Social Media in Plain English
/From the CommonCraft guys: Social Media in Plain English
Erm, no surprise really.
/My Word, What a Surprise!
And despite what the article says, the cases handled by the volunteers are overwhelmingly neglect cases - not surprisingly as most child protection is about neglect anyway and not satanic abuse, as the Daily Mail might lead you to believe. And do you think these are the most serious cases on the register? Of course not. These are families where, for a number of reasons such as drink, drugs, mental health problems and 'learning difficulties' the children end up living in a completely chaotic environment and fail to receive even the most basic minimum care that any child in a family should be entitled to.
**As for 'amateurs', they are actually trained volunteers, but let's not spoil Worstall's fun.
Volunteers with no experience of social work are successfully being used in a groundbreaking scheme to help the families of children on the at-risk register. Amateurs** do better than trained professionals, who would have thought it?So Worstall thinks that's what social workers do all day is it? A chance would be a fine thing. Could it be that having an extra 48 workers at no cost to the local authority working on a one-to-one basis with families who's children are at risk because of neglect and piss-poor parenting is actually improving the conditions in the family and eventually reducing or eliminating neglect? Why is that such a surprise?
Of course, the amateurs are simply getting on with things rather than going to planning meetings on outreach projects to the excluded disabled minorty ethnic people of alternative gender assignation meetings…..hmmm, I wonder, could that be the reason?
And despite what the article says, the cases handled by the volunteers are overwhelmingly neglect cases - not surprisingly as most child protection is about neglect anyway and not satanic abuse, as the Daily Mail might lead you to believe. And do you think these are the most serious cases on the register? Of course not. These are families where, for a number of reasons such as drink, drugs, mental health problems and 'learning difficulties' the children end up living in a completely chaotic environment and fail to receive even the most basic minimum care that any child in a family should be entitled to.
**As for 'amateurs', they are actually trained volunteers, but let's not spoil Worstall's fun.
"Talk about a market failure"
/Mother Jones: Foreclosure Phil
Who's to blame for the biggest financial catastrophe of our time? There are plenty of culprits, but one candidate for lead perp is former Sen. Phil Gramm. Eight years ago, as part of a decades-long anti-regulatory crusade, Gramm pulled a sly legislative maneuver that greased the way to the multibillion-dollar subprime meltdown.
Yet has Gramm been banished from the corridors of power? Reviled as the villain who bankrupted Middle America? Hardly. Now a well-paid executive at a Swiss bank, Gramm cochairs Sen. John McCain's presidential campaign and advises the Republican candidate on economic matters. He's been mentioned as a possible Treasury secretary should McCain win. That's right: A guy who helped screw up the global financial system could end up in charge of US economic policy.
Talk about a market failure.
Oil shortage? Erm, no actually
/What's Really Driving The High Price Of Oil?
See also: Peak Oil theory proved false
Oil was at $50 a barrel in January 2007, then $75 a barrel in August 2007. Now at $130 or so a barrel, it is clear that oil pricing is speculative activity, having very little to do with physical supply and demand. An essential product—petroleum—is set by speculators operating on rumor, greed, and fear of wild predictions.
Over the time since early 2007, U.S. demand for petroleum has fallen by 1 percent and world demand has risen by 1.3 percent. Supplies of crude are so plentiful, according to the Wall Street Journal, “traders of physical crude oil say their market is suffering from too much supply, not too little.”
Iran, for instance, is storing 25 million barrels of heavy, sour crude oil because, in the words of Hossein Kazempour Ardebili, Iran’s oil governor, “there are simply no buyers because the market has more than enough oil.”
See also: Peak Oil theory proved false
"As goes the G8, so goes the world."
/Simon Jenkins: Once, 'international' sounded saintly. Now it means bureaucracy and waste
Jenkins on top form.
Gazing briefly at the Eurovision song contest this week I could not rid my mind of a quite different image, that of Nato's multilateral force headquarters in Kabul. There was the same flag-waving and confusion of purpose, the same small-state rivalry and cynical balancing of interests. There was the same belief that, simply by being international, a so-called community of nations was forged. For Eurovision and Nato, read the Olympics and Burma, read the Moscow cup final and Darfur. Read the European parliament, Fifa, the World Bank, the Organisation of African Unity, the European parliament. I was brought up to regard "international" as synonymous with saintly. It was a concept to supplant the rude nationalism of the 20th century in a worldwide concord of peace, ruled by a clerisy of selfless bureaucrats; Dag Hammersköld out of Albert Schweitzer.
Jenkins on top form.
Meanwhile here in Aberdeen faeces and fan collide, at last!
/ACCOUNTS COMMISSION FOR SCOTLAND
ABERDEEN CITY COUNCIL: REPORTS BY THE CONTROLLER OF AUDIT ON THE AUDIT OF BEST VALUE AND COMMUNITY PLANNING AND ON THE
PROPERTY SALES INVESTIGATION
FINDINGS AND RECOMMENDATIONS BY THE ACCOUNTS COMMISSION FOR SCOTLAND
Introduction
On 19 March 2008 the Accounts Commission considered a report by the Controller of Audit on the Audit of Best Value and Community Planning in Aberdeen City Council. The report was made under section 102 (1) (c) of the Local Government (Scotland) Act 1973. The Commission agreed that, in light of the concerns highlighted in the Controller of Audit’s report, it would hold a hearing.
On 30 April 2008 the Accounts Commission considered a report by the Controller of Audit in respect of a property sales investigation in Aberdeen City Council. This was a public interest report made under section 102 (1) (b) of the Local Government (Scotland) Act 1973. The Commission agreed to hold a hearing in respect of the report; and, given the arrangements already in place for a hearing into the report on the Audit of Best Value and Community Planning, agreed to cover the report on the property sales investigation as part of that hearing.
Hearing
The hearing was held on 13 and 14 May 2008 in Aberdeen. T
A transcript of the hearing is available on Audit Scotland’s website
Findings
The challenges facing the Council are collectively extremely serious. While the Council accepted the accuracy of both reports by the Controller of Audit, we found that there was a lack of a full appreciation of the seriousness of its current circumstances.
The decision by the Chief Executive to retire affords the Council an immediate opportunity for new leadership at management level. In parallel with the early recruitment of a new and experienced Chief Executive we consider that the Council now needs to demonstrate a strong and clear commitment to leading the implementation of the necessary changes. To date, in some specific areas such as the control of budgets, leadership has not been as effective as it should have been. The scale of the challenge facing the Council warrants the agreement of an improvement plan which has all-party support.
We do not believe that the Council currently has the capacity to carry forward the changes that are needed whilst managing its financial position and budget. In addition to the recruitment of a new Chief Executive we make recommendations that the Council secure appropriate external assistance, including from an expert in local government finance.
We are concerned that the Council believes that the organisational structure is fit for purpose while the findings of Her Majesty’s Inspector of Education and the Social Work Inspection Agency indicate that the Council’s two largest services lack leadership and direction. We believe that there is a case for the organisational structure to be simplified and for effective leadership, which commands the respect and support of employees, to be put in place for the Council’s major services.
We have concerns about the governance arrangements within the Council, particularly the need for more effective member scrutiny.
There appears to be a fundamental morale problem among many of the employees of the Council. The Council frequently refers to a “culture of non-compliance” as a reason for its difficulties. We do not accept that explanation. It seems to us that there has been a failure to engage with employees in the changes which have taken place or which have been attempted.
With regard to the report by the Controller of Audit on the property sales investigation, the Council accepted the many and significant shortcomings in procedures detailed in that report. Other proceedings are taking place in relation to the property transactions and, therefore, we focussed in the hearing on the procedures that the Council has now put in place and on procedures for the future. These procedures are those that we would expect any Council to have had in place. We make a recommendation regarding the monitoring of significant property transactions.
We endorse the view of the Council’s external auditor that the Council is in a precarious financial position. Over the past three years the Council expenditure has been significantly in excess of its budget, giving rise to concern over diminishing reserves and leading to the need for a substantial package of savings in the current financial year. Given the previous record of failure to meet savings targets, we cannot have confidence that these savings will be delivered and we accordingly make recommendations regarding the close and frequent monitoring of the position.
Recommendations
The Commission, therefore, recommends to the Council that it takes immediate action in respect of the following:
Action should begin immediately to recruit a new and experienced Chief Executive. The interview panel should include representation from all political groups on the Council and should have external advisers.
The Council should secure appropriate external assistance from peers, to assist it in implementing these findings and taking forward the conclusions of the Controller of Audit’s reports.
We would encourage the Council to establish an all party leadership board for the specific purpose of taking ownership of its improvement plan.
Immediately following the appointment of a new Chief Executive a review of the Council’s organisational structure should be undertaken. There should be full engagement with employees in considering the options for this structure.
The Council should appoint an independent local government finance expert to establish whether the Council’s proposed savings are accurate and achievable, and closely to monitor the delivery of the savings. We also recommend that the Council’s external auditor has access to all papers and minutes of the budgetary review working group and be entitled to attend all meetings.
The Council should ensure that robust and effective governance arrangements are in place, including officers producing reports that outline policy options, members receiving all committee papers in accordance with the timescales laid down in the Local Government (Access to Information) Act and the Council’s standing orders, and members attending appropriate training courses.
To enhance public confidence in scrutiny, we recommend that scrutiny arrangements be chaired by a member of an opposition party.
All significant property transactions should be signed off by both the Chief Financial Officer and the Monitoring Officer to ensure appropriate governance and accountability.
The Local Government (Scotland) Act 1973 (as amended) requires the Council to consider these findings at a meeting of the Council within three months of receiving them, and to decide whether to accept any or all of these recommendations and what action to take in response to them. We recommend that Scottish Ministers take appropriate action to ensure that, should there be any deficiencies in the implementation process, these are rectified.
The Commission will continue to monitor the circumstances of the Council through the Council’s external auditors. We require a further report by the Controller of Audit on progress made by the Council in twelve months’ time. We will give consideration at that point to any further measures that need to be taken.
29 May 2008.
Nuff said...
ABERDEEN CITY COUNCIL: REPORTS BY THE CONTROLLER OF AUDIT ON THE AUDIT OF BEST VALUE AND COMMUNITY PLANNING AND ON THE
PROPERTY SALES INVESTIGATION
FINDINGS AND RECOMMENDATIONS BY THE ACCOUNTS COMMISSION FOR SCOTLAND
Introduction
On 19 March 2008 the Accounts Commission considered a report by the Controller of Audit on the Audit of Best Value and Community Planning in Aberdeen City Council. The report was made under section 102 (1) (c) of the Local Government (Scotland) Act 1973. The Commission agreed that, in light of the concerns highlighted in the Controller of Audit’s report, it would hold a hearing.
On 30 April 2008 the Accounts Commission considered a report by the Controller of Audit in respect of a property sales investigation in Aberdeen City Council. This was a public interest report made under section 102 (1) (b) of the Local Government (Scotland) Act 1973. The Commission agreed to hold a hearing in respect of the report; and, given the arrangements already in place for a hearing into the report on the Audit of Best Value and Community Planning, agreed to cover the report on the property sales investigation as part of that hearing.
Hearing
The hearing was held on 13 and 14 May 2008 in Aberdeen. T
A transcript of the hearing is available on Audit Scotland’s website
Findings
The challenges facing the Council are collectively extremely serious. While the Council accepted the accuracy of both reports by the Controller of Audit, we found that there was a lack of a full appreciation of the seriousness of its current circumstances.
The decision by the Chief Executive to retire affords the Council an immediate opportunity for new leadership at management level. In parallel with the early recruitment of a new and experienced Chief Executive we consider that the Council now needs to demonstrate a strong and clear commitment to leading the implementation of the necessary changes. To date, in some specific areas such as the control of budgets, leadership has not been as effective as it should have been. The scale of the challenge facing the Council warrants the agreement of an improvement plan which has all-party support.
We do not believe that the Council currently has the capacity to carry forward the changes that are needed whilst managing its financial position and budget. In addition to the recruitment of a new Chief Executive we make recommendations that the Council secure appropriate external assistance, including from an expert in local government finance.
We are concerned that the Council believes that the organisational structure is fit for purpose while the findings of Her Majesty’s Inspector of Education and the Social Work Inspection Agency indicate that the Council’s two largest services lack leadership and direction. We believe that there is a case for the organisational structure to be simplified and for effective leadership, which commands the respect and support of employees, to be put in place for the Council’s major services.
We have concerns about the governance arrangements within the Council, particularly the need for more effective member scrutiny.
There appears to be a fundamental morale problem among many of the employees of the Council. The Council frequently refers to a “culture of non-compliance” as a reason for its difficulties. We do not accept that explanation. It seems to us that there has been a failure to engage with employees in the changes which have taken place or which have been attempted.
With regard to the report by the Controller of Audit on the property sales investigation, the Council accepted the many and significant shortcomings in procedures detailed in that report. Other proceedings are taking place in relation to the property transactions and, therefore, we focussed in the hearing on the procedures that the Council has now put in place and on procedures for the future. These procedures are those that we would expect any Council to have had in place. We make a recommendation regarding the monitoring of significant property transactions.
We endorse the view of the Council’s external auditor that the Council is in a precarious financial position. Over the past three years the Council expenditure has been significantly in excess of its budget, giving rise to concern over diminishing reserves and leading to the need for a substantial package of savings in the current financial year. Given the previous record of failure to meet savings targets, we cannot have confidence that these savings will be delivered and we accordingly make recommendations regarding the close and frequent monitoring of the position.
Recommendations
The Commission, therefore, recommends to the Council that it takes immediate action in respect of the following:
Action should begin immediately to recruit a new and experienced Chief Executive. The interview panel should include representation from all political groups on the Council and should have external advisers.
The Council should secure appropriate external assistance from peers, to assist it in implementing these findings and taking forward the conclusions of the Controller of Audit’s reports.
We would encourage the Council to establish an all party leadership board for the specific purpose of taking ownership of its improvement plan.
Immediately following the appointment of a new Chief Executive a review of the Council’s organisational structure should be undertaken. There should be full engagement with employees in considering the options for this structure.
The Council should appoint an independent local government finance expert to establish whether the Council’s proposed savings are accurate and achievable, and closely to monitor the delivery of the savings. We also recommend that the Council’s external auditor has access to all papers and minutes of the budgetary review working group and be entitled to attend all meetings.
The Council should ensure that robust and effective governance arrangements are in place, including officers producing reports that outline policy options, members receiving all committee papers in accordance with the timescales laid down in the Local Government (Access to Information) Act and the Council’s standing orders, and members attending appropriate training courses.
To enhance public confidence in scrutiny, we recommend that scrutiny arrangements be chaired by a member of an opposition party.
All significant property transactions should be signed off by both the Chief Financial Officer and the Monitoring Officer to ensure appropriate governance and accountability.
The Local Government (Scotland) Act 1973 (as amended) requires the Council to consider these findings at a meeting of the Council within three months of receiving them, and to decide whether to accept any or all of these recommendations and what action to take in response to them. We recommend that Scottish Ministers take appropriate action to ensure that, should there be any deficiencies in the implementation process, these are rectified.
The Commission will continue to monitor the circumstances of the Council through the Council’s external auditors. We require a further report by the Controller of Audit on progress made by the Council in twelve months’ time. We will give consideration at that point to any further measures that need to be taken.
29 May 2008.
Nuff said...
The Mary Whitehouse Experience
/Chris Dunkley and Julian Brazier MP on Newsnight discussing the 'Whitehouse legacy'.
It's not all doom and gloom
/The Question of Global Warming - Freeman Dyson
Unfortunately, some members of the environmental movement have also adopted as an article of faith the belief that global warming is the greatest threat to the ecology of our planet. That is one reason why the arguments about global warming have become bitter and passionate. Much of the public has come to believe that anyone who is skeptical about the dangers of global warming is an enemy of the environment.
The skeptics now have the difficult task of convincing the public that the opposite is true. Many of the skeptics are passionate environmentalists. They are horrified to see the obsession with global warming distracting public attention from what they see as more serious and more immediate dangers to the planet, including problems of nuclear weaponry, environmental degradation, and social injustice. Whether they turn out to be right or wrong, their arguments on these issues deserve to be heard.
Unhealthy balance
/Hospitals hide funds to rein in surplus
So now there's a £3 billion surplus.
And I'm in my third week of waiting for a skin cancer biopsy. Jeez.
Hospitals and primary care trusts have prepaid suppliers many hundreds of millions of pounds and have hidden money in other ways in order to keep the National Health Service surplus for last year down to the forecast £1.8bn. Without such action, senior NHS managers say, the declared surplus for the NHS in England in the financial year just ended is likely to have been nearer £3bn.What a way to run a health service! That much bemoaned deficit was totally insignificant, as I said at the time:
That money is in addition to the £2bn of cash in the bank, much of it working capital, that foundation trusts are expected to hold as they generate their own surplus of perhaps £500m. The move appears to have two motives: first to avoid the political embarrassment of the massive swing to a huge surplus of about £3bn just two years after the NHS in England attracted months of dire headlines when it recorded a £571m deficit; and second, to reduce the risk that a cash-strapped Treasury will claw the money back.
Only someone with no idea of what goes on in the real world would talk such crap. The overspend was about 0.7% of the total budget. Put another way. If you had an extension built and the estimate was for £15,000 I don't think you'd lose much sleep over getting an extra bill for £105, roughly the cost of replacing a broken sealed-unit. Meanwhile, as shown on a recent TV programme, a lack of foetal monitors has led directly to deaths and injuries during childbirth which cost the NHS £25 million in compensation last year alone.
So now there's a £3 billion surplus.
And I'm in my third week of waiting for a skin cancer biopsy. Jeez.
In the race
/3quarksdaily: The Invention of Race
We tend to imagine that our racial classifications map onto natural kinds in the world, that in carving humanity up into 'Caucasoid', 'Negroid', etc., we are, so to speak, carving nature at its joints. In fact, these categories are recent inventions.
In an important sense it is the 17th-century French writer François Bernier who may be considered the founder of the modern science of race. He is the first to use the term ‘race’ to designate different groups of humans with shared, distinguishing traits. He describes his innovation in the Journal des Sçavans of 1684 as follows: “So far, Geographers did not use any other criterion when mapping out the earth but that of the different countries or regions to be found on it. What I noticed in men in the course of my long and frequent travels gave me the idea to divide the Earth otherwise.”
