Anorak | Government Issues Banned Jargon List

Government Issues Banned Jargon List

by | 18th, March 2009

THE Local Government Association has drawn up a list of phrases that staff should avoid to “communicate effectively”.

Says LGA chairman Margaret Eaton:

“The public sector must not hide behind impenetrable jargon and phrases.”

The LGA’s list includes suggested translations of some terms, such as “measuring” for the civil servant’s favourite “benchmarking”, “idea” for “seedbed”, “delay” for “slippage” and “buy” for “procure”.

A look at the LGA website and readers can learn about:

Empowering engagement: a stronger voice for older people

Trading and charging – from design to successful implementation in an economic downturn

Anorak takes a look at how the LGA is implementing its anti-jargon drive with a look at its latest publication: “Regional Improvement and Efficiency Partnerships a councillor’s guide”

This brochure provides an overview of the work of the nine Regional Improvement and Efficiency Partnerships (RIEPs).

We hear from:

Local Government is a high performing part of the public sector. We consistently deliver excellent, efficient services that respond to the needs of our communities – increasingly working in partnership with other agencies across the public, private and voluntary sectors to drive through change and service improvement.

Councillor David Parsons, Chairman, LGA Improvement Board

“The EM IEP is working with the IDeA to run a series of regional events on delivery planning, strategic commissioning and outcome-focused performance management, which are all topics identified by local LAA co-ordinators as being essential to successful delivery. Local workshops include a focus on making an impact on some of the most difficult issues facing local partnerships such as; shifting resources, improving partnership delivery, delivering differently for child poverty and for people not in education, employment, training, and improving services from a customer perspective. EM IEP is also working with partners to deliver a major seminar for elected members and senior managers on the challenges and opportunities raised by the empowerment agenda.

– Councillor Martin Hill OBE, Leader of Lincolnshire County Council and Chair of the East Midlands Improvement and Efficiency Partnership (EM IEP) Board

At the heart of Capital Ambition is an innovative programme which ‘matches’ RIEP board members to individual authorities, providing and facilitating support where necessary, building on strengths and sharing good practice. This echoes the sentiment in our ‘mutuality statement’,

– Councillor Michael White, Leader of LB Havering and Member Chair of Capital Ambition

“In these difficult times it is becoming ever more important to concentrate on improving the economic prosperity of our region and the NE IEP’s transformational procurement programme can make a significant contribution to achieving this.

Councillor Mick Henry, Leader of Gateshead Council

“One of our core priorities in the North West is community empowerment and neighbourhood delivery.

– Councillor Tim Stoddard, Leader of the Conservative Group, Cumbria County Council

Our initial focus has been on developing support packages for local authorities to deliver their physical growth targets but more latterly, in response to local authority need, our focus has broadened to include economic assessments, skills and worklessness.

Councillor Ray Frost, Deputy Leader of Teignbridge District Council

Our ‘Learning to Deliver’ Programme provides core delivery support to every LAA in the region by providing hands on delivery support and a grant to support their key LAA outcomes. Underpinning this is an active programme of knowledge sharing to ensure the transfer of best practice.

– Councillor Norman Davies, Solihull MBC and lead Member for Improvement and Efficiency West Midlands

“Yorkshire and Humber has a strong track record in delivering efficiency through procurement and our Yorbuild project is an excellent example of collaborative working in the region.”

– Councillor Roger Stone, Leader of Rotherham MBC

Thsi is what used to be called “joined up Government” and is now called “bolloxs”.

The BBC lists some of the worst, and anyone who has sat in on a BBC meeting today, may enjoy the irony:

Blue sky thinking
Can do culture
Double devolution
Horizon scanning
Improvement levers
Revenue Streams
Thinking outside of the box

Ms Eaton goes on:

“Unless information is given to people to explain what help they can get during a recession then it could well lead to more people ending up homeless or bankrupt. If a council fails to explain what it does in plain English then local people will fail to understand its relevance to them or why they should bother to turn out and vote.

Now translate into 23 languages.


Across-the-piece everyone working together

Actioned do

Advocate support

Agencies groups

Ambassador leader

Area based in an area

Area focused concentrating on the area

Autonomous independent

Baseline starting point

Beacon leading light

Benchmarking measuring

Best Practice best way

Blue sky thinking thinking up ideas

Bottom-Up listening to people

CAAs why use at all?

Can do culture get the job done


Capacity ability

Capacity building enough room in the system

Cascading why use at all?

Cautiously welcome devil in the detail

Challenge problem

Champion best

Citizen empowerment ­– people power

Client person

Cohesive communities why use at all?

Cohesiveness together

Collaboration working together

Commissioning buy

Community engagement getting people involved

Compact why use at all?

Conditionality ­­- why use at all?

Consensual everyone agrees

Contestability Why use at all?

Contextual background

Core developments main things that are happening

Core Message ­– main point

Core principles beliefs

Core Value belief

Coterminosity all singing from the same hymn sheet

Coterminous all singing from the same hymn sheet

Cross-cutting everyone working together

Cross-fertilisation spreading ideas

Customer people/person

Democratic legitimacy voted in

Democratic mandate elected to put people first

Dialogue talk/discuss

Direction of travel way forward

Distorts spending priorities ignores people’s needs

Double devolution Why use at all?

Downstream Why use at all?

Early Win success

Edge-fit Why use at all?

Embedded set in

Empowerment people power

Enabler helps

Engagement working with people

Engaging users ­– getting people involved

Enhance improve

Evidence Base research shows

Exemplar example

External challenge outside pressures

Facilitate help

Fast-Track speed up

Flex Why use at all?

Flexibilities and Freedoms more power to do the right thing

Framework guide

Fulcrum pivot

Functionality use

Funding Streams money

Gateway review Why use at all?

Going forward in the future

Good Practice best way

Governance Why use at all?

Guidelines guide

Holistic taken in the round

Holistic governance Why use at all?

Horizon scanning Why use at all?

Improvement levers using the tools to get the job done

Incentivising incentive

Income Streams money/cash

Indicators measurements

Initiative idea

Innovative capacity Why use at all?

Inspectorates monitoring bodies

Interdepartmental working together

Interface talking to each other

Iteration version

Joined up working together

Joint working working together

LAAs Why use at all?

Level playing field everyone equal

Lever Why use at all?

Leverage influence

Localities ­– places/town/city/village

Lowlights worst bits

MAAs Why use at all?

Mainstreaming Why use at all?

Management capacity Why use at all?

Meaningful consultation– talking to people

Meaningful dialogue talking to people

Mechanisms methods

Menu of Options choices

Multi-agency ­– many groups

Multidisciplinary many

Municipalities towns/cities/areas

Network model Why use at all?

Normalising make normal

Outcomes results

Outcomes focused

Output results

Outsourced privatised

Overarching Why use at all?

Paradigm Why use at all?

Parameter limits

Participatory joining in

Partnership working working together

Partnerships working together

Pathfinder Why use at all?

Peer challenge Why use at all?

Performance Network Why use at all?

Place shaping creating places where people can thrive

Pooled budgets money

Pooled resources time and money

Pooled risk Why use at all?


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Posted: 18th, March 2009 | In: Politicians Comments (4) | Follow the Comments on our RSS feed: RSS 2.0 | TrackBack | Permalink