Saturday, 28 February 2026

February in Sandwell: A Month of Transparency, Accountability… and Other Mythical Creatures


February in Sandwell: A Month of Transparency, Accountability… and Other Mythical Creatures

If you felt a slight tremor throughout February, don’t worry — it wasn’t an earthquake. It was simply the sound of filing cabinets slamming shut, minutes going missing, consultations expanding to Tolstoy-length proportions, and accountability sprinting in the opposite direction at Olympic speed.

Yes, February was another banner month in Sandwell — a place where things are always “under review,” questions are “noted,” and outcomes are “subject to future consideration,” which is bureaucratic dialect for “please stop asking.”

πŸ›️ Governance: Now You See It, Now You Don’t

Transparency was clearly a major priority — in the same way camouflage is a major priority for chameleons.

Meetings happened. Decisions were made. Discussions occurred. Records? Ah, well, that would spoil the mystery.

Nothing says robust democratic oversight quite like:

  • Scrutiny meetings without minutes
  • Private briefings about public matters
  • Decisions attributed to nobody in particular
  • Questions answered by answering a completely different question

At this point, if accountability were a person, it would have been reported missing and last seen boarding a bus out of town.

πŸ‘Ά Safeguarding & SEND: Everything Is Fine (Please Stop Looking)

Children’s services featured prominently — which is reassuring, because nothing comforts the public more than complex structural reform combined with phrases like “transformation programme” and “new delivery model.”

Key developments included:

  • Family homes quietly becoming children’s homes
  • SEND reform that promises everything except clarity
  • Historic safeguarding failures discussed in the abstract tense
  • Legal duties acknowledged in theory

The official position appears to be:
“Mistakes may have occurred, lessons will be learned, and nobody specific was responsible.”

A bold strategy. Let’s see how that plays out.

πŸ’° Finance: The Numbers Add Up — Just Not Together

Budget discussions were another highlight, proving once again that numbers are wonderfully flexible when placed inside PowerPoint slides.

Regeneration spending was celebrated. Footfall was celebrated. Initiatives were celebrated. Value for money was… quietly escorted out of the room.

Meanwhile residents were reassured that:

  • There is no alternative
  • Tough choices must be made
  • Savings are necessary
  • New spending is also necessary

Economists may struggle to explain this model, but locally it’s known as “SchrΓΆdinger’s Budget” — both broke and spending at the same time.

πŸ—️ Planning & Environment: Building a Better Future (Somewhere Else)

The Local Plan arrived weighing approximately the same as a medium-sized microwave oven and about as user-friendly.

Residents were invited to read hundreds upon hundreds of pages to understand proposals that could reshape their communities for decades — a thoughtful touch, ensuring only those with unlimited time, legal training, and industrial quantities of coffee could participate.

Key themes included:

  • Protecting green space by building on it
  • Improving health outcomes by increasing pollution exposure
  • Supporting communities by fundamentally altering them
  • Consultation exercises designed to test eyesight and patience

It’s planning, but with a strong element of endurance sport.

🏒 Networking, Appointments & Influence: Pure Coincidence, Obviously

February also delivered a masterclass in professional networking — or as cynics might call it, “politics but indoors.”

Appointments, connections, career pathways, and organisational overlap raised eyebrows, questions, and occasionally blood pressure.

Of course, everything was entirely above board, entirely appropriate, and entirely coincidental — much like finding three former colleagues suddenly working together again in positions of influence.

Just one of those things.

⚖️ Rule of Law: Flexible, Like Yoga

Legal obligations were discussed frequently, usually in the same tone one uses when discussing optional gym memberships.

Technically binding, yes — but surely open to interpretation, creative scheduling, and the occasional administrative misunderstanding.

After all, laws are important. That’s why we talk about them so much instead of, say, following them in a straightforward manner.

🏘️ Regeneration: If You Say It Often Enough…

West Bromwich regeneration continued to be celebrated enthusiastically, proving that optimism is a renewable resource.

Footfall increased — possibly because the previous baseline involved tumbleweeds.
Events were popular — especially the free ones.
Success was declared — pending further evidence.

Residents wondering why their daily experience doesn’t match the glossy narrative were encouraged to focus on the bigger picture, preferably from a safe distance.

🧾 Meanwhile, In the Real World…

Across the borough, people continued to deal with:

  • Rising costs
  • Reduced services
  • Uncertainty about planning decisions
  • Lack of clear information
  • The lingering suspicion that nobody is actually steering the ship

But fear not. Another consultation is probably on the way.

🎭 The Grand Theme of the Month

If February had a slogan, it would be:

“Everything is under control, and if it isn’t, a working group will be formed.”

Or perhaps:

“Transparency — now available in invisible format.”

πŸ”” Final Thought

None of this is to say progress isn’t happening. On the contrary, things are moving constantly — sideways, backwards, diagonally, occasionally in circles, but moving nonetheless.

And if you still have questions, don’t worry.

They’ve been carefully noted, logged, reviewed, considered, reframed, redirected, escalated, and ultimately placed in the special filing system reserved for matters of ongoing interest.

You know the one.


#Sandwell #LocalGovernment #Accountability #Transparency #SEND #Safeguarding #LocalPlan #Budget #Regeneration #WestBromwich #FriarPark #Scrutiny #PublicInterest #Community


Friday, 27 February 2026

Sandwell’s Local Plan: 1,000 Pages of Evasion, 14,449 Homes Missing and a Consultation Designed to Exhaust You


Sandwell’s Local Plan: 1,000 Pages of Evasion, 14,449 Homes Missing and a Consultation Designed to Exhaust You

Let’s stop pretending this is a friendly “have your say”.

This is a Main Modifications consultation — a tightly controlled technical exercise where:

• You must quote the exact modification number.
• You must respond separately to each tweak.
• Anything broader is “out of scope”.
• The interactive map requires a tutorial just to read it.

If you think I’m exaggerating, here’s the official page:

πŸ‘‰ https://www.sandwell.gov.uk/planning/sandwell-local-plan

Have a look.

Count the documents.
Open the tracked versions.
Try navigating the Policies Map.

Then tell me this is designed for ordinary residents.

This isn’t public engagement.

It’s procedural filtration.

And that’s before we look at the numbers.

The Numbers They Can’t Spin

Housing need: 26,350 homes
Identified supply: 11,901 homes
Shortfall: 14,449 homes

Employment land need: 229.5 hectares
Supply identified: 44.5 hectares
Shortfall: 185 hectares

So we can’t meet our housing need.

We can’t meet our jobs land need.

And the strategy?

“Export it.”

The Plan openly admits it cannot force neighbouring councils to take Sandwell’s unmet need.

So this is not a delivery strategy.

It’s a hope strategy.

And hope does not fix deprivation.

Deprivation Cannot Be Solved by Replacing Jobs with Flats

Sandwell talks endlessly about:

• Levelling up
• Productivity
• Skills
• Inclusive growth

Yet employment land is being squeezed, repurposed or “monitored for replacement” while housing density increases.

Monitor.

Not secure.

If you reduce land for employment while increasing residential pressure, what happens?

More commuting.
More congestion.
More pollution.
Less local opportunity.

You cannot regenerate a borough by hollowing out its employment base.

That isn’t growth.

It’s spatial contraction.

Health & Wellbeing? In an AQMA-Wide Borough?

The Plan admits:

The entire borough is an Air Quality Management Area (AQMA) — a legal designation under the Environment Act requiring action where pollution exceeds national limits.

Every ward. Every community.

Yet major housing allocations sit along:

• The A4031 corridor
• The M5/M6 corridor
• Freight rail interfaces
• The River Tame industrial valley

So we intensify housing where pollution is already highest.

We talk about carbon neutrality while people breathe nitrogen dioxide (NO₂) and particulate matter (PM2.5 and PM10) daily.

That isn’t climate leadership.

That’s environmental contradiction.

Friar Park Ward: Biodiversity Harm Acknowledged — Proceed Anyway

Friar Park (Policy SSH2):

• 614 homes
• Over half designated as a Site of Local Importance for Nature Conservation (SLINC)
• Former sewage works contamination
• Adjacent to Bescot rail freight depot
• Sports pitches affected

The Sustainability Appraisal (SA) — the legally required Strategic Environmental Assessment (SEA) document — admits likely biodiversity harm even after mitigation.

Admits it.

And proceeds anyway.

Rattlechain & Sheepwash: The Ecological Gamble

Rattlechain (Policy SSH3):

• 20m deep phosphorous waste lagoon
• Fuel ash deposits
• Flood Zones 2 & 3
• Steep valley topography
• Directly adjacent to Sheepwash Local Nature Reserve (LNR)
• Along the River Tame corridor

This is not simple brownfield.

This is a hydrological and ecological pressure node.

The Habitats Regulations Assessment (HRA) — required under the Conservation of Habitats and Species Regulations — must prove beyond reasonable scientific doubt that no adverse effect occurs.

One extreme rainfall event.
One remediation miscalculation.
One infrastructure shortcut.

And the River Tame corridor pays the price.

Where is the explicit ecological buffer?
Where is the cumulative corridor modelling?

Nowhere clearly embedded in policy.

Great Barr & Yew Tree: Corridor Under Siege

Residents along:

• A4031 (Walsall Road)
• Tame Bridge Parkway
• M6 interfaces
• Great Barr & Yew Tree boundary

Already live with congestion, freight and air quality stress.

Now add:

• Strategic allocations upstream
• 1,000+ additional corridor dwellings
• Employment redistribution commuting
• No guaranteed infrastructure uplift (Community Infrastructure Levy (CIL) charges are not increasing)

And call that “health & wellbeing”.

It isn’t.

Infrastructure: The Quiet Admission

The Plan acknowledges viability constraints may limit what developer contributions can fund.

That includes:

• Education
• Healthcare
• Transport improvements

If development is not viable enough to fund schools or GP capacity, “alternative funding sources will be sought.”

From where?

If viability reduces developer contributions, the public fills the gap.

That’s not infrastructure-led planning.

That’s infrastructure-if-we’re-lucky planning.

River Tame: The Cumulative Risk Chain

Rattlechain + Friar Park + motorway corridors + canal network + impermeable surfaces + AQMA baseline.

Each treated individually.

Never honestly assessed as a single ecological spine under pressure.

This is corridor-level intensification without corridor-level safeguards.

And the Green Belt Shadow

When a borough:

• Cannot meet housing need
• Cannot meet employment need
• Relies on neighbours it cannot compel

The arithmetic always circles back to Green Belt.

This Plan does not release Green Belt.

But structurally, it sets the debate up.

Because the numbers do not close.

The Bottom Line

This Local Plan has been tidied.

It has been lawyered.

It has been diagram-corrected.

But it still:

• Leaves 14,449 homes unmet
• Leaves 185 hectares of employment land unmet
• Intensifies growth in pollution corridors
• Admits infrastructure funding uncertainty
• Places housing beside sensitive ecological interfaces

The weakness isn’t formatting.

It’s structural realism.

And residents deserve honesty — not choreography.

#Sandwell #LocalPlan #FriarPark #Rattlechain #Sheepwash #RiverTame #GreatBarr #YewTree #A4031 #M5 #M6 #AirPollution #AQMA #EmploymentLand #HousingShortfall #InfrastructureCrisis #ProtectGreenSpace #PlanningFail #PublicConsultation #SandwellPolitics

Thursday, 26 February 2026

West Bromwich BID: Nearly £300,000 a Year… and £182 in the Red

West Bromwich BID: Nearly £300,000 a Year… and £182 in the Red

You almost have to admire it.

It takes a special kind of financial artistry to collect close to £300,000 a year from over 500 businesses — and somehow end up with minus £182 in reserves.

That’s not satire.

That’s not spin.

That’s the actual balance sheet for West Bromwich Town BID CIC for the year ending 30 June 2025.

Reserves: (£182)

After ten years.

After two full BID terms.

After countless “initiatives”.

After marketing budgets.

After ambassadors.

After events.

After hanging baskets.

Minus. One hundred and eighty-two. Pounds.

The £290,000 Question

The BID collects 1.95% on rateable value from around 576 businesses.

That’s compulsory.

Not optional.

Not voluntary.

Not “if you feel like it”.

Compulsory.

So naturally, businesses might expect:

• Strong reserves
• Transparent reporting
• Measurable results
• A financial buffer
• Evidence of impact

Instead, what they get is:

• Micro-entity accounts
• No audit
• No income breakdown
• No expenditure breakdown
• No published KPIs
• No measurable ROI

And a balance sheet that reads like someone found loose change down the back of the sofa and called it financial planning.

Let’s Talk About “Resilience”

Any organisation handling £290k a year should have reserves.

Three months operating costs would be standard good practice.

That would mean roughly £25,000–£60,000 set aside.

West Bromwich BID has:

Negative £182.

That’s not a buffer.

That’s not prudence.

That’s living hand-to-mouth on a compulsory tax.

If a local independent retailer ran their books like that, the BID ambassadors would probably be knocking on the door.

But It Gets Better

The accounts are filed under micro-entity provisions.

Which means:

No profit and loss published.
No marketing spend breakdown.
No detail on ambassador contracts.
No detail on security contracts.
No detail on event costs.
No breakdown of administrative overheads.

And no audit required.

Now pause for a moment.

An organisation funded by a compulsory levy on 500+ businesses…

…with no audit…

…publishing the absolute legal minimum disclosure…

…is expected to simply be trusted.

On what basis?

Good vibes?

Christmas lights?

A Facebook post about a litter pick?

The Marketing Miracle

Around £39,000 per year goes on “marketing and events”.

And what do we see?

A Facebook page hovering around 2,000 likes in a town of over 100,000 people.

Low engagement.

Operational notices.

Police updates.

The occasional “come and visit” post.

No published engagement rates.

No campaign analytics.

No evidence of increased footfall linked to campaigns.

No data showing uplift for levy payers.

If this is £39,000 worth of marketing per year, someone needs to ask for a refund.

Ten Years Later…

Let’s be honest.

Has West Bromwich town centre been transformed?

Are vacancies dramatically reduced?

Has footfall surged?

Has the town been repositioned as a thriving regional destination?

Or are we still hearing the same phrases:

“Challenging times.”
“Difficult retail climate.”
“Footfall pressures.”

After nearly a decade of levy income.

If the BID were a private consultancy hired to regenerate a town, shareholders would have pulled the plug years ago.

The Governance Elephant

One employee.

Three ambassadors outsourced.

No audit.

Minimal financial transparency.

Negative reserves.

And yet, the levy continues.

At what point do levy payers say:

Show us the data.

Show us the impact.

Show us the return.

Because right now, what we’re being shown is:

£290,000 in.

£182 in the red.

The Real Question

This isn’t about personalities.

It’s about accountability.

If nearly £300,000 a year is being collected — year after year — and after ten years the organisation has built up precisely nothing in financial resilience…

Where has the structural improvement gone?

Where is the measurable transformation?

Where is the long-term strategy?

Because if the answer is “events and hanging baskets”, we need to have an adult conversation.

Time For A Grown-Up Review

The BID model might work brilliantly elsewhere.

But here?

The finances are fragile.

The transparency is minimal.

The marketing impact is questionable.

The reserves are negative.

And businesses are compelled to pay regardless.

That isn’t sustainable governance.

That’s inertia.

Final Line

Nearly £300,000 a year.

Ten years of operation.

And the grand financial legacy is:

Reserves: (£182).

If that doesn’t raise eyebrows, you’re not paying attention.


#WestBromwich #WestBromwichBID #Sandwell #BIDScrutiny #TownCentreDecline #CompulsoryLevy #PublicAccountability #FinancialTransparency #WhereDidTheMoneyGo #SandwellPolitics #RegenerationOrSpin #LocalBusiness


Monday, 23 February 2026

Is West Bromwich Regenerated — Or Just Better Lit?

Is West Bromwich Regenerated — Or Just Better Lit?

Tomorrow (24th February), the West Bromwich Town Deal Board meets again.

Behind closed virtual doors.

Public money.
Private meeting.

You can view the carefully curated paperwork here:
https://sandwell.moderngov.co.uk/ieListDocuments.aspx?MId=7521&x=1

But don’t expect public questions.
This isn’t Britain’s Got Transparency.

πŸ“ˆ “FOOTFALL HAS DOUBLED!”

We’re told the new Indoor Market saw:

176,901 visitors (Aug–Dec 2024)
331,711 visitors (Aug–Dec 2025)

Nearly double.

Now here’s the bit missing from the victory parade:

The 2024 site was half-empty, tired, and waiting for demolition.

If you replace a tired building with a shiny new one and launch it with fanfare, people will walk in.

That’s not economic magic. That’s gravity.

The real question is:

Have traders’ incomes doubled?
Has vacancy across the town fallen?
Has private investment followed?

Or have we created a very nice, publicly subsidised footfall bubble?

🎀 THE “FREE ENTERTAINMENT” ECONOMY

We’ve had:

Pop-ups.
Cultural programming.
Workshops.
Events.
Activation.
Engagement.
Vibes.

And it’s all “free”. Except it isn’t.

Because when performers are paid,
security is paid,
marketing is paid,
production is paid,
coordinators are paid…

It’s not free. It’s publicly funded.

Town Deal funding.
Council budgets.
Arts Council grants.
Ward grants.

Layered subsidy.

Yet nowhere in the public papers is there a simple table showing:

Event | Cost | Attendance | Cost per head | Economic uplift

Strange that.

πŸ— 99% SPENT!

We’re told 99% of the £25m has been spent.

Excellent accounting.

But regeneration isn’t about spending the money. It’s about what happens when the subsidy stops.

What happens when the DJ abd band goes home?
When the event budget dries up?
When the Town Deal headlines fade?

Does the economy stand on its own feet —
or does it wobble like a pop-up park bench?

🌳 THE POP-UP PARK STRATEGY

The old Wilko site will become a “pop-up park”.

Temporary greenery.

Because nothing says “long-term town centre strategy” quite like:

“We’ll put some planters there for now.”

Is this regeneration…or municipal gardening therapy?

🎭 THE CLOSED BOARD MODEL

The Board includes:

Cabinet members.
The MP.
Business reps.
The BID.
Police.

It does not include:

Open public participation.
Independent scrutiny.
Live questioning.

Community-led regeneration —
just without the community in the room.

πŸ“Š THE EVALUATION FRAMEWORK

An evaluation framework is being adopted.

It promises:

Value for money.
Resident satisfaction.
Crime perception shifts.
Lessons learned.
Long-term impact.

Lovely.

But here’s the small technical issue:

Where are the baseline figures?

Without baselines, evaluation becomes narrative.

Without data, “impact” becomes interpretation.

πŸŽͺ THE REAL TEST

There are two stories here.

Story A: West Bromwich has been structurally transformed.

Story B: We modernised tired assets, subsidised events, boosted year-one footfall and declared success.

The difference between those stories is evidence, not applause.

£25 million later, West Bromwich deserves more than bunting and brochures.

It deserves proof.


Friday, 20 February 2026

Bins, Bluster & “No Evidence”: Another Day at the Civic Theatre

πŸ—‘️ Bins, Bluster & “No Evidence”: Another Day at the Civic Theatre

Meeting: Economy, Skills, Transport and Environment Scrutiny Board
Report Published: Wednesday, 18th February, 2026, 3.59 pm
Item: Litter Bin Strategy
Link: https://Sandwell.moderngov.co.uk/mgAi.aspx?id=9406&LLL=0

There are many ways to describe local government.

Transparent.
Accountable.
Data-driven.

And then there’s the version we actually get.

On Wednesday 18th February at 3.59pm (not 4pm, mind you — 3.59pm, because nothing says urgency like a report dropped a minute before tea time), the latest instalment of Sandwell’s environmental saga was published under the Economy, Skills, Transport and Environment Scrutiny Board.

This time it’s the Litter Bin Strategy.

Because clearly, what Sandwell needs in 2026… is a strategy about bins.

The Theatre of Cleanliness

Let’s be clear.

No one is against bins.
Bins are good.
Bins hold things.

But what we are seeing isn’t just a bin strategy.

It’s a strategy about strategies.

Meanwhile:

  • Fly-tipping remains a borough-wide issue.
  • Deep Clean pilots appear and disappear like travelling circuses.
  • Reporting routes vanish (RIP hot_spot email).
  • Enforcement figures remain suspiciously vague.
  • Volunteers are expected to fill the gaps — cheerfully, of course.

All wrapped in the comforting phrase:

“There is no evidence…”

No evidence of vermin.
No evidence of systemic issues.
No evidence that anything is structurally wrong.

Which is marvellous.

Because residents have only been imagining it.

Bins: The Silver Bullet?

The report invites Members to “consider and comment” on bin optimisation.

But here’s the uncomfortable question:

Are we solving littering — or rearranging street furniture?

Because without:

  • Visible enforcement
  • Consistent byelaws
  • Empowered Environmental Protection Officers
  • Transparent contract accountability
  • Clear reporting routes
  • And proper volunteer support

You can install bins every three metres and it won’t change behaviour.

Bins do not replace enforcement.
Bins do not replace accountability.
Bins do not compensate for blurred responsibility between officers, contractors and strategy documents.

Deep Clean: Enhancement or Emergency Response?

We’re told Deep Clean and Green Hit Squad initiatives are working ward by ward.

Fantastic.

But:

  • Where are the published site lists?
  • What were the selection criteria?
  • What defines success?
  • Is this enhancement… or corrective action?

And here’s the one nobody wants to say out loud:

If the Serco contract is delivering baseline standards, why do we need emergency “Deep Clean” pilots?

And if penalties are being issued for underperformance — where is that money going?

Which brings us neatly to…

Litter Watch: Volunteers, But Make It Sustainable

Litter Watch volunteers have expanded.
Community engagement has grown.
Local intelligence is stronger than ever.

And yet the question remains:

Has funding kept pace?

Or are we quietly relying on unpaid goodwill to plug systemic gaps?

Here’s a radical thought:

If contractual penalties are being levied for environmental underperformance, why not reinvest those funds into prevention?

Restore Litter Watch funding properly.
Expand it.
Embed it.

Not as a token partnership — but as structural environmental infrastructure.

Prevention is cheaper than reaction.

But prevention requires investment.

Byelaws, EPOs & The Enforcement Fog

If you want long-term cleanliness, you need clarity:

  • Clear borough-wide byelaws.
  • Empowered EPOs.
  • Consistent enforcement.
  • Transparent penalty structures.

Right now, enforcement feels patchy.

Intelligence-led?
Reactive?
Targeted?

Or dependent on which ward shouted loudest last month?

Without legal clarity and consistent powers, officers are left navigating grey areas — and residents are left confused about what is actually enforceable.

Angling, Wildlife & The Bit Nobody Mentions

The bin strategy is silent on something that keeps coming up on the ground:

Angling detritus.

Hooks.
Line.
Weights.
Bait waste.

Wildlife injury isn’t theoretical. It happens.

A robust angling policy aligned with enforcement and bin provision would:

  • Protect fish stocks
  • Reduce bird entanglement
  • Strengthen Local Nature Reserves
  • Reduce volunteer clean-up burden

But policy clarity is inconvenient when ambiguity allows discretion.

The Bigger Question

All of this circles back to one issue:

Does Sandwell operate a single integrated environmental governance framework — or a collection of well-worded documents?

We have:

  • AWC
  • Litter Bin Strategy
  • Street Cleanliness measures
  • Deep Clean pilots
  • Enforcement expansion
  • Volunteer engagement

But where is the unified dashboard?

Where are the published KPIs that residents can actually see?

If Scrutiny is serious, this is the moment to test integration — not just nod through another report.

Economy, Skills, Transport and Environment Scrutiny Board
Report published: Wednesday, 18th February, 2026, 3.59 pm
Item: Litter Bin Strategy

πŸ”— https://Sandwell.moderngov.co.uk/mgAi.aspx?id=9406&LLL=0

Read it.
Then ask yourself:

Are we solving litter — or managing perception?


#Sandwell #SandwellCouncil #ScrutinyBoard #EconomySkillsTransportEnvironment #LitterBinStrategy #StreetCleanliness #FlyTipping #DeepClean #GreenHitSquad #Serco #ContractAccountability #LitterWatch #VolunteerPower #EnvironmentalProtectionOfficers #Byelaws #AnglingPolicy #EnvironmentalGovernance #PublicAccountability #CivicPride #FollowTheData

Wrap Around, Pass the Parcel & Private Meetings

Wrap Around, Pass the Parcel & Private Meetings

Sandwell’s “Decisions” That Nobody’s Supposed to Watch

Decisions of the Cabinet Member for Adult Services, Health and Well-being
πŸ“… Tuesday, 24th February 2026
πŸ•’ 3.00pm

And in true Sandwell style…

It’s not open to the public.

Because nothing says confidence like making commissioning decisions behind closed doors.

The Story We’re Being Told

We’re told this is about a “Wrap Around Service” — rapid response, short-term (up to 72 hours), crisis domiciliary support. It’s described as essential to preventing admissions, easing hospital discharge, and keeping the system flowing.

Sounds sensible, right?

Now let’s unwrap it.

The Bit They’re Not Shouting About

This isn’t a new service.

It’s not even the second time it’s been procured.

It’s at least the third iteration since 2022.

  • 2022 – Procurement approved.
  • 2023 – Re-procured again under Light Touch Regime.
  • 2023 Award Notice – 45 tenders received. Yes, forty-five.
  • 2026 – Back again for another procurement.

And yet… this time they’re asking for pre-approval to award the contract even if they don’t receive the minimum number of tenders.

Funny that.

In 2023 they had 45 bids.
In 2026 they’re already preparing for “not enough competition”.

Either:

  1. The market has collapsed overnight (show us the evidence), or
  2. The exemption is just a handy “flexibility” clause in case they fancy narrowing things down quietly.

The Disappearing Dates Trick

The Equality Impact Assessment says the current arrangement expires 5 November 2025.

The main report says the contract ends 31 August 2026.

That’s not a rounding error. That’s nine months.

So which is it?

Was there:

  • An extension?
  • A variation?
  • A bridge contract?
  • Or just sloppy drafting?

When you can’t clearly state when your own contract ends, perhaps pause before asking for fresh delegated powers.

The Hospital Discharge Sleight of Hand

Here’s the real eyebrow-raiser.

The report says the service is vital to prevent hospital discharge delays.

But it also admits that in September 2025 they stopped accepting referrals from the Hospital Discharge Team due to “financial viability and sustainability.”

Let me translate:

“It’s essential for hospital flow… except we stopped using it for hospital flow.”

You can’t simultaneously:

  • Argue the sky will fall without it,
  • And admit you’ve already unplugged the biggest referral source.

What happened after September 2025?

  • Did delayed discharges increase?
  • Did costs shift elsewhere?
  • Did another service quietly pick up the slack?

We’re not told.

The Delegation Jackpot

The Cabinet Member is asked to:

✔ Approve procurement
✔ Delegate award to the Executive Director
✔ Approve 10% contract variations
✔ Pre-approve hourly rate uplifts from 2027 onwards
✔ Allow an exemption if competition fails

All in one neat package.

It’s like governance bingo.

And all of it decided in a private meeting.

Transparency? Optional extra.

The Cost Creep Cushion

Three-year forecast: £815k.

But:

  • Built-in 10% variation power.
  • Built-in rate uplifts linked to supported living rates.
  • Historic uplifts already given under “market sustainability.”

If you pre-approve variation and inflation before the contract even starts, you’re not controlling cost — you’re budgeting for drift.

The Equality Impact Assessment That Impacts Nothing

The EqIA effectively says:

“It’s only 72 hours in someone’s home, so no major equality impacts.”

Right.

Because:

  • Language barriers disappear after 71 hours.
  • Cultural care needs don’t exist in crisis.
  • Communication issues magically resolve themselves.

Tick-box equality is not equality analysis.

Better Care Fund: The Magic Phrase

“Funded through the Better Care Fund.”

Which is a pooled NHS / Council budget.

But:

  • Where’s the specific BCF line?
  • Which joint board approved this envelope?
  • What measurable outcomes are reported back?

BCF is not a governance invisibility cloak.

The Pattern

This service has now been:

  • Procured,
  • Extended,
  • Re-procured,
  • Uplifted,
  • Adjusted,
  • Partially withdrawn (hospital discharge),
  • And now re-packaged.

Each time with:

  • Delegated powers,
  • Market fragility warnings,
  • Sustainability concerns,
  • And pre-approved flexibility.

At some point you have to ask:

Is this strategic commissioning —
or permanent crisis management dressed up as strategy?

Questions That Deserve Answers (Before 3pm Tuesday)

  1. Which contract are we actually replacing?
  2. Why do the end dates not match?
  3. What happened after hospital discharge referrals stopped in September 2025?
  4. If 45 tenders were received in 2023, why are we pre-approving a procurement exemption now?
  5. What are the enforceable KPIs?
  6. Where is the published BCF governance approval?

If it’s all robust, it should survive public scrutiny.

The Bigger Issue

This isn’t about opposing a crisis support service.

It’s about how decisions are made.

Private meetings.
Heavy delegation.
Pre-approved flexibility.
Inconsistent dates.
And a narrative that shifts depending on which paragraph you read.

Adult social care commissioning deserves better than “trust us, it’s mitigated.”

Because when governance gets wrapped up,
accountability often gets wrapped away with it.


If you believe decisions about public money should happen in daylight, not in private rooms at 3pm on a Tuesday…

Pay attention.

More to follow.

#SandwellCouncil #AdultSocialCare #BetterCareFund #HospitalDischarge #LocalGovernment #Transparency #PublicMoney #Governance #Procurement #Accountability


When Trustees Go Quiet - Wednesbury


When Trustees Go Quiet

Let’s keep this simple.

I asked the trustees of Let’s Dance Again CIO a series of formal, written questions about governance.

They have not answered them.

Instead, there has been noise. Accusations. Deflection. Public commentary from people who are not trustees.

But no substantive written answers.

What This Is About

This is not about personalities.
It is not about shutting events down.
It is not about volunteers.
It is not about politics.

It is about governance.

Let’s Dance Again CIO is a registered charity.
Trustees carry legal duties.
Those duties are not optional.

When concerns are raised about:

  • Data protection
  • Safeguarding
  • Financial transparency
  • Exclusion of members
  • Conflicts of interest

… trustees are required to respond.

Not emotionally.
Not theatrically.
Not through supporters or intermediaries.

In writing.

The Record So Far

For clarity, here is the sequence:

6 January 2026 – Formal written governance and safeguarding questions sent to the Chair.

8 January 2026 – Formal data protection clarification requested.

19 January 2026 – Follow-up noting no response.

22 January 2026 – Further written questions regarding conflicts of interest and public claims about regulators.

4 February 2026 – Formal notice reminding trustees of their responsibilities and requesting written clarification.

To date:

No substantive written response addressing the questions.

That silence is now part of the record.

What Happened Instead

Instead of trustee responses, what followed publicly included:

  • Claims of bullying
  • Claims of intimidation
  • Assertions about “leaking”
  • Invitations to meet privately
  • Commentary from individuals who do not hold trustee responsibility

For clarity:

Governance matters should not be handled in cafΓ©s, Wetherspoons or restaurants.
They should not be handled on podcasts.
They should not be handled via social media commentary.

They should be handled by trustees.

In writing.

The full email record shows boundaries being set, requests for clarification being made, and confirmation of removal where inaccurate public material was involved.

That is not bullying.

That is documentation.

Responsibility Sits With Trustees

This has nothing to do with stopping events.

Nothing to do with destroying anything.

Nothing to do with personal grudges.

It has everything to do with whether:

  • Personal and special-category data is lawfully processed
  • Safeguarding procedures are robust and documented
  • Exclusions are fair, minuted and appealable
  • Financial controls are transparent
  • Conflicts of interest are declared and managed
  • Public statements about regulators are accurate

Trustees hold fiduciary responsibility.

Volunteers and supporters may speak loudly.

But trustees are accountable.

Annex: 15 Core Governance Questions Still Awaiting Answers

  1. Who is the named Data Controller for the charity?
  2. What lawful basis is relied upon for collecting health and next-of-kin data?
  3. Has a Data Protection Impact Assessment been conducted?
  4. Where are registration forms stored and who has access?
  5. What retention policy applies to personal and special-category data?
  6. What safeguarding policy is in force and when was it last reviewed?
  7. Who is the named safeguarding lead?
  8. What written complaints procedure exists?
  9. What documented appeal process applies to excluded members?
  10. How are conflicts of interest declared and minuted?
  11. When was the last AGM held?
  12. Were all trustees properly appointed and recorded?
  13. What internal financial controls apply to events and bingo income?
  14. On what basis were public statements made that regulators are “completely happy”?
  15. Have trustees formally reviewed and minuted the concerns raised?

These are not hostile questions.

They are governance basics.

The Position Now

If governance is sound, answers are easy.

If answers are difficult, that is precisely why they are being asked.

Rather than third parties attempting to badmouth individuals, speculate about motives, or escalate matters publicly, their energy would be better directed toward encouraging the trustees to do what trustees are legally required to do:

Act in accordance with Charity Commission guidance.
Respond formally.
Provide documentation.
Answer the questions.

The door remains open.
The questions remain on the table.

#CharityGovernance #TrusteeDuties #AccountabilityMatters #TransparencyNow #SafeguardingFirst #GDPRCompliance #FollowTheQuestions #PublicTrust #CharityCommission #GovernanceNotDrama #AnswerTheQuestions #LetTheRecordShow

Sandwell Council has published another News & Events Update, and once again there is quite a lot in it.

Sandwell Council has published another News & Events Update, and once again there is quite a lot in it. Some of it is genuin...