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Planner1

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  1. So report them to the police. I am told they might send PCSO’s to take a look if people complain. Online form is usually quickest. 20/20 hindsight is a wonderful thing. Clearly it wasn’t considered necessary at the time of the closure. Looks like it’s been there a while?
  2. On a yellow line there is a legal order which can be enforced by the council’s civil enforcement officers, who can issue a legally enforceable penalty. The advice / requirement in the Highway Code is not something they can issue penalties for. Only the police can do that. The police tend to have other priorities, but might be persuaded to give an issue some attention if enough people complain / request action. Usually best done via the 101 non emergency number or their online reporting form.
  3. The council tend to not put in restrictions in locations like that if they can avoid it. Any loss of parking can be very controversial in residential locations like that. Often just as many people are against the imposition of restrictions as are asking for them. They do get a huge number of requests for waiting restrictions and the budget is small. Yellow lines can be a lot more costly than many people think, as they have to be backed up by a legal order which can cost several thousand pounds to advertise and process.
  4. That would be the Police. The council's civil enforcement officers can only enforce if there is a restriction in place like a single or double yellow line.
  5. Yes, it constitutes placing an unauthorised obstruction in the highway. In Sheffield, report them to Streets Ahead and Amey will remove them. In Derbyshire, Derbyshire County Council are the Highway Authority so you'd report cones in the highway to them.
  6. That is absolutely not true and you'd know this if you had any involvement with them. The Cabinet Members work very closely with the officers in their portfolios and a great deal of work is done behind the scenes before any of the "options" you speak of are put to the senior Members for a decision. The Cabinet Member is often the decision maker as authority is delegated to them. They do a lot of detailed work with the officers to shape the proposals that are eventually put to them in a decision report, which is a public document. The Cabinet Member is responsible for briefing their political group / the Leader on what decisions are coming forward and feeding back to the officers anything that comes from those discussions. Like many of these things, the bit the public sees is only the tip of the iceberg.
  7. I can only speak of the sector I work in, but my experience is: Council workers are often as good or better at their jobs than the private sector. There are good and not so good people in both sectors. People in the public sector work very hard. Many, particularly the managers, are over-worked and put in massive amounts of hours, which can catch up with them and lead to absence. Many Council departments are under staffed because of funding cuts, but the demands for the services are still there, even when there are less staff. The benefits of flexible working are widely available in the private sector too. Private sector working conditions (ie the office spaces, equipment, IT) are often much better than the Council's. The private sector do actually appear to act on the theory that their workers are their best asset and understand that productivity increases and absenteeism drops when you provide good working conditions. Councils tend to cram as many workers as they can into their offices (to cut accommodation costs) , which leads to a regimented office layout with rows and rows of desks, which often isn't the best layout for the type of work being done. Private sector offices tend to be more modern, better equipped and better planned for the type of work being done. Private sector offices I visit have very nice perks for the staff, like free tea/coffee/soft drinks and a subsidised restaurant. Private sector pensions are just as good as the ones Council staff now get. Your legal employment rights are the same whether it's private or public sector. you can't just fire people who don't meet your expectations, there has to be proper process. It's the same in any reasonable size organisation, private or public. There are far less union members in Councils nowadays, so trade union influence is not what it once was. I don't believe that is true. I think they mostly do it because they want to make a difference. Some are better than others, but that's the case in all walks of life / professions. I'll give you Jack Scott as an example of someone who I believe genuinely wants to get things done and make a difference.
  8. The article here provides a summary of what happened in Tyne & Wear and the implications it had for plans to introduce franchising in other places. In South Yorkshire at that time, the consensus view among the local authorities and the PTE was that franchising carried too many risks and that bus partnership agreements could deliver most of the benefits without the risks. So that's what they have done. The advent of Mayoral authorities and the Bus Services Act 2017 changed the regulatory position and Manchester appear to be going for franchising (decision expected in March) . Others are looking at it too. However, some research Manchester have done on the outcomes appears to suggests that it would temporarily halt the decline in bus patronage, but after a few short years, the downward trend would continue. Check this article Major players in the UK bus market, like First Group are selling off their bus operations, which complicates the picture. Transport for London, who currently are the only area in the UK who operate the franchise model, are losing over £700m per annum on buses. Greater local control of buses will bring with it greater financial risk. Also there's reputational risk if / when the money runs out and services have to be cut.
  9. The point is that in terms of turnover, SCC and a FTSE 100 company are similar. The organisations have a different purpose, but a Council is a very big and complex outfit and the Leader has to deal with all aspects of it. Although the Leader isn't the same as the CEO, the Leader provides the direction for the organisation and takes a lot of the strategic decisions. They do a lot of work for the organisation. Being the Leader of a large Council is a very big job and I'd suggest that anyone who thinks getting paid £30k per annum for doing that is way too much ought to try it for a few days and see what they think then.
  10. You can check the "allowances" that Sheffield Councillors receive here You'll see that Julie Dore gets about £30k per annum. If you think that this is a lot for someone in charge of an organisation with a turnover of over a billion pounds a year, I really think you need a reality check. Check out how much the leaders of FTSE 100 businesses get. Median pay for a FTSE 100 CEO is circa £4m per annum, that's 133 times what Julie Dore gets... Not all public employees get paid more than the private sector equivalents, certainly in my area of work I'd get paid a bit more in the private sector and be able to negotiate my salary with my employer.
  11. Or, if we value the place and the health and wellbeing of the people who live in it, perhaps an approach like this might be better?
  12. There is no easy solution. You could increase road capacity and/or build new roads. You could extend Supertram up to Meadowhead and beyond. All of it is hugely expensive and likely to take a very long time to deliver. The other alternative is walk and cycle more, use public transport more, use your car less.
  13. They are keeping the same number of lanes open on the main routes, which is what you would expect. I don’t see what they are doing has had a major impact. How do you expect them to actually build a scheme like that? It’s impossible to do it with zero impact, in an extremely short timescale, which appears to be what you are expecting. Large schemes like that in a difficult environment can take a couple of years to deliver and they always look a “mess” while they are in progress, that is just the nature of the work they are doing.
  14. This is a complaint you hear about every similar project, everywhere that those projects are implemented. Carrying out a major civil engineering project in a public space, with main roads and major pedestrian routes within your site area is a very difficult thing to do. It’s a highly regulated environment and you are limited on the times and days of the week on which you can carry out operations that significantly affect traffic flows. There are a lot of factors that can affect progress, like unexpected ground conditions or the presence of unexpected utility equipment that needs to be moved. There can be a myriad of reasons why progress can appear painfully slow at times and the project can overrun expected timescales. It’s just the way this type of project is. More often than not, just throwing more “resources” at it is not the right solution. The contractors who carry out this type of project are very experienced and know what is needed. They would not get the work if they didn’t. However, the scheme promoter ( the Council in this case) should keep the travelling public informed about relevant things such as, overall progress, expected end dates or dates that particular milestones in the project will be achieved. That can usually be done via a website with info boards on site signposting to it. If you are unhappy with the progress of the project, or what info is provided, complain to your local councillors ( you have three) and the Cabinet Member with responsibility for transport, Councillor Bob Johnson. You could also complain to Dan Jarvis, the city region mayor, as his organisation fund the project.
  15. Before you start criticising others for putting out badly written info, you perhaps ought to explain your abbreviations. UX? The link I gave in that post was to a Sheffield City Region (SCR) web page. They fund the project. SCR are not the Council, they are a completely separate organisation. Again, if you are going to criticise, at least take the trouble to properly understand what you are criticising. For what it’s worth, I find the level of published info is rather poor. Being fair to the SCC officers involved in the project, the people who run their website are very restrictive about how much info can be put on there as they don’t want the site to be too big and bloated, which I can understand. Doesn’t excuse the lack of basic information though.
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