In partnership

Hambleton and Richmondshire Councils, who already share a chief executive and other key functions, are, therefore, to be commended for looking to extend their pioneering partnership approach to five other policy areas.

Of course, it helps that these are two comparable councils in North Yorkshire that serve a predominantly rural community and that many of the issues are inter-connected. Yet this notion applies to all town halls – they all have to deliver a basic level of service to a minimum standard.

If more town halls can share their management cuts, rather than duplicating those well-paid senior roles, then it will help to protect services in the long run and ensure residents receive genuine value for money.

If, for example, Barnsley Council teamed up with a neighbouring authority, it may not be facing the awkward situation where staff may have to accept a five per cent pay cut, and work slightly shorter hours, in order to protect the jobs of 300 colleagues who face the prospect of redundancy in a town that depends too heavily on public sector jobs for its own good.

Such unity of purpose is admirable. But, on the other hand, it is only likely to offer temporary respite – more savings will be required next year – and the authority needs to look at how it manages services.

A more enlightened approach now, as evidenced in North Yorkshire, could, therefore, pay considerable dividends in the challenging years ahead, provided the officials and councillors concerned are prepared to be pragmatic rather than dogmatic over the cuts.