AS a former leader of a county council I wish to comment on the present debate on council taxes. Politicians settle policy albeit within very prescribed limits. It is civil servants who administer the services.

Most are the subject to law but not every aspect of such legislation is mandatory. Whatever the chief officers tell you it is worth assessing on a nought to five basis i.e from a guideline to "necessary by next week".

Chief officers can run rings around the politicians. So how do you work the system?

Take note of the timescale for implementation. Always remember that it is far easier to withhold a service or benefit than to take it away. Re-examine the various voucher schemes.

Public sector pay is now said to be equal to the private sector so:

Abandon annual increments (if they still exist) and move to an annual evaluation;

Abandon final salary pension schemes which for years have been manipulated;

Introduce a form of management by objectives. This was an anathema to the civil service but if the chief officer's career and remuneration depends upon size and responsibility then what incentive is there for him to reduce staff, cut costs or do more with what he has? The answer is money.

If, for example, one was to achieve a ten per cent reduction in the cost of operating a department without sacrificing the level of service then an agreed percentage of that saving should be available as a bonus for distribution within that department.

E Denison,

Bossall, York.

Updated: 11:00 Thursday, December 11, 2003