrea Teasdale

Revenues Administration

Level 1,

England

and Wales

Amanda Badger

Laura Bessell

Phill Black 6

Mairead Brophy

Lynne Hunt

Amanda Maltby

Ryan Mason

Helen McQuire Jones

Carlos Ojelade 7

David Pickering

Tessa Reeves

Michelle Smith

William Waight

Tracy Westwood 8

Level 1,

Scotland

Pauline Flynn 9

Darren Janetta

Level 2,

England

and Wales

Susanna Blustin

Jonathan Dakin

John Farrar

Gemma Shaw

Jayne Elizabeth Troop

Level 3,

England

and Wales

Heather Adeyemi

Claire Carver

Victor Dockree

Andrew James Hudson 10

Mark Hughes

Joan Ijaz

Francine Keenan

Tony Longworth

Daniel Lucking

Lesley Main

James McKillop

Tracy McLorie

Keith Parkinson

Sharon Pearce

Leanne Roberts

Kate Simmonds

Level 3,

Scotland

Rachel Kathryn Bell

VOA/IRRV

Qualification

Part 1

Andrew Baker

Jane Berry

Nigel Lawrence Davies

Leon Ghanie

Neil Humes

Mark John Kendrick

Neil Moran

Trevor Thompson

Julie Anne Weekly

10/0716 Celebrating student success

www.irr vlearning.org.uk

Online Training

@

s the government continues to push for more ambitious efficiency targets, what exactly are the ‘opportunities’ that Varney cites in his report, Service Transformation: A

Better Service for Citizens and Businesses, A Better Deal for Taxpayers, and what role does training and development have to play?

There’s no straightforward answer to that, but one thing is clear, training and development is going to be at the centre of many of these moves. What local government is being asked to deliver can’t be achieved just through clever cost-cutting – this is about being smarter about the way we do things, making sure we are getting the most out of our people and doing things efficiently, all while ensuring an improved service is being provided

to the taxpayer. There is no way this can be achieved

without adding skills to our workforce and improving the ones they already have. We are asking our staff to work more efficiently and, in many cases, to become experts in a variety of areas, not just in their specialisation.

How can we achieve this without spending more money? The secret is to find a way of delivering training and development to these people that is not only better, but also costs less. How is this possible, I hear you cry! The answer is, without a doubt, e-learning. Not only is it better, but it is more cost effective. The perfect Varney solution!

So why is it better? We hear all sorts of reasons from our learners, but here are some of the advantages of e-learning that are most frequently voiced:

Flexible: e-learning provides a flexibility of delivery that traditional training just can’t do. No longer do you have to wait for a ‘quota’ to run a training session. If you have an online programme it is available for the individual when they need it. Gone are the days of new hires waiting three months for their induction. accessible: you can’t talk about e-learning without mentioning accessibility. And it is the changing face of our workforce that is driving the need for accessible training. A recent survey of professionals suggested that 42% would choose to do some or all of their learning online. The same survey showed that if you are a woman under 30, this increased to nearly 65%. Many, especially those who are not office-based, value the opportunity to fit learning around their work, their clients and their personal life. In many ways, that need

A

train to gainThe best way to improve services cost-effectively is by providing staff with online training and development facilities, says Alan Nelson

18

not be as disruptive as a face to face event. Anyone who wants to promote the work-life balance should think seriously about providing e-learning opportunities for their staff.Inclusive: we’ve all heard it said that, with a face-to-face course, the trainer will at any one time have only 50% of the learners truly engaged. The rest are either way ahead and getting a little bored, or way behind and trying not to be noticed, for fear of being asked a question. That’s why online learning is the

ultimate ‘safe place to learn’. With e-learning, you can’t get left behind or be held back by your classmates – you go at your own pace. What’s more, if you want to comment,

you can share your ideas with colleagues and discuss them online. E-learning enables everyone to do this, and they will all be ‘heard’, not just those who have the loudest voices.up-to-date: this isn’t necessarily true of all e-learning. You need to pick suppliers carefully, but if you do, e-learning can be designed in a way that makes it easy and cost-effective to update. For example, the IRRV’s Euclidian programmes are all updated as and when changes happen, they even invite users

“Training staff must be at the heart of improving services cost-effectively”

train to gain

to suggest changes and can act on those suggestions quickly. So, if you were to access your Euclidian Benefit Pro course on 1 April, all 30 modules would already have been updated to include the new rates. And because it’s online, you make one change centrally and know that everyone is now viewing the most up-to-date version. The same can’t be said about a manual or a CD-ROM course.measurement: it’s up to you how you use it, but e-learning provides an unparalleled opportunity to monitor learning centrally. One application of this is the new training needs analysis tools offered by the IRRV. Judith Johnson of Cherwell District Council has put all of her benefits officers through these assessments. “This has enabled us to identify areas (topics) where training is needed across the whole team as well as training just for specific officers,” writes Judith. A fantastic tool for development planning, all achieved through some simple web-based reports.

One often missed benefit of monitoring and measuring is that you can learn lots from it. You can see who is doing what and when and for how long. So, not only can you see which courses are popular, but which bits of courses are engaging people most. This information can help you hone your training so what you offer is really what is required.

And most importantly, you can get all these benefits at a lower cost than traditional training as well. Where you have a large audience to train on a particular topic, like health and safety or equality and diversity, it really is a no-brainer. The savings are immense. In a recent article in People Management, Tracy Connage, Deputy Director of HR and Diversity at Brent Council, talked of saving £116,000 by putting 2,500 staff through health and safety training online, as opposed to face-to-face.

Where you have people of different experience or knowledge, it can be more cost-effective to develop one course, but one which offers flexible routes through the content, than it is to develop several versions of the same course. Because it allows learners to personalise their learning, you can cater for a wide variety of levels and types of experience. The same cannot be said of traditional methods, which dictate that all learners learn the same stuff, at the same pace.

In short, if you source it carefully, e-learning can not only save you money but it can provide you with a better learning experience as well. So if you want to make sure your staff are ready for the challenges facing local authorities today, you should definitely consider the e-learning option. n

Alan Nelson is co-founder and Managing Director of Nelson Croom. Nelson Croom develops online learning programmes for adult professional learners. Their programmes include the Euclidian suite of products developed in partnership with the IRRV

“If you want to make sure your staff are ready for the challenges ahead,

you should consider e-learning”

19

ANNUAL CONFERENCE 2007

The IRRV would like to thank the following companies for their sponsorship at the Annual Conference 2007:

MAIN STAGE SET, BANNER/DISPLAY BOXES

& STAIR RISERS

REGISTRATION DESK &FRINGE MEETINGS

DIRECTIONAL SIGNAGEHOSPITALITY SPONSOR

8666_16 FR Annual TY panel 9/8/07 12:17 Page 1

There’s another local government landmark this year, and it’s coming to your council soon. The centenary of the Qualification of Women Act will be celebrated on 1 November 2007, a law that gave women the right to be elected to borough and county councils.

During the Victorian age, men determined the course of political life. The only exceptions to this patriarchy were the Queen (although her powers were limited), and some minor posts in the lower reaches of government administration.

Among these posts were elected appointments to regional boards. These boards sat to consider issues such as education and health, but if a local council absorbed a board’s duties, as it sometimes did, any female members were obliged to resign.

This situation continued until 1894. Women were then allowed to be candidates for the newly formed urban and rural district councils. However, the female councillors in urban districts automatically lost their posts if the town they served grew and became a borough.

However, these examples of inequality were increasingly challenged. In the late 1880s, Annie Leigh Browne founded the

Time to actThe centenary of the Qualification of Women Act is just around the corner, but female representation in

local councils is still less than impressive. Kevin Watson reports

Kevin Watson is a technical writer, email: kevin@freelance-technicalwriting.com

House of Lords. Less than five months later, the Act was law. A female ratepayer could stand as a councillor in a borough or county council and could also be elected mayor.

The WLGS continued for a few more years and disbanded during the First World War. But with the centenary of the Act approaching, a group of like-minded women have revived the society.

Reflecting the events of 100 years ago, the newly-formed WLGS sent a letter to Tony Blair (with a copy to The Times) on 1 February 2007. The letter was signed, among others, by two dozen former and current female council leaders, councillors and mayors. It commemorated the centenary of the Qualification of Women Act, honoured the achievements of women councillors and updated the work of the WLGS.

These themes were also written into the constitution approved at the society’s AGM on 10 March. Among other aims, the constitution states the intention: “to secure a greater representation of elected women in local government in England, Scotland and Wales through positive action, promotion, support, mentoring and lobbying.”

The need for this greater representation is illustrated by some simple facts. Research conducted by the Fawcett Society, an organisation that works for women’s rights, shows that the percentage of women councillors in the UK is 27%, with 70 councils having 20% or fewer. Those with particularly disproportionate figures include Merthyr Tydfil in Wales and Strabane in Northern Ireland, each of which has just one

female councillor. In England,

the lowest representation for district and county councils appears in the same region. North West Leicestershire DC

has five women councillors out of a possible 38, while in Leicestershire CC the number of female members is 15% of the total. At the other end of the scale, there is just one council where women outnumber men – Redcar and Cleveland.

To encourage change, the WLGS has initiated a number of projects including a web-based scheme to gather information about female councillors throughout history. This scheme will later develop into a forum where women can contribute their experiences and thoughts about local government leadership.

The society is also arranging community exhibitions, drawing attention to the Qualification of Women Act and the part played by women councillors in the locality. So watch out, the exhibition may soon arrive at a Civic Centre foyer near you! n

“During the Victorian age, men determined the course of political life”

Women’s Local Government Society (WLGS), a group drawn from campaigners involved in Liberal and suffragist organisations. The purpose of the society was to promote the entitlement of women to stand as candidates in all local government elections.

In pursuit of its aims, the WLGS lobbied government and opposition MPs. Then, sensing progress, it sent a letter to the Prime Minister, Henry Campbell-Bannerman, on 1 February 1907. The Times published a copy of the letter on the same day.

The main theme of the letter was that women should have a lawful right to stand in local elections. The response was positive. On 12 June 1907, draft legislation known as the Qualification of Women Act appeared in the

21

vidence indicates that organisations are not very successful at managing the relationship between pressure/stress, performance and absenteeism, and that as individuals we are not

too successful at managing our health. There is a strong case to support that insufficient attention is paid to our psychological state as a cause of absenteeism, poor performance and low morale at work.

In tackling these issues, we need to expand our definition of health to include psychological health, ie, a more holistic definition of health that includes our emotional state, confidence, motivation and character as well as our physical condition.

We should, therefore, consider the importance of adopting more positive and proactive approaches to the promotion of holistic health as a foundation to performance at work. A psychologically strong and healthy employee is likely to be a better performer and more of a team player than an unhappy and unhealthy employee.

It must also be understood that investment in the development of employees’ technical, managerial and leadership development cannot be fully realised if they are suffering poor physical or psychological health. Organisations need to balance their investment into improving capability for work with improving their employees’ capacity for work.

So how can we improve our capacity for work? How can we improve our productivity and efficiency without threatening our health, morale and becoming too exhausted at the end of the day to enjoy our lives outside work?

Personal developmentAny personal development programme seeks to encourage a person to change his or her way of perceiving some aspect of him or herself or the way in which they interact with their world. Sometimes people are self-motivated to undertake this personal change, but more often than not they need to be motivated to change, and this is certainly true when it comes to health and lifestyle behaviours.

The approach we have developed focuses on improving a person’s self-awareness of how they physically and psychologically interact with the world. This interaction is often subconscious and automatic, as we respond with the physical

E

“Just 2% dehydration can create a loss of concentration of up to 20%”

Mark Davies continues his exploration of the connections between holistic health and employee performance at work

Working towards holistic health22

more positive influence over our emotional state improves the climate within which our thinking takes place. It makes us better people, managers, friends and colleagues. Ask yourself how often you consciously attempt to put yourself in a positive and relaxed emotional state to deliberately improve the intellectual quality of your thinking. How often do you put your team or your colleagues in a positive emotional state in order to improve their performance? Why do we not do this? Because we are in the habit of not doing it.

An even more simple example is the effect that food and drink have on our moods or our ability to think. Sports scientists will tell you how crucial hydration is to athletic performance. They know that just 2% dehydration can create a loss of concentration of up to 20%. Footballers, rugby players, etc, do not suddenly lose their technical ability in the last quarter of a game, but it is in that last quarter when the most mistakes are made.

When dehydration begins to take its toll our holistic functioning becomes less efficient – the mind-body link starts to break down. We cannot concentrate as well, our performance deteriorates, mistakes are made, we develop headaches and go home tired. Sound familiar? How serious a problem is dehydration and its subsequent effect on the quality of our thinking? Well, research has shown that 75% of Americans are chronically dehydrated!

We do recognise this holistic functioning, but not as much as we could do. So, for example, in cases of bereavement we recognise the spiritual impact that this can have on the emotional/rational and physical parts of us and allow compassionate leave, show sympathy, tolerance etc. But what we do not recognise is how we can use this holistic understanding to help manage ourselves and our people more effectively.

Think of this holistic model as a simple manual of health. Our mind, body and spirit all need attention because they interdepend on each other. We are not just robust machines that never break down. We are very complex physical, emotional, rational and spiritual beings, but we are very rarely taught how this complexity works. However, we do have the choice of whether or not to look after ourselves, proactively, and to promote good health at work. So it is up to each one of us. We can ignore this manual or blueprint of our health in the same way we can ignore our car’s manual and service book, but with the same outcomes – less safe, less efficient, reduced lifespan, lower value etc. Spend a few moments to think about how well you look after yourself. Do you, in fact, look after your car better than yourself? Adopting a more holistic understanding of yourself and the people you manage creates a great opportunity to offer proactive and supportive help that can really make a difference to you and the organisation. In the next article, we will explore more models to help improve our self-awareness and performance. n

and psychological habits we acquire through the experiences of our lives.

To put this more plainly, why do your employees respond differently to a memo, a team meeting, a period of change, etc? The contents of the memo, the messages of the meeting and the requirements of the change are the same, yet they inevitably generate different responses – sometimes positive, sometimes negative or maybe apathetic. Employees learn from previous experiences and subconsciously respond to current experiences. If you are seeking to develop your employees it is not just about providing new learning opportunities and materials, it is also about how to undo some of the unconscious and unhelpful learning from the past.

This is not at all easy. The fact that it isn’t is one powerful reason why the results of training can be disappointing, particularly if they are seeking to change behaviour as distinct from adding new technical skills. It is also critically important to realise that the training is not just an intellectual exercise – it is an emotional one too. People have to be motivated to change, and that very definitely is an emotional exercise.

How can we become more self-aware?In order to become more self-aware, so that we have greater insight into our behaviour and our accompanying strengths and weaknesses, we need a number of reference points or tools. Models of what it is to be a human being, so that we can compare ourselves to such reference points and the experiences of others.

The first model to consider is that which describes us as a holistic being:

model 1 – our blueprint, how we are designed This captures the holistic view, and helps to remind us that although we can focus a lot on our physical well-being there is much else to consider, not least how we holistically function.

Let us underline the importance of recognising our holistic functioning. The mind represents the part of us which is both rational and emotional. We spend much of our time in an emotional state, and this clearly affects the quality of our thinking. Learning to exert

Mark Davies is founder of The Holistic Company, contact him at: markdavies@theholisticcompany.net

“We are very complex beings, but we are

very rarely taught how this complexity works”

Working towards holistic health23

presume it will come as no surprise to anyone leafing through the 262 pages of complex technical material and calculations that comprise my publication, Non-Domestic Rating 2005 Valuation List Transitional Arrangements

Manual, that the procedure for writing (and publishing) it was both time-consuming and technically very challenging.

Before even the first word could be written, I had the preliminary (and unenviable) task of interpreting the new transitional regulations, which was severely hampered by the inability of the relevant government department to provide the usual accompanying general guidance notes and any direct assistance, for legal reasons. I did, however, have the benefit of a few related explanatory articles published in the Institute’s journals, and found those written by Gordon Heath (a co-author of the 2005 transitional scheme) to be particularly helpful. At the time, I never envisaged I would have the pleasure

of both meeting Gordon and subsequently receiving an emphatic endorsement of the publication in his book review, which included a recommendation to all practitioners as standard reference.

Fortunately, as the publication is actually

the third in a series (the first two of which, relating to the 1995 and 2000 transitional schemes, I published independently), I already had an existing structure and basis from which it could be developed. Unfortunately, the

introduction of small business rate relief and its consequential impact on the transitional regulations made this procedure, lasting over 12 months, both extensive and laborious.

Once the standard terms and phrases capable of unambiguously explaining the full

implications of the introduction of two multipliers had been determined, section by section, the existing text (in various Microsoft Word documents) was updated, extended, and reviewed. Simultaneously, each of the 34 worked

examples were gradually created in Microsoft Excel. Its calculation features were used initially to determine their broad outline and then as a means of both verifying my manual calculations and facilitating the process of proof-reading

A rate relief

“Writing this publication has, by far, been the hardest and longest project I have ever undertaken”

Anne Firth records the trials and tribulations of the evolution and publication of her IRRV best-selling publication on business rates transitional relief

I

24

of interpreting the new regulations governing the 1995 transitional scheme. Sales of the manual, which started almost immediately, together with the overwhelmingly positive feedback I subsequently received, have jointly provided one reason to continue producing each new version. The decision to write the manuals has proved, with time, to be the most important and influential I have made in my career. It has provided the impetus for becoming self-employed, the incentive for developing my IT skills, and the means of enabling me to work with the Institute, all of which were completely unforeseen and have, in turn, provided additional, self-perpetuating, motivation. I imagine students undertaking the Institute’s distance learning programme as a route to qualification are, like myself at the time, currently unaware of the potential usefulness of the vital personal skills, for example, self-motivation, discipline and ability to become self-taught, that they will inevitably acquire.

Due to the difficulties I had persistently experienced when attempting to confirm my interpretation of limited aspects of the 2005 (and 2000) transitional regulations, at one point I had concluded the latest version would be the last of the series. However, after (and with

hindsight) belatedly approaching the Institute and receiving David Magor’s offers to provide any support I needed and take over publication, any future versions required are now effectively assured. Furthermore, at my request, the Institute will in autumn be publishing updated editions of both the 2000 and 1995 manuals, a draft copy of which will be previewed at the annual conference in Brighton.

It seems incredible to me now that I was initially reluctant to relinquish even part of the control of the manual to the Institute, as all my reservations have proved to be completely without foundation. Indeed, the Institute has finally enabled me to fulfil my lifelong ambition of becoming a published author (with an ISBN, no less, which has really impressed a couple of my friends!), but I imagine the fictional characters and plot I previously anticipated creating will now never materialise. I even had my very own book launch, courtesy of the Institute! n

and refinements. To simplify and speed up this tedious, but essential, process I learnt to use QuarkXPress to enable me to directly input any text amendments I required (and, being a perfectionist, it meant I could be pedantic to my heart’s content!). In the future, it will also enable the anticipated two annual updates, replacing the currently estimated calculations for 2008/09 and 2009/10 with actual figures and incorporating any necessary legislative amendments (plus any new versions), to be produced much sooner.

When I finally saw the finished product I was personally thrilled with how professional it now both reads and looks, with the benefit of Jamie’s expertise, in its Institute corporate A4 ring-binder cover, complete with section dividers and electronic PDF version. I also felt very emotional as I reflected upon how much pride and pleasure it would have given to my late father, to whose memory I have dedicated the entire series, and on how both the manual and I personally had developed since its inception. Writing this publication has by far been the hardest and longest project I have ever undertaken, has taken virtually every skill I possess (professional, IT and personal) to complete, and has ultimately produced what

is, in my opinion, the best and most rewarding piece of work in my entire career.

At the book launch, on 15 May at the Institute’s Collection and Enforcement Conference in Kenilworth, I was asked for the first time why I came to write the publication.The first version was originally developed from an internal training document I wrote 11 years ago (on an old black and white laptop I borrowed at weekends using Lotus Ami-pro software) while working for a metropolitan billing authority. Long before it was even completed, I had the inspirational idea of converting it into a format suitable to be independently published and marketed to other billing authorities, to assist with the difficult task

Anne Firth is a rating expert specialising in issues surrounding transitional relief. Anne’s book is available through the Institute – for further details go to www.irrv.net or ring 02076918975

• Determination of eligibility for transitional protection; • Charge calculation following a material change and/or split/merger/reconstruction list amendment; • Issue/implications of all types of transitional certificates;

• Appeal/correction charge recalculations, including total savings/adjustments; • Overpayment interest entitlement and calculation; • Allowances and reliefs from rating, with particular emphasis on small business rate

relief; • 34 worked examples, with estimated charge calculations for 2008/09 & 2009/10; • City of London charge calculation; • Interaction with the Appeals Regulations; • Useful summary and parameter charts.

and the compilation of the accompanying explanatory notes. It wasn’t, however, until everything was finally collated that the true extent of the publication became evident.

By the time this work was completed, I had already accepted the Institute’s offer to produce, market and distribute the manual, and I duly handed over all my files to their publications manager, Jamie Sowler, to be typeset using the publication software QuarkXPress. This procedure first involved importing the text into a pre-defined page layout, which is then adapted to match the Institute’s corporate style. Second, it involved importing each individual worked example and parameter chart as an image created, by Jamie, in PDF (Adobe Acrobat) format. Various drafts were produced over the following nine months, each of which I had to proof-read in detail to ensure the principles of accuracy and consistency were maintained throughout, which in turn generated further amendments

This publication explains in detail all aspects of the complex legislation phasing the financial impact of the 2005 non-domestic rating revaluation in England, including:

Non-Domestic Rating 2005 Valuation List Transitional Arrangements Manual. Anne Firth, IRRV

25

Searching for shared successy teenage daughter recently asked me about the value of studying history and, I think, she was a little intrigued when I replied that it often helped us to

learn lessons for the future. Readers who were around in the early 1990s may well recall the challenges local authorities (LAs) faced under the compulsive competitive tendering (CCT) regime, and the simplistic thinking among some chief executives, political masters and, dare I say, finance directors, who thought that the contracting out of revenue and benefit services in their entirety would be the panacea to cure all ills.

Hindsight is a great teacher and most of us now appreciate that life is far more complex, and that this model of service delivery does not always guarantee success. It was almost inevitable that some of those early outsourcing contracts ended in complete failure. In many instances private sector providers had underestimated the complexities of managing large-scale, front-line services. Indeed, it wasn’t long before the downward spiral of increasing customer complaints and processing backlogs forced some authorities to return service provision in-house.

Since those days the market has developed, and public/private sector partnership arrangements have become far more flexible and effective in driving up service for our customers, as well as reducing costs. We are now experiencing a new phase of evolution where shared services, in a similar way to the early days of CCT, is being held up by some management gurus as the perfect solution to deliver improved performance at reduced cost. Why shouldn’t this be the case? Economic theory tells us that large-scale operations have greater potential to benefit from economies of scale.

Various consultants are also shouting from the rooftops that shared services is the only way forward for transactional services, such as revenues and benefits, to truly achieve efficiency savings. Why am I not totally convinced about this? If this is the case, I often wonder how a big organisation such as the NHS has made such a debacle of its national IT project. If my own authority had gone over budget and time in implementing its new external IT system, I suspect that members would have been asking some challenging questions. Why is it that large-scale government organisations, such as the

In June’s Insight, Pat Doherty launched a challenge to readers to contribute to the shared services debate. This month, Peter Mather highlights the lessons that can be learnt from the past

Child Support Agency (CSA), have not realised economies of scale to achieve high collection rates at low cost?

While it is paramount that we are receptive, and indeed proactive, in seeking out new ways of working to achieve real efficiency savings, I want to emphasise the caveat that senior managers must understand both the risks, as well as opportunities, before blindly going down the shared services route. It is paramount that an objective realistic evaluation is undertaken to assess the sustainable savings that will actually be delivered, after set-up costs have been incurred. It is often too easy to go along with assumptions made by external consultants who may not have much

experience of the revenues and benefits arena. The larger single-tier authorities are still

in the early days of developing shared service models and there is little, if any, evidence that indicates an entire merger of two or three metropolitan councils for delivering a revenues and benefits service is the guaranteed blueprint for more efficient service delivery. It is interesting to note that some of the larger city councils experiencing high unit costs with low collection and poor benefits performance do not appear to be benefiting from economies of scale. However, this may, in part, be down to the challenges some of the large city councils face in terms of a transient population and higher deprivation levels.

M

26

Searching for shared successplanning and implementation happens?

• Will staff morale suffer, particularly among managers who will only be too well aware that most of the efficiency savings will be achieved from rationalisation of management structures?

Joint working, both with the private sector and other LAs, is the way to achieve long-term, sustainable efficiency savings. We are all delivering the same functions, based on the same rules, and duplication of effort can therefore be avoided by working together. However, different models of collaborative working that offer much greater flexibility should be explored, considered and developed.

There are already a number of good examples emerging among some of the larger authorities that demonstrate the spirit of collaboration. At a local level some innovative joint working arrangements have proved successful among the Greater Manchester Authorities. Like-minded managers have worked together in a pragmatic way. This has been achieved without the need for merging entire services and getting embroiled in complex, protracted governance arrangements. Examples include;

• authorities using the same IT supplier, re-engineering processes and identifying best practice;

• offering spare resources to clear backlogs at neighbouring councils;

• offering consultancy services to other councils

to provide a new revenue stream;• joint funding secured to inject additional

capacity; and• consideration given to creating additional

resource to sell capacity to the market in areas such as training and benefits processing.

To conclude, let me emphasise that we all have a responsibility to help deliver improved services at less cost. The important thing is that we consider all of the options that are open to us. Strategic decisions made now about the future direction of revenues and benefit services will have a significant long-term impact in terms of customer perception and maximising its resource base. It’s important to get these decisions right. n

and then bedding in the new arrangements?• Is there a possibility that poorer

performing partners will bring your own performance down during the medium term and have members been made aware of this?

• What would happen if local government re-organisation occurs?

• Is there a danger of the council losing its independence?

• What will the consequences be if partners fall out and wish to terminate the model?

• How will the normal day-to-day service delivery standards be maintained while project

Peter Mather, Head of Revenues and Benefits, Trafford MBC

If a full shared services model is the route policy makers choose to go down, then it is important to consider the full implications of such a decision. Time taken at the outset of such a large-scale project may abate problems at a later date and safeguard the authority’s interests if things do not go to plan a few years on. Finance directors and heads of service responsible for the exchequer functions at their own LA must ensure members are made fully aware of the overall issues involved. Factors for consideration should include the following points;

• Are members prepared to accept that performance will inevitably dip for a couple of years (or longer) while senior management resource is diverted into developing the model

“Some innovative joint working arrangements have proved

successful among the Greater Manchester Authorities”

27

toanew level With its headquarters in Darlington,Philips is the largest privately ownedrevenue recovery and enforcementcompany in the UK. The companyprovides quality-assured services forboth public and private sector clientsnationwide.

Training for excellencePhilips has now extended its range ofservices with the launch of PhilipsTraining Academy under the leadershipof Chris Stewart, IRRV, MICM. The

Academy has evolved from thecompany’s core specialist collection andenforcement training, and now deliversa wide range of bespoke trainingprogrammes for local authorities,commercial organisations andindividuals throughout the UK.

Philips Training Academy is accreditedby City & Guilds and delivers the onlyapproved qualification course for thebailiff profession.

Bailiff DiplomaInnovation is the key to the Academy’ssuccess, and the development of a Bailiff Diploma and its accreditation by

City & Guilds is a leap forward for thesector.

Available only through Philips TrainingAcademy, the Diploma sets newstandards for all bailiffs and providesthe only viable qualification. Tosuccessfully attain the requiredstandard, all candidates have toundergo theory-based training, field

appraisal, home learning and pass anexamination to assess their knowledge.The Bailiff Diploma is complemented bya range of other support programmesthat enable career progression.

Academy Training CentreConveniently situated in the centre ofDarlington, Philips Training Academyhas a dedicated, well equipped, 5000sq. ft training centre serving the northof England. The Centre has trainingrooms suitable for courses and meetingsfor six to over 24 delegates, as well as asix-station IT training suite.

A range of open courses is available atthe Centre, and other organisations cantake advantage of the facilities for theirown courses and meetings.

Philips Training Academy training courses cover a widerange of topics including:

Local taxation Leadership and management

Collection and enforcement Call centre skills

Housing and Council Tax benefits Telephone debt collection

Non-domestic rating Negotiation skills

Customer services Parking regulation

.... and many more!!

The qualification is the onlyone that bailiffs can achievethrough an awarding body,and uniquely is only availablethrough Philips TrainingAcademy.

R A I S I N G P R O F E S S I O N A L S TA N D A R D S

Philips explains how it is setting new standards ofexcellence for the recovery and enforcement sectorthrough its unique City & Guilds bailiff qualificationand new dedicated Training Academy

Telford House, Garden Street, Darlington, Co Durham DL1 1QPTel: 01325 387416 Fax: 01325 387424 www.philipsacademy.org.uk help@philipsacademy.org.uk

TRAINING ACADEMY

AdvertorialAdvertorial

Raising professionalstandards

The qualification is the only one

that bailiffs can achieve through an

awarding body, and uniquely is only

available through Philips Training

Academy.

Advertorial layout-SL 3/9/07 11:47 Page 2

Advertorial

029

toanew level With its headquarters in Darlington,Philips is the largest privately ownedrevenue recovery and enforcementcompany in the UK. The companyprovides quality-assured services forboth public and private sector clientsnationwide.

Training for excellencePhilips has now extended its range ofservices with the launch of PhilipsTraining Academy under the leadershipof Chris Stewart, IRRV, MICM. The

Academy has evolved from thecompany’s core specialist collection andenforcement training, and now deliversa wide range of bespoke trainingprogrammes for local authorities,commercial organisations andindividuals throughout the UK.

Philips Training Academy is accreditedby City & Guilds and delivers the onlyapproved qualification course for thebailiff profession.

Bailiff DiplomaInnovation is the key to the Academy’ssuccess, and the development of a Bailiff Diploma and its accreditation by

City & Guilds is a leap forward for thesector.

Available only through Philips TrainingAcademy, the Diploma sets newstandards for all bailiffs and providesthe only viable qualification. Tosuccessfully attain the requiredstandard, all candidates have toundergo theory-based training, field

appraisal, home learning and pass anexamination to assess their knowledge.The Bailiff Diploma is complemented bya range of other support programmesthat enable career progression.

Academy Training CentreConveniently situated in the centre ofDarlington, Philips Training Academyhas a dedicated, well equipped, 5000sq. ft training centre serving the northof England. The Centre has trainingrooms suitable for courses and meetingsfor six to over 24 delegates, as well as asix-station IT training suite.

A range of open courses is available atthe Centre, and other organisations cantake advantage of the facilities for theirown courses and meetings.

Philips Training Academy training courses cover a widerange of topics including:

Local taxation Leadership and management

Collection and enforcement Call centre skills

Housing and Council Tax benefits Telephone debt collection

Non-domestic rating Negotiation skills

Customer services Parking regulation

.... and many more!!

The qualification is the onlyone that bailiffs can achievethrough an awarding body,and uniquely is only availablethrough Philips TrainingAcademy.

R A I S I N G P R O F E S S I O N A L S TA N D A R D S

Philips explains how it is setting new standards ofexcellence for the recovery and enforcement sectorthrough its unique City & Guilds bailiff qualificationand new dedicated Training Academy

Telford House, Garden Street, Darlington, Co Durham DL1 1QPTel: 01325 387416 Fax: 01325 387424 www.philipsacademy.org.uk help@philipsacademy.org.uk

TRAINING ACADEMY

AdvertorialAdvertorial

Raising professionalstandards

The qualification is the only one

that bailiffs can achieve through an

awarding body, and uniquely is only

available through Philips Training

Academy.

Advertorial layout-SL 3/9/07 11:47 Page 2

Advertorial

went, to be replaced by best value with its current inspection and assessment regimes;

• huge progress has been made in the use of information technology;

• the growth of the private sector in providing local government services, and the recent moves to shared services;

• all these have contributed to much more efficient services, especially in revenues, where the professionalism of staff is self evident; and

• unitary authorities are now firmly established in many parts of the UK.

But, in spite of the government’s declared good intentions, there are more controls and legislation affecting local government than ever before – although the funding argument is still ongoing.

JR: Do you feel that your position gives you

an opportunity to influence the movers and shakers in our business and, if so, how?

JB: Presidents on their own are rarely able to influence the movers and shakers, but the organisations that they represent do have a chance, especially in the area of policy implementation. A good example in recent years is CIPFA’s role in the development of the prudential code for borrowing.

JR: ...and what sort of challenges lie ahead for bodies that represent public servants and those who work closely with them?

JB: The forthcoming Comprehensive Spending Review must be one of the biggest challenges facing the public sector and those who work in it. The government has made it very clear that public expenditure will now only rise in line with the growth in the economy. If, as expected, health and

John Roberts catches up with the Chartered Institute of Public Finance and Accountancy (CIPFA) President, John Butler, as his year gathers pace

education receive the biggest share of any growth, real reductions for other services are inevitable.

JR: What are the main strengths of organisations such as the IRRV and CIPFA, and where do you think their future lies?

JB: The main strength of both CIPFA and the IRRV is their members who work, often at the most senior levels, across the public and private sectors. They are respected for their breadth of knowledge, high technical and ethical standards, professional integrity and enthusiasm.

JR: Outside of work, how do you manage to keep fit?

JB: One of my main interests is orienteering, and I have competed throughout the world, including representing Wales in various international orienteering competitions. I am currently Treasurer

of the Welsh Orienteering Association and got involved some 20 years ago. My ambition is to win the World Master’s Orienteering Championship in the “90 and above” age group. Last year there was only

one competitor in this class!JR: I also seem to recall that you once

appeared as one of my “backing singers”, around the piano at a Council meeting in John Charman’s presidential year! That wasn’t another hidden talent, was it?

JB: I did not realise that I had made such a lasting impression. If I had any talent it was acquired during my time in Wales, particularly at an IRRV weekend school in Carmarthen when four of us decided to stay up all night and singing was the only way we could keep awake.

JR: Getting back to more serious matters for a moment, what sort of a hand do you think the new Prime Minister is going to deal to local government as he settles in to his new role?

JB: I have a nasty feeling that it will not be a winning one! The next few years are going to be

John Roberts: John, many congratulations on securing the role of CIPFA President. How are things going?

John Butler: Thanks John. Being semi-retired, as I am now, is a tremendous advantage and means that I have the time to meet a wide, cross section of members and students throughout the country. If the first five weeks are anything to go by it promises to be a very busy year. I have already travelled 3,300 miles, attended 16 functions and made 20 speeches.

JR: As the first dual President of both the IRRV and CIPFA, what do you consider to be the main differences between the two organisations? I won’t expect you to name a preference!

JB: I consider it a huge honour and, indeed, a privilege to have been elected President of the two Institutes that have given me so much. However, I am more struck by the similarities between the two bodies than their differences. For example, both are:

• of a similar vintage – the IRRV was founded in 1882, CIPFA in 1885;

• relatively small professional organisations but “punching well above their weight”;

• recognised as providing high quality advisory, information, training and consultancy services;

• examining bodies whose members work in the public and private sector;

• consulted regularly by central government and other bodies on changes to legislation and working practices; and

• supported by thriving regional networks. JR: What changes have you noticed since

occupying your role as President of the IRRV? JB: An enormous number, but some of the

significant ones are: • poll tax – I was President of the IRRV in the

year that it was implemented and remember telling the government of the day that it would not work. Three years later it was replaced by council tax, but this time the government did take heed of the Institute’s advice – and the tax is still with us today;

• compulsory competitive tendering came and

John Butler – held to account

“When money is really tight staff morale is an early casualty”

30 10/07The big interview

John Roberts is a past President of the Institute and Managing Editor of the IRRV magazines

very tough, and I worry about where this will take us. We know from the 1980s and 1990s that when money is really tight staff morale is an early casualty and, very quickly, public confidence and satisfaction in our public services starts to fall.

In my view, the way forward lies in a strategy which grows partnership, engagement and involvement by our staff and service users. We need to create organisations that have much stronger “bottom up” forces – empowering our staff and members of the public.

I am not advocating soft, cuddly organisations that simply love their staff and customers. This needs a heavy wrapper of tough performance management. So it is about purposeful, focused, businesslike organisations which have positive relationships with the workforce and their customers.

JR: Finally, if you could wave a magic wand, what would be your number one wish for the future of public services in the UK?

JB: Localism – one of the best articulations of the case for localism is contained in the Report of Sir Michael Lyons’ Inquiry into Local Government. The response of the political parties to Sir Michael’s proposals for strengthening local taxation and funding arrangements was very disappointing. Another example of politicians lacking the appetite for change, while practitioners on the front-line urge try to force the pace.

We need a significant dose of localism to re-engage our public services with the communities we serve. We have to show that we understand their particular needs and aspirations, and that our policies are tailored and finessed accordingly.

A critically important strand of the funding argument is about creating stronger financial accountability relationships at the local level. That is why we need an improved council tax – to strengthen accountability to local residents – and a local business rate – to provide accountability links to the business community. n

John Butler – held to account Insight 31The big interview

ver the past four years, I have been fortunate to carry out a substantial amount of work in Russia, which gave me the opportunity to visit rural and industrial Russia away from the international

cities of Moscow and St Petersburg.I have also had the pleasure of hosting groups

of Russians visiting local authorities (LAs) in the UK.

The Russian FederationIt is difficult to understand the actual scale of the Russian Federation. It is the largest country in the world, and is actually over twice the size of the next largest (Canada). The country stretches from the Baltic States and Poland in the west, across to borders with China, North Korea and Mongolia in the east and is, somewhat surprisingly, only separated from Alaska by the Bering Strait. It has a population of around 143m people, the majority of whom do not have an easy life. Outside the main international cities, the average income per capita is $10,640 with a life expectancy of 53 for men and 64 for women.

The scale of the country means that the journey from London to Moscow when visiting the regions is only a short trip compared with the onward journeys. In fact, the Russian Federation covers 11 time zones.

Working in the Russian FederationMy first series of visits were carried out under the auspices of the World Bank and looked at performance assessment. Recent visits focused on specific service issues such as social care.

Working in Russia can be complicated. The UK company that wanted me to help with these programmes of events had to tender in open competition and had to partner with a company based in the Russian Federation. For the events that we hosted we used a specialist company that provides projection, sound etc, and it worked out reasonably well. However, all conferences and training events require instantaneous translation, which is very expensive.

Each programme tends to concentrate on a single region – of which there are 89 and a further 12,215 municipalities in the Russian Federation. Organising the programme can be complex as each region can decide what services it will provide. Currently, five regions’ local govenment is not organised, leaving the region to provide all services.

One of the difficulties I found in advising on performance measurement is that benchmarking is not a practicable option. There is no CIPFA Standard Form of Accounts and therefore the accounts of major cities such as Moscow and St Petersburg cannot be compared very easily. The moneyUnder the current reforms and since 2001 there are three local taxes and one local fee at the disposal of local governments. These are:

From Russia, with loveWorking in Russia has given Richard Harbord a privileged insight into the complexities of its local government. He shares some of his memories and experiences with Insight

“The country stretches from the Baltic States and Poland in the west, across to borders with China, North Korea and Mongolia in the east”

O32 10/07International affairs

Richard Harbord is a council member of the IRRV and CIPFA

the fare base was not there to sustain it.Clearly, one of the main problems of reform is

the ability of individuals to pay the full cost of their services. More than 40% of the Russian population lives below the official poverty line. Originally, the reform programme stated that increases in service fees should be gradual, moving from 35% in 1997 to 100% in 2003, with the maximum in 2003 of 25% of any one household’s income being spent on public utilities. However, this target has not been achieved.

My highlightsI enjoyed my visits to Moscow and St Petersburg,

where I participated in the usual tourist’s attractions of the Kremlin, Lenin’s Mausoleum, Red Square and the Winter Palace. But I have also got a lot of pleasure from visiting less well-known locations and seeing small towns. At each of the regional seminars we have been entertained with local music,

culture and food. Several visits have been in the winter, with temperatures at minus 15, and the sight of the vast Volga river completely iced with people walking on it was particularly spectacular. I used the overnight train from St Petersburg to Petrovosdosk, which was a very efficient method of transport with beautiful polished wood carriages and tea served from the samovar before retiring to bed.

Another lasting memory was the elderly women wrapped up against the cold sitting in a street in rural Russia selling vegetables and other produce in temperatures of minus 15. There was also the little matter of being involved in two taxi crashes, both times going to Moscow from the airport!

ConclusionsThe seminars are always enthusiastically received, with the participants keen to ask questions. Everywhere has been interesting with friendly and helpful people and the hotels have been clean and the food good.

On the professional side, it seems to me that wherever you go the same problems exist, lack of resources and a challenging relationship between the different tiers of government being the most prevalent. There is a current reform programme, many good ideas and much good practice but like in the UK, the greatest hindrance is the lack of resources to meet the increased expectations of the residents.

I consider it a great stroke of fortune that I have been involved in these projects. n

land tax;individual property tax;advertising tax; andlocal license fees.In total, these provide around 30% of LA

revenues. The balance is met from a mixture of federal and regional taxes. For example, a share of corporate income tax is assigned to LAs at a rate not greater than 5%. There are also shares of other federal taxes such as value added tax on home produced goods, personal income tax, excise tax on spirits and vodka and other excise taxes.

There is a right to claim subsidies and grants from

a higher level of government if the above sources fail to balance the budget.

The problemsOne of the major problems is what is known as unfunded mandates. This is where expenditure needs are shifted from a higher level of government to a lower one without adequate financial support, a problem not unfamiliar to the UK. This refers to the provision of various social benefits and covers:

housing;utility bills;home telephone installation and subscriptions;free public transport; andfree or preferential prices for medicines.Unfunded mandates are too complex an area to

include an in-depth study of in this article but, in brief, there are 38 categories of individuals entitled to free rides on public transport. These include members of parliament, police, firemen, customs officers, judges, etc, and a further 18 categories get help with housing and utility bills etc. Most of these benefits are set by federal law and only partially provided because of lack of financial resources in local governments. Also, in some cases, it is not clear from legislation who is responsible for paying for the benefits. The free transport concessions in St Petersburg led to the withdrawal of a Swedish firm from a bus service PFI as

“Even the accounts of major cities such as Moscow and

St Petersburg cannot be compared very easily”

From Russia, with loveInsight 33International affairs

ocal government must ensure that its leadership is bold and creative to transform the communities that it serves. ‘Place shaping agenda’ will help to secure the well being of communities, but local government must also maximise public value and

provide its citizens with local solutions to meet their needs and choices.

Models of local governance are evolving that allow elected councillors to better influence and shape the range of public services that impact on the lives, environment and prosperity of local communities. This requires enhanced partnership between local authorities (LAs) and public agencies.

The models also require closer collaboration with community and third-sector groups and businesses, and demand effective communication, consultation and engagement with communities. LAs also face the new ‘duty involvement’. Above all, local government must ensure best value and maximise outcomes for given levels of expenditure.

For the majority of LAs these practices are not new. Local government has pioneered many innovative ways of providing community leadership with the focus on outcomes, not processes, and securing the efficient use of resources.

LAs are challenged by the constant, growing demand for new systems and more management resources to improve public services. Citizens expect to be involved in ‘place shaping’ strategies and service design, and many services will want personal or neighbourhood choice with services shaped to their needs and preferences. But the next four to five years will be constrained by very tight financial settlements.

The Comprehensive Spending Review and the political limitations on council tax increases mean that LAs will continually need to achieve more for less to secure value for money, and to find more effective and efficient ways to use their resources.

In this environment, strategic commissioning will be essential for LAs to be effective. Commissioning should not be confused with procurement, which is one way of executing decisions derived from commissioning. Across the country, LAs are demonstrating that they are able to commission responsive services which deliver quality outcomes on a value for money basis.

These services are increasingly being delivered by LAs’ directly managed teams, other public sector agencies, the third sector, businesses and combinations of these organisations.

LAs want to direct resources to achieve their key objectives and those expressed by their communities. This usually means more emphasis on outcomes from externally focused services that benefit the community, individual citizens, local businesses and voluntary groups.

There has been much discussion over the last few years about the potential contribution shared services can make to the realisation of local government’s objectives. It is encouraging to witness the development of plans to turn the shared service conversation into practical programmes.

LAs are increasingly adopting a shared service

A model future

approach – it can work for a number of support service areas:

• HR/pensions/payroll administration;• financial administration;• IT support services;• IT systems;• contact centres and customer access services;• procurement;• revenues and benefits;• legal services;• audit services; and• property management and civil engineering

consultancy.The initial shared service approach for authorities

is typically in areas such as financial administration and HR processes, but these will expand as the benefits are recognised. Collection of national non-domestic rates, council tax and the process elements of housing benefits, for example, could achieve savings of around 30% per year, depending on the starting point.

However, it would be wrong to consider the

LShared services can pave the way to transforming local communities for the better. Capita Group’s John Tizard advises that models of governance can help enhance the partnerships and enrich local areas

34 10/07In the business

• sharing with other LAs in the same area or on a national basis; and

• local, cross public sector agency sharing, eg, local government and a Primary Care Trust (PCT) or based on wider public service boards.

The shared service approach can produce economies of scale, but requires re-engineering of business processes and not just aggregation. The user community will also need to be prepared and able to change practices and to adopt new business processes in order to maximise the benefits.

Shared services do not have to mean uniformity of services to all users, customer-facing services should be bespoke at the point of front-line delivery. For example, a contact centre that answers calls for a number of LAs will use the name, brand and information relating specifically to the customer and his or her authority.

There are a number of ways to develop and deliver shared services:

• LA consortia;• joint ventures between public sector

organisations;• joint ventures between business sector and

public sector organisations; and• business sector organisations delivering

outsourced services.The business sector providers and the local

government community need to consider how best to work together to develop models for service delivery, agree standardised processes and create procurement and governance arrangements that make sense to all parties. They also need to consider how to evaluate business models to provide local government and others with the confidence to take this agenda forward. The LGA and 4Ps are showing such leadership, and this is commendable (1).

Ideally, a brokerage service and advisory support should be available to local government to support the drive for shared services across the sector. These services could be located in, or controlled by, local government itself.

Local government and business should work together with the trade unions to engage employees in the development of, and decisions on, shared service projects. They should support employees through change and ensure they have access to training and personal development to take advantage of new opportunities.

The shared services agenda can offer local government and its communities many benefits. But LAs need to make sure the approach they take delivers more than just cost savings. It needs to offer enhanced public value and better public services. The challenge now is to make it a reality. n

A model future

(1) 4ps (Public Private Partnerships Programme), the local government procurement expert, was established in 1996 by the English and Welsh local authority associations (predecessors to the LGA)

John Tizard, Group Director of Government and Business Engagement, the Capita Group plc, based this article on a Capita White Paper, Shared services: a means to an end. For further information email: lg.enquiries@capita.co.uk

shared services agenda only in terms of cost savings – important as these are. They can also improve effectiveness, justify investment in new modernising systems and processes, enhance resilience and offer career prospects for staff. A significant contribution to the wider community leadership agenda and cross-sector collaboration can also be made by:

• underpinning joint working; • connecting customer focused access to

services;• providing shared systems and databases

subject to data legislation;• reducing costs and release resources; and• providing the catalyst for process and business

change.Shared services have a major role to play in the

transformation strategies LAs are considering and adopting, though presently there is much more talk and consultancy activity than there is action. In the area of support services the models include:

• shared service centres available to all departments across a single authority;

Insight 35In the business

itizens have high expectations of public services, they demand better quality and more rounded services. Underpinning much of this will be the design and delivery of technology

supporting and enhancing future business strategy, enabling secure and efficient communication between the Department for Work and Pensions (DWP), Jobcentre Plus, the Pension Service, local authorities (LAs), HM Revenue and Customs (HMRC) and beyond.

DWP’s project to replace Remote Access Terminals (RATs) demonstrated improvements through the use of secure internet communications. Future possibilities enabled by Government Connect (GC) will advance this further. With the current pressure to better public services at less cost, continued reliance on faxes or couriers and staff wasting valuable time re-entering information are not options. Efforts to tackle fraud and error will always be held back until investigators can share information effectively and act on it in real time.

As more connections are made to LAs, there will be an immediate benefit to DWP, LAs and HMRC in terms of achieving quicker turnaround on benefit claims and also ensuring that there is consistency when updating details as changes in personal circumstances are notified.

But the citizen is at the heart of all of this. As an example, a citizen notifying Jobcentre Plus of a change to his or her work circumstances will ensure receipt of the correct payment of benefits or tax credits. By centralising and coordinating information flows, the burden on the resources of all relevant organisations will be reduced.

In order to give citizens a modern online service that minimises duplication, the underlying technology needs to be right. Providing full, timely support for citizens moving in and out of work and those who cannot work will raise confidence in the benefits system. It will also provide the best protection against fraud and error.

The key to the transformation agenda is the ability to develop new solutions and applications to help achieve a step change in customer-focused service delivery over a common infrastructure.

What is Government Connect?The GC programme is a £26.5m initiative aimed at providing a common, cost-effective and robust

secure communication platform and DWP and other government departments can utilise this for secure communication with LAs.

Working together with DWPDWP holds a pivotal role in transforming the way central and local government work together to deliver more efficient public services, as outlined in the Transformational Government Implementation Agenda. As a result, it will continue to play an increasingly prominent role in helping to demonstrate the usefulness of the GC capability.

Recognising the adoption of GC can no longer be seen simply as a question of technology but more a question of enabling it. DWP remains uniquely positioned to become the first central government department to benefit from an integrated, common infrastructure.

DWP recognises the strategic importance of GC as an enabling technology for wider connectivity

infrastructure for secure, electronic interaction between LAs, central government and citizens, whether they are interacting as individuals or through organisations.

Led by Tameside Metropolitan Borough Council, Communities and Local Government and the Cabinet Office, the vision of the GC programme is underpinned by the realisation of the GC Core Product Suite, which includes the provision of a secure network infrastructure, Government Connect Secure Extranet (GCSx); a secure email solution (GC Mail); secure and structured exchange of information between and across LAs and central government (GC Exchange); online authentication mechanism for citizens (GC Register) and an employee directory solution (GC Directory).

Scottish LAs are already connected via the GSX infrastructure. GCSx connections are being rolled out to LAs in England and work is ongoing in Wales to ensure a roadmap for connectivity for Welsh LAs. The GC infrastructure already offers a

Balraj Sandhu explains how Government Connect is delivering the technology that could enable local government agencies to provide better servicesC

36 10/07IT/E-government

Transform to improve

benefit from a reduction in the operating costs of managing and maintaining the necessary infrastructure. Provision, maintenance and support of the GCSx infrastructure are part of the core business for GC. This support will be provided by GC through the individual contracts with LAs, with DWP having a key role as a partner in how Service Level Agreements should be defined and supported. This will allow DWP to concentrate upon the delivery of the IT Information Flows Project (and associated initiatives) and the realisation of the resulting reduced service delivery costs and improved customer service.

Through supporting a single common infrastructure for the delivery of their programme,

DWP will simplify the ongoing support to all LAs. The wider delivery of the GC capability will also

enable better interaction between LAs and DWP through the implementation of GC Mail. DWP is already investigating wider opportunities to remove the paper transfer of information to LAs which is often done through the exchange of faxes or costly courier services. Indeed, it has already identified a number of other projects and initiatives where the capability provided by GC will enable service improvements to be realised. Among these are: the Housing Benefit Matching Service and Housing Benefit Subsidy Data Collection projects; the e-transfer of Local Authority Input Document (ET LAID) from the Customer Management System (CMS) initiative; the next phase of the ITIFLA project, which will enable LAs to access tax credit information on the Customer Information System (CIS) via HMRC and secure email initiatives inclusive of the joint teams and benefit fraud.

DWP is committed to realising a strategy that will enable it to integrate those available GC components

and existing IT assets to deliver a common connectivity capability to LAs. The underlying core infrastructure of Government Connect (GCSx in England and Wales and GSX in Scotland) provides many advantages over existing technologies used to

deliver services electronically. Although some services, such as access to CIS,

are already being delivered over a secure connection, DWP’s wider connectivity initiatives will begin to underpin service developments and improvements within:

• Housing benefit subsidy data collection; • Project debt Management;• Project Housing Benefit Matching Service

(HBMS); • Pensions Transformation Project; • Pensions HB/CTB Take Up Project; • Secure e-Mail Project; and • Benefit Fraud Investigation Team Access Project. nTo find out more about the service

transformation taking place within DWP and to find out how GC Solutions can transform service delivery within revenues and benefits, visit our stand at the IRRV Annual Conference and direct any enquiries to a member of the GC Team.

initiatives for LAs under the change programme. GC will be central to much of the work falling under the Housing Benefit Information Flows Programme Board and most of DWP’s current interest in GC centres around housing benefit and council tax benefit (HB/CTB), adding value to the existing Government Secure Intranet (GSI) by connecting LAs and providing an early example of using public sector infrastructure as outlined in the Cabinet Office’s Transformational Government Strategy.

GC has a unique opportunity to demonstrate the positive improvements to service delivery that will be gained through the use of a common, secure infrastructure across government.

Both DWP and GC recognise the benefits that will be achieved by working together to implement the proposed technical infrastructure, which will enable cross-boundary electronic communication and data transfer.

Through the proposed joint working, DWP will

Balraj Sandhu is Senior Business and Stakeholder Manager, Policy, Strategy and Service Transformation Team, Government Connect. Contact him on:Balraj.Sandhu@communities.gsi.gov.uk

“By centralising and coordinating information flows, the burden on the resources of all relevant organisations will be reduced”

0�7Insight 37IT/E-government

Transform to improve

RossendalesProud to be Professionals

In the world of collection and enforcement, we never forget that we’re acting on someoneelse’s behalf – and that our clients’ reputations rest on the way we handle things. So we make

it a point of principle to deal with every single aspect of every single case in a thoroughlyprofessional manner. No ifs, no buts, no exceptions – and no comebacks.

www.rossendales.comPhone 0845 226 7700 or email info@rossendales.com

Rossendales-Advert A4:Rossendales 11/9/07 16:27 Page 1

Pat Doherty, IRRV, CPFA, is a consultant and a past President of the IRRV. Email him at: pkd@pkdconsultancy.co.uk

he Information Commissioner (IC) has produced a consultation paper entitled Framework Code of Practice for Sharing Personal Information to help

organisations adopt good practice when sharing information about people.

The code is intended for all organisations involved in information sharing, and it is envisaged that using it will help ensure all the main data protection compliance issues that are likely to arise when personal information is being shared are addressed. This in turn should help front-line practitioners make well-informed decisions about sharing personal information. It breaks down compliance with a fairly complex piece of legislation into a series of logical steps, and it is intended that using the code should help organisations develop a common understanding and consistency of approach.

The code identifies two main sorts of information sharing.

• Two or more organisations sharing information between them – the code states this could be done by giving access to each others’ information systems or by setting up a separate shared database;

• The sharing of information between the various parts of a single organisation, for example, between different local authority departments.

Interestingly, the IC will endorse an organisation’s code of practice if it is based

personal information. Of particular interest to revenues and benefits

systems, the code states that retention periods should be specified for the different types of information that is held, including retention times for the various items held within a record. The code must provide for the periodic review of retention periods, based on assessment of business needs, and set out any legal requirements or professional guidelines relevant to the retention or disposal of the information held. Organisations must ensure that any out-of-date information that still needs to be retained is not permanently deleted, and is safely archived or put ‘offline’.

The IC is looking for views on his proposals, and this document is worth reading because it sets out clearly some of the data protection issues that we all find confusing. Also, I find interesting the fact that the IC will audit codes of practice and, in effect, give a seal of approval to those that comply.

The IC’s office has sat on the fence for so many years when asked for advice. This consultation paper is, in my view, a step forward, as was the advice earlier in the year on data protection and council tax. The data protection legislation has been used too negatively in the past, but this attitude seems to be shifting, encouraging local authorities to introduce codes of practice and think positively about data protection. n

on the framework, provided it addresses all its substantive content. Also, for a code to be meaningful, it must be adhered to in practice. In order to provide an endorsement, the IC would normally expect an organisation to agree to having a compliance audit to determine if it is in line with the code.

Codes of practice should:1. Set out why an organisation wants to share

personal information; 2. Provide for a realistic appraisal of the

likely effect of sharing data on the people the information is about, and their likely reaction to it;

3. Describe the information an organisation needs to share to achieve its objective, and the organisations that need to be involved;

4. Outline the relevant statutory provisions if the organisation is legally required, or permitted, to share information or if it is prevented from doing so;

5. Address any issues that might arise as the result of sharing confidential or sensitive information;

6. Say whether individuals’ consent for information sharing is needed, and if so, how to obtain consent and what to do if consent is withheld; and

7. Give advice on finding alternatives to using

A step forward in data sharing

T

Insight 39Doherty’s despatch

The Information Commissioner’s recent consultation paper will help organisations involved in sharing people’s information, says Pat Doherty

embers of the rating and valuation professions are the only people who can persuade the Scottish National Party Government not to go ahead with a local income

tax (LIT). This was the message given by Sir Peter Burt at the IRRV’s annual Scottish Conference at Crieff in September. Sir Peter was chairman of the Local Government Review Committee, which published a report in November 2006 recommending a local property tax based on up-to-date property values.

Taking part in a panel session on the second day of the conference, Sir Peter said he believed members of the IRRV were in a more powerful position than anyone else to force a rethink by the Scottish administration at Holyrood.

He said: “You are about the only people to whom Holyrood will listen. If you say: ‘look, this is not going

voted for the introduction of LIT, and the Institute’s role would be to offer constructive comment in future discussion and consultation.

The President recalled that the Burt report in Scotland and the Lyons review for the rest of the UK had both concluded that, while there might be flaws in the current council tax system, a property tax was still the most appropriate form of local taxation.

Mr Traynor spoke of the need to make the politicians and public aware of the implications of the proposed tax, and highlighted issues like the ability of HM Revenues & Customs to collect the tax and of the increasing need for efficiency savings allied to the shared services agenda. He also referred to other changes, like the roll-out of the local housing allowance.

John Swinney, the Cabinet Secretary for Finance and Sustainable Development, addressed the conference on shared services, making it clear he wanted to increase the pace of change. But he also gave a categorical assurance that there would be

to work, it will be a disaster and make the poll tax look like a picnic’, they will listen to you. They won’t listen to me or to anyone outside. You are the only people who carry the clout and credibility to make them think it through.

“You don’t just want to be consulted. I think you really want to insist on being heard and listened to this time round. It won’t do anybody any good if we have a bigger fiasco than the poll tax.”

Apart from the future of the council tax, the conference, with its theme of Delivering for Scotland covered a wide range of topical matters including shared services, management methods, welfare reform, national and international valuation issues and customer services. But it was inevitable that the event was dominated by the plans of the Scottish Government to replace council tax with LIT.

In his address at the opening of the conference, IRRV National President, Allan Traynor, pointed out that the Scottish Parliament had now effectively

M

The proposed and controversial local income tax was just one of the issues covered at the Institute’s Scottish Conference in September. David Scott reports

40 10/07Conference report

An unLIT path

has its origins in Japanese car manufacturing, from Pat Browne, of Aberdeenshire Council. The council has led the way in developing a system that puts the emphasis on employee empowerment, a slimmed down management and customer service.

Julie Kane, of the shared services branch at the Scottish Executive, spoke about the efficiency gains possible from the sharing of services and the benefits for service users. She said that she believes there is now a “real appetite” in the public sector for progress in the sharing of services. The private sector perspective was provided by John Lambert, who heads KPMG’s public sector advisory practice in Scotland. Mr Lambert explained his work as project director for the Edinburgh pathfinder shared services diagnostic project.

The second day of the conference began with

a session on Local Government Finance at the Crossroads, with contributions from Sir Peter Burt and Mr Traynor. The session was introduced by Bob Trahern, IRRV Senior Vice President, who set out the background to the debate about the future of council tax in Scotland and England and the relationship between local and central government.

Sir Peter described the issue of the balance of funding between local and central government as a

“complete irrelevancy”, saying there was no merit in it and it was not something the average council taxpayer cared about. He believed the real problem was the fact that local government had very little control over what it could spend its money on. Controversially, he suggested that local government and the electorate would be a great deal better off if all the money was raised centrally and distributed to councils on a one-line budget so the councils could decide exactly how they could spend the money.

Replying to a question about ability to pay and the problem of encouraging people entitled to benefit to claim it, Mr Traynor said the existing council tax benefit scheme was intended to address the ability to pay issue. The Institute had pointed to the flaws in the benefit scheme, which did not always give help to those who really needed it. “If we had a benefit scheme that actually targeted ability to pay, it would be one way of helping the problem,” he said. The real issue, however, is how that would be funded.

So, what is the future? This was the title of a session in which Margo Hodgens, Assistant Chief Benefits Officer of Glasgow City Council, explored the challenges facing benefits at a time when the biggest reforms in 20 years are about to be introduced. Local taxation’s future was covered by Jim McCafferty,

Revenues and Benefits Manager for West Lothian Council, while Douglas Gillespie, Assessor and ERO for Highland and Western Island explored 21st century valuation.

Customer service featured prominently at the conference, with Alastair Nairn, Council Tax and Benefits Manager, explaining Edinburgh initiatives that aim to “reach the citizen” and Dr Ted Johns, Chair of the Institute of Customer Services, giving some examples of good and bad service across the public and private sectors.

During the two-day conference, a number of parallel sessions were held. These covered the assessor’s portal (regarded as an excellent example of shared services), the domestic revaluation in Northern Ireland, international valuation issues, the Bankruptcy and Diligence (Scotland) Act, welfare reform and business improvement districts.

The Scottish President, Hillary Kelly summed up the proceedings by saying that the profession is facing a period of great uncertainty about the future of local taxation. “The one certainty is that we have a difficult job ahead and many great changes to take on. I’m sure we will take them head on, as we always do,” she said. n

no reorganisation of local government as part of the public service reform agenda, despite the belief in local government that the number of councils would be cut. He also said that he wants to remove the “cloud” hanging over local government so the way could be cleared for councils to concentrate on shared services.

Speaking on the day, the First Minister, Alex Salmond, announced a consultation on LIT. Mr Swinney acknowledged there were many practical issues to be addressed about the plans for LIT. He added that he looked forward to discussions with the IRRV and other organisations in formulating the proposals. Asked why the administration had already decided to introduce LIT when all the advice suggested a property tax was the best way forward, the Minister referred to public concern over the council tax, and stressed that ability to pay was the driving force behind the proposals.

In a session on management issues, the audience heard an explanation of the Kaizen system, which

David Scott is a freelance journalist specialising in Scottish government and local government issues

“Members of the rating and valuation profession are the only people to whom Holyrood will listen”

041Insight 41Conference report

An unLIT path

here seems to be a great deal of confusion in rating practitioners’ minds with regard to the rateability of land and, in particular, unoccupied land.

Section 64(4)(a) of the Local Government Finance Act

1988 states that land (both with and without buildings) shall be a relevant non-domestic hereditament for the purposes of s42, for inclusion in the rating lists, unless it is exempt from rating under schedule 5 (eg, agricultural land, public parks, etc) or it is incapable of assessment (eg, roads, which are said to be “touched with sterility”).

Land without buildings must first become ‘occupied’ in rating law terms before it can be rated. Thus, it must fulfil the four ingredients

T

icebergTip

of the

Paul Russell delves into the murky depths of the rateability of unoccupied land

42 Legal corner 10/07

of rateable occupation so well known by rating practitioners and comprising actual, beneficial and exclusive occupation and for not too transient a period. Once those four ingredients are present, the valuation officer can bring the land into assessment, with a description appropriate to the use to which the land is put, such as a car park, land used for fairgrounds or car boot sales, etc.

In each of these examples there may be, for example, other users and uses to which the same land is put, such as agricultural use. Both uses can co-exist and each of the users or occupiers has exclusivity with respect to their own use. So the person organising the car boot sale has exclusive rights to use the land for that purpose and the farmer exclusive use for grazing rights.

Some uses may be intermittent or seasonal, such as a car park which is only used, say, at certain bank holidays for tourists, or the car boot sales, which run for, say, 26 Sundays in the year in accordance with planning consent. Where such seasonal use exists and once it has been shown to subsist for, say, over a year, a cyclical, or seasonal use is established, which causes the assessment to be charged at the occupied rate for every day of the year, in spite of it only being used on certain days in each year. The case law which underlies these issues includes Gage v Wren (1903) and Bayliss v Chatters (1940). It must be remembered that the rateable value is likely to be set on a profits basis. Thus, to award a void on each day that the land is not in actual use would, in effect, be double counting.

However, if there was time-limited planning consent for the particular use, or a contract by the owner of the land with the operator of the car boot sales, which expired and for which there was no intention to use the land again for that purpose, it must be regarded as being void.

Confusion is particularly present, including in the minds of ‘experts’ in rating matters, with regard to void land. There seems to be a view that, if the billing authority cannot charge unoccupied rates, it must charge occupied rates.

The Non-Domestic Rating (Unoccupied Property) Regulations 1989, SI 1989/2261, state that all relevant non-domestic hereditaments, apart from those listed in regulation 2(2), shall be prescribed for the purpose of s45(1) to the Act. At regulation 2(5)(a) those regulations go on to describe a “relevant non-domestic hereditament” as meaning “…any non-domestic hereditament consisting of, or of part of, any building, together with any land ordinarily used or intended for use for the purposes of the building or part…”

So, empty property rates cannot be imposed on an assessment which is predominantly land. However, where an assessment which is predominantly land is not occupied, occupied rates cannot be charged. Thus, void land is effectively

exempt from rates. Evidently, the real issue is identifying whether land is occupied or not and, if so, who the occupier is.

In Liverpool Corporation v Huyton – with Roby UDC (QBD) 1964, it was held that the local authority (LA) was in paramount control of a fairground site used for 14 days each year.

In Slough Corporation v Lane (VO) (LT) 1985, it was held that the LA was in beneficial occupation of the car parks it owned and made available to the public to use free of charge because it was provided as an amenity under the paramount control of the council.

The owner of a shop, bar or restaurant, for example, who buys a piece of land for patrons on which to park while shopping, drinking or dining, will be in beneficial occupation of that land in the same way as in, for example, a supermarket car park, which gains a clear benefit from allowing customers to park on the land so that they can use the shops.

However, once the shop, bar or restaurant closes down and is, say, on the market for sale, the nearby or even adjoining land used as a car park cannot be said to be occupied as the restaurant which was gaining the benefit of it is void, so the land must also be void.

A council rating inspector may visit a car park which is said to be void only to find it has cars parked on it. Clearly, if those cars are trespassing, the owner does not have actual or beneficial occupation. Those parking their cars could be said to be in actual and beneficial occupation for the time

they are there, but none of them has exclusivity and, unless they leave their cars there until after midnight, they would not be liable for the day concerned. So, seeing cars parked on a car park may not be indicative of it being occupied at all.

In a climate where the government is seeking to place a financial incentive on owners of property to dispose of or redevelop empty properties by charging the equivalent of occupied rate on empty properties, and is reviewing the exemptions, it seems a strange anomaly that void land has no charge.

Clearly, there is much land which has not been rated because it has not been in rateable occupation for many years. So the tracing of owners may prove problematic for billing authorities. Similarly, tracing owners of parcels of land which are in the rating list, but where there has been no charge for occupied or empty rates for many years, will give many headaches to LAs. Charging of rates on void industrial and storage properties is already on the horizon: 1 April 2008 is not far away and many Local Land and Property Gazetteers have little or no information on the ownership of these properties. There is much work to be done and there may well be many more headaches yet to come! n

Paul Russell LLB, IRRV is an Independent Law Consultant and Trainer and can be contacted at paul-russell@ btconnect.com

“The real issue is identifying whether land is occupied or

not and, if so, who the occupier is”

Insight 43Legal corner

t the time of writing, it is high (but sadly not dry) summer. So I thought I would take time out from slaying the usual dragons at the Treasury, the Department (?) for Communities and

Local Government, and their now self-confessed protagonist, the Valuation Office Agency to indulge in a little lateral thinking!

As recent events from Yorkshire across the Midlands to the West Country have only too clearly shown, we are entering a period of significant

climate change and the longer-term implications of global warming. Depending on your take on the latter issue, this may amount to a bit of melting here and there or a catastrophic loss of the major ice masses in both polar regions. But what appears to be indisputable, is that there will be a rise in sea level affecting all five continents. A recent report has confirmed that the Thames Barrier will soon be inadequate and that a much larger scheme will be required to defend London. However, major flooding of the whole of central London is already a possibility. As with the flooding earlier this summer, we are likely to find ourselves, at best, inadequately prepared for such an event.

So, should we not now consider a wholesale move of our centre of government and administration away from the Thames flood-plain? Doubtless Cardiff, Birmingham, Bristol,

The implications of global warning could see London flooded. Tom Dixon recommends a wholesale move of central government to St Albans...

A

St Albans – the City for all seasons

44 Viewpoint 10/07

Tom Dixon is Executive Director of Sanderson Weatherall Chartered Surveyors and a member of the IRRV Council

connections into the new Eurostar Terminal at St Pancras, to the Midlands and the North – and via the only cross-Thames rail link (by then water proofed) south to Gatwick (one hour) and north to Luton (15 minutes) airports. Via the motorway network it is within 35 minutes drive time of Heathrow and Stansted.

St Albans has strong historical claims to be reinstated as our national capital. As Verulamium, it was the undisputed capital of Roman Britain for over 300 years. Londinium was merely a small trading port, liable to flooding even then! Indeed, St Alban as the first English martyr, also provides a better national saint than St George (who was Turkish and never slew any dragons anyway.).

The Cathedral, which is older and larger than either the Abbey or Great Hall of Westminster, was the centre of the established church long before Canterbury; and our only bill of rights, Magna Carta, was compiled here

before being taken to Runnymede for signature by King John on 6 June 1215. It produced the only English pope, Adrian IV, and its monastery was one of the greatest centres of learning in Europe, providing our first public school around 948 AD. When a group of scholars wanted to set up the first secular university they approached the townspeople for funding. But the burghers had just had a row with the Bishop over the imposition of a new wine tax (!), so the scholars went off to Oxford and the rest is history.

In modern times, it has had significant aerospace connections through the De Havilland and Handley Page aircraft companies operating within its district and this has led to a significant presence in the IT field. It boasts the first out-of-town shopping precinct with its own car park (from 1954), and the first Tesco supermarket (established in 1957). It contains unrivalled examples of Roman and early Georgian architecture but, perhaps more significantly, one whole quadrant of the city, virtually from the centre is, by a quirk of history, undeveloped. This currently comprises an ancient Norman manorial estate whose preservation has since been guaranteed by the Green Belt policy. However, it could easily accommodate new Parliament buildings and associated development.

A housing survey by the Sunday Times in the early 1990s, while incorrectly describing St Albans as a rather dull little town north of London, identified it as having the highest growth rate for residential property values anywhere in the country. Finally, it is ideally fit for purpose being well above sea level – the nave of the cathedral is the highest of any in the land at over 900 feet – and the Ryder Cup was invented here. I rest my case! (no principles were sacrificed to the writing of this article.) n

Manchester, Leeds and Newcastle (Edinburgh and Glasgow may by then be in another country) would all lay claim as replacements but, by their very nature, they are regional centres and no one region is likely to concede relocation of the capital to another. What is needed is some neutral ground where, at least if no region benefits, then no one gains either. As a resident in the first city of Britain, St Albans, its attractions for the role of national capital seem exemplary!

Long before the Romans arrived, St Albans was a major European trading centre for the Celts of the Iron Age tribes because it was geographically an ideal route centre and interchange of what were to become the A5 and A6 Trunk Roads. It is no coincidence that the city is now located equidistant between the M1 motorway and the A1(M) and adjoins the M25 Orbital route. It has direct rail

St Albans – the City for all seasons

“Should we consider a wholesale move of our centre of government and administration?”

Insight 45Viewpoint

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President of the day, Pat Doherty, ‘guests’ in the magazine’s editorial slot, combating suggestions that the Institute has not taken a high enough profile in respect of the best value regime.

On 11 September 1997, voters in Scotland and Wales go to the ballot box to cast their votes for a Scottish Parliament and a Welsh Assembly.

The shortlist is drawn up for the Institute’s first Performance Awards evening, sponsored by Madagans, and to be held at the Annual Conference in Torquay.

Roger Messenger introduces the Rating Forum’s guidance note on the receipts and expenditure method of valuation.

Director, Colin Farrington, sets out the Institute’s first strategy document. The key questions: ‘what are we set up to achieve?’, ‘what are we actually achieving?’ and ‘how can we achieve more within the financial restraints we inevitably face?’

Chris Lickorish’s IT column details 10 questions to ask your software supplier before making a purchase. His ‘$64m question’ is: ‘does the screen normally refresh/update within one second?’

Valuation Tribunal Clerk, Peter Nobbs, suggests an alternative to the non-domestic rate appeals process, with the timeless aim of simplifying and speeding it up!

At the end of July 1997, VOA figures identify the receipt of 824,750 rating appeals, of which 45.5% had been cleared.

NVQs rear their head as 28 Wycombe DC revenue services staff are photographed with their competence in customer service certificates.

John Roberts is a past President of the Institute and Managing Editor of the IRRV magazines

The Labour Party proves that everything is possible by publishing calculations showing that some

pensioners living alone will pay more in poll tax than domestic rates. n

Secretary Brian Hill’s editorial introduces the Association’s collaborative work with the Association of District Council Treasurers, Community Charge/Poll Tax – the

facts, which sets out a professional but highly critical view of the new tax.

Past President, Bob Wilson, pens an article in which he details his simultaneous appointment as consultant to a firm of bailiffs and a firm of

rating surveyors – surely a first!

Honorary Member, the Right Honourable Geoffrey Rippon, QC, MA, achieves a life peerage.

A Department of Environment and Welsh Office consultation paper outlining proposed amendments to the non-domestic rating

system is roundly criticised by Ed Slater for being driven through with undue haste.

Preparations are in hand for the first examination sitting of the Association’s Housing Benefit

Technician grade.

The journal carries an advertisement placed by the Journal Sub Committee (sounds a bit democratic!) encouraging

contributions from members and news of job changes, etc. Still welcome after all these years,

of course!

The report on a South-Western Branch meeting concludes that the disappearance of domestic

rates may one day be viewed in the same light as the passing of the steam

train! It didn’t take long, of course!

The Scottish Office circulates a document to computer managers

seeking to ‘tag’ 3.9m Scots with a ‘personal identifier’, which will be used to track down poll tax payers as they move from district to district.

Jake Arnold-Foster’s political column asks another timeless question: ‘what difference has the change to a Labour government made to local authorities?’

Welfare Reform Minister, Frank Field, announces that the one-year-old DSS fraud hotline handled 250,000 calls.

10 years ago 20 years ago

047Insight Once upon a time

The Institute’s first ever Performance Awards shortlist is one of the highlights John Roberts discovered in his regular trawl through the Insight archives

47

Perform and win

INSIGHT_Advertorial_Minus Text 9/10/07 1:36 pm Page 1

Insight

Beijing 2008 has been used as a target date by the Olympic Delivery Authority (ODA) for their Demolish Dig Design programme.

The ODA took over the land this July and aims to carry out the following milestones by July 2008:

• Remediation of the land as much is polluted by old industry and Japanese Knotweed;

• Demolish the buildings on-site to make way for the Olympic development;

• Complete the ‘undergrounding’ of the power lines;

• Complete temporary roads and bridges, including the ‘gateway’ bridge into the Park;

• Commence Waterways regeneration, new water and energy systems;

• Olympic Village construction started;• Contracts let and designs agreed for the

‘big four’ Olympic venues: Olympic Stadium, Aquatics Centre, VeloPark and Media Centres;

• Transport infrastructure improvements continued by Transport for London, Docklands Light Railway and Network Rail.

LegacyThe London Development Agency is selecting a master plan design team to develop the Olympic Legacy Masterplan, which will form the basis of an outline planning application in 2009. Up to now, the Legacy proposals have been in outline only, with much of the land assigned to residual and employment development after the Games but preserving the central Olympic Parkland.

In November 2007, High Speed 1 – the Channel Tunnel Rail Link – opens for Eurostar trains from St Pancras to Paris, Brussels etc. However, it will not be stopping at the new Stratford International Station in the centre of Stratford City, which is receiving planning permission for a new regional shopping centre, with John Lewis and Waitrose set to take 175,000 square feet.

Editor’s note: If you want to know more about the preparations for the 2012 games, Geoff Fisher will be giving a talk on the London Olympics and Legacy at the IRRV Annual Conference ‘Valuation Day’ fringe meeting on 10 October 2007. n

• The Royal Institution of Chartered Surveyors (RICS) has announced the launch of the sixth edition of the RICS Valuation Standards, effective 1 January 2008, which will be launched at their November conference.

• The latest Code of Measuring Practice (sixth edition) has been published by RICS, effective September 2007, which gives best practice for the measurement and calculation of floor areas of buildings. The notes include references to Kilmartin SCI (Hulton House) Ltd v Safeway Stores, where the code was a major issue between the parties, and there is now a reference to “useable area”. Further information on this issue will appear in the December edition of IRRV Valuer magazine.

Geoff Fisher, FRICS Dip Rating IRRV, is a Consultant to Strettons Chartered Surveyors. Email: gfisher@strettons.co.uk

Valuation standards and measuring practice

49Valuation corner

Five years to go

As we approach some key dates in the preparations for the London 2012 Olympics, Geoff Fisher gives an update on this and other topical issues facing

the valuation profession

Julie Holden is Head of Revenues and Benefits at Tandridge District Council

being the DWP’s responsibility or, horror of horrors, be integrated with a tax credit and become part of HM Revenue & Customs?

Most practitioners agree that this is not the right move. The local council is just that, local, and as a result we are able to provide excellent standards of service in the high street or wherever mobile technology takes us. However, we must find ways of working more closely with similar service providers.

I recently received a letter from a customer

ir Michael Lyons suggested in his report that we should be breaking down barriers to claiming benefits and making sure customers get an all inclusive service at the first

point of contact. He talks specifically of automatic awards of rebates. I think we can all agree with this recommendation, but how realistic is it in practice when there are several agencies administering the services at the same time? For example, local authorities (LAs) deal with housing benefit/council tax benefit (HB/CTB) and the Department for Work and Pensions (DWP) deals with everything else. Is this an indication (again) that HB could return to

telling me that he made a claim for HB through the Pension Service who told him that he qualifies for maximum benefit, and if I had any queries over his entitlement I was to contact Neil at the local Pension Service. After groaning, I passed the letter to benefits for them to assess and, if necessary, arrange a visit. Meanwhile, I tried to work out how we could get over this new brand of problem because this customer thinks he has done the right thing and everything is being taken care of. The reality is that the full range of questioning and evidence may not have been submitted to the Pension Service, and I like to believe that Neil has not actually confirmed entitlement to this customer before sending the information on to us.

I don’t have the resources to do an immediate home visit for every customer that has made a claim via a different body to ensure we have all the necessary information. I think it’s fair to say my customer is not expecting further contact from us, except a benefit notification telling him that he has qualified and lots of money will be heading his way. We might be able to do this, but it’s more likely we will need something that has not been provided.

However, I think that the different services should be able to take claims on each other’s behalf. I would welcome an LA being authorised to accept and pass on claims and details of claimants for tax credits and/or DWP benefits.

Some LAs already have excellent examples of joined-up delivery with the DWP services and I think this could be the right way forward. Working side by side with the Pension Service and Jobcentre Plus offices, offering the one-stop approach to all benefits, but without the possibility of misinformation or confusion by the customer as to what is happening and who is dealing with it. The results of the better examples of collaboration are clear: customers are better informed and more understanding of the decisions made and this, in turn, helps to improve the performance of the service.

I don’t think we are necessarily at risk of being integrated back into the DWP – for one thing we are not 100% funded, so would the government really want to take HB back? Probably not, at least until it is a much more simplified scheme. What is clear is that we should work closely with the other agencies, putting the customer at the centre of our organisation and always bearing in mind the effective provision of his or her needs. Looking more widely than within our own boundaries and seeing what we can accomplish – it’s an exciting challenge. n

S

Working more closely with other agencies that provide similar services is an important but difficult step forward for LA benefits services. Julie Holden looks forward to the challenge

One for all…50 Benefits bulletin 10/07

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