Confidential papers have revealed the council’s top civil servant was told to work away from the town hall for at least one day out of 10 as part of “surprising” performance targets agreed by Merton’s political leaders.

The targets (below), which were leaked to the Wimbledon Guardian from an anonymous source, showed Merton Council’s chief executive, Ged Curran, was told to work off-site “at least fortnightly” in order to“review the strategic direction of the authority”.

Other targets include: “demonstrate capacity to lead change and develop an organisation”, “develop and manage the organisation as it reduces in size by a third” and “maintain personal perspective and self-knowledge”.

As council employees – who already face being unemployed as the council looks to reduce its workforce by a third, strike over pensions – critics have questioned the effectiveness of the targets and called for greater transparency.

Council leader, Councillor Stephen Alambritis, could not give a specific example of what Mr Curran did when he worked off-site in this way, which was stopped in July three months after it was initially agreed in April.

Coun Alambritis said: “He needs time to think and time to see what other boroughs are doing without the pressure of deadlines and meetings.

“It was decided by the four party leaders that this particular target should be removed because we are living in tough economic times.

“But he needs time to research and to think of innovative ways of running the council.

"That might include looking at what best practice is abroad or in other countries.”

Coun Alambritis, alongside the leaders of Merton’s three other political parties, sets the chief executive's annual performance targets and reviews them every April.

Documents seen by the Wimbledon Guardian appear to show Councillor Richard Hilton had questioned the council's former legal officer about how the chief executive could be measured on delivering targets set.

He said: “I raised this issue because many of my colleagues had raised concerns about whether the council was doing enough to drive through efficiency.

"Frankly I personally was surprised when I saw them.

"Is this really the sort of advice the chief executive is being given? Ultimately that’s a question for the council leader.”

Mr Curran received a total pay packet of £215,546 for 2010-11, which was frozen in line with his pay for the previous year after a £17,260 increase was given to him during the previous year.

A Merton Council spokeswoman revealed Mr Curran had worked five days out of the office between April and September, on an “ad hoc” basis, but would not say from where he did this work.

She said: “He worked on a variety of topics including localism, shared services and changing approaches to caring for the vulnerable elderly.”

Robert Oxley, Campaign Manager of the Taxpayers’ Alliance, said: “Taxpayers write Merton Council’s chief executive a hefty pay cheque each month – they are entitled to know what he is expected to do for that sizeable sum.

“The published objectives need to be robust and quantifiable, otherwise this is a pointless PR exercise.”


Merton Council chief executive's objectives - April 2011 - April 2012

A. Demonstrate the capacity to work in a political dimension

  • Continue to keep in contact with h the LGA and London Councils and other London-wide networks and appraise leader and Members as appropriate;
  • Continue to show discretion between the parties and ensure regular meetings of Leaders of all parties;
  • Continue to engage more directly with Cabinet members and have a higher profile with them; meet individual cabinet members with their director; work with Directors to ensure early involvement with their Cabinet Member on key issues ensure greater level of contact with all Members;
  • Engage with Directors on how to meet the Administration’s challenging pledges; ensure these are viewed as their top priority;
  • Work with Press Office to mitigate overly cautious approach to publicising Leader’s views under his name that are already on the record e.g. about the budget.


B. Demonstrate the capacity to lead change and develop an organisation

  • The key change is to transform Merton’s street scene and improve the cleanliness of the Borough so it is rates one of the cleanest in the UK;
  • Continue to develop and manage the organisation as it reduces in size by a third; ensure ongoing strategic advice as to how the Council could look in 2015;
  • Explore further arrangements for shared services and facilities e.g. shared purchasing. Take advantage of straightforward relationships with neighbouring borough, Sutton , Croydon, Wandsworth Kingston Richmond and Merton.

  • C. Maintain personal perspective and self-knowledge

    • Actively seek speaking engagements at national and regional conferences for chief executive and senior officers; encourage CMT and other senior officers to provide written articles for the local government press;
    • Continue chief executive’s blog;
    • Continue to raise profile with all Members and the community;
    • Ensure personal attendance at all meetings of full Council.

    D. Develop and enable effective partnerships and external relations

    • Continue highly effective compact with Borough’s voluntary organisations;
    • Develop stronger relationship with All England Tennis Club and continue ongoing relationships with AFC Wimbledon and the borough’s other football clubs;
    • Raise chief executive profile at local events including Canizaro Festival, Abbey Fest and Wandle Valley Fest to ensure mayor, leader and chief executive are known in the borough;
    • Take a pro-active approach in raising profile in the media in order to make contact with the Borough’s population;
    • Anticipate opportunities for raising the council’s profile; exploit every opportunity to highlight the council, particular where events in the borough are being or may be televised;
    • Ensure a Merton Council corporate background for major events e.g. at electoral counts and receptions.

    E. Maintain focus on strategic and long term goals

    • Environments is the key area for focus ensuring a physical demonstration of this commitment through marked improvements in street scene, litter and fly tipping, subject to budget process;
    • Make time, at least fortnightly to review the strategic direction of the authority and to anticipate future challenges. Continue the practice of working off site to facilitate this.[This was removed in July]

    F. Lead and integrate performance management

    • Ensure Directors understand and meet leader’s and Cabinet members’ need for concise and timely information;
    • Ensure CMT and senior officers recognise and support Member led approach to policy.

    What do you think? Leave a comment below or contact Omar by calling 020 8722 6335; tweeting @OmarOakes or emailing: ooakes@london.newsquest.co.uk.