Croydon Council is in the midst of a severe financial crisis. Years of mismanagement, poor investment decisions, and a lack of strategic oversight from both Labour and the Conservatives have left our borough facing unsustainable debt levels and ongoing budget shortfalls.
Labour say that we need unelected commissioners to bring in financial expertise to run the Council. The Conservatives say that there needs to be democratic accountability for those in charge of the Council. I say that you don't need to choose between these - I can deliver both.
As a highly qualified financial professional myself I am offering a credible, detailed plan backed by my extensive experience and a commitment to public service. These changes won't happen overnight, but there are considerable savings that can be made immediately by halting the runaway spending that the current Mayor has overseen. In the longer term, I intend not only to achieve greater savings in terms of efficiency but also to increase Council revenue.
The combination of efficiency savings and increased revenue with a realistic plan for debt restructuring should end our reliance on 'Exceptional Financial Support' and endless council tax rises, allowing us to pay down the debt and get Croydon onto a long-term sustainable footing.
Streamline Bureaucracy and Management Structure
Croydon's current senior leadership structure includes 28 people holding the title of Director or Chief Executive, alongside an Executive Mayor and a further 8 cabinet members. This overly complex and top-heavy structure is bloated, inefficient, and costly. My experience from the military is that large, sprawling management structures are both inefficient and ineffective. Decision-making takes longer as key information is fragmented, and people spend most of their time making work for other staff rather than delivering outcomes. Smaller, leaner organisations make better decisions, move faster, and cost less.
My first step will be to thoroughly evaluate this structure and significantly reduce the number of senior roles, merging overlapping responsibilities and creating clear lines of accountability. This streamlined approach is projected to save £1-2 million annually. These funds will be redirected into the frontline services that matter most: education, social care, health, community safety, public spaces, and essential infrastructure.
Cut Consultancy Spending and Build Internal Capability
At present, Croydon Council spends around £15 million a year on consultants-a figure far higher than it should be. By reducing consultancy spending back to 2022 levels, I aim to save £10 million annually. This isn't about abandoning external expertise altogether-sometimes it's necessary-but about addressing the over-reliance on consultants for work that permanent staff should be able to deliver. My plan will build strong in-house teams with experienced senior managers, providing them with the training and professional development they need. This shift will create sustainable, long-term savings and reduce the council's dependency on costly temporary expertise.
Reduce Agency Staff Costs by Building Permanent Teams
Agency staffing is one of the biggest drains on Croydon's budget, currently costing £54 million per year while delivering inconsistent results. My goal is to reduce agency spending to 2022 levels, generating an estimated £40 million in gross savings annually. I recognise that services back in-house requires investment-we will need to hire permanent staff, improve training, and build organisational resilience. After reinvesting in our permanent workforce, I expect the council to retain roughly half of the gross savings-a net saving of around £20 million annually. This strategy will stabilise service delivery, improve staff morale, and deliver better value for money for taxpayers.
Boost Local Business and Encourage Economic Investment
For too long, Croydon has failed to unlock its economic potential. Stalled regeneration projects, poor planning, and weak support for businesses have kept our local economy underperforming. Business rates have stagnated for over a decade, waiting on a Westfield development that never comes. The Business Rates Baseline has remained stubbornly below the Baseline Funding Level since the new system was introduced in 2013. As a result, Croydon has relied on government top-ups on the business rates it retains. My economic strategy will focus on changing this:
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Supporting existing small and medium-sized enterprises (SMEs) with targeted incentives and streamlined regulatory processes.
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Attracting new businesses through proactive investment promotion and business-friendly policies.
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Investing in infrastructure improvements to make Croydon an attractive place to work and live.
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Establishing dedicated council support teams to assist entrepreneurs and business owners navigating council services.
If we increase the Business Rates Baseline above the Baseline Funding Level, Croydon will retain more of the business rates raised locally, increasing revenue for the Council. By revitalising our local economy, we will create new jobs, broaden our tax base, and support our long-term financial sustainability.
Responsibly Expand the Tax Base, Not the Individual Tax Bills
Croydon's council tax has risen by nearly 27% over recent years-a burden that many households simply cannot afford. My approach is different. Rather than continually hiking council tax, I would look to expand the borough's tax base through carefully planned, community-focused development. This means:
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Supporting sustainable, affordable housing developments that meet the needs of our communities.
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Ensuring new homes are built alongside essential infrastructure: schools, healthcare facilities, transport links, and community spaces.
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Promoting developments that bring life to our high streets and town centres, rather than creating isolated blocks of unaffordable flats.
I cannot promise that council tax will never rise, but my goal is to limit increases to the prevailing rate of inflation-ensuring Croydon's residents are protected from unaffordable tax hikes while we rebuild the borough's finances sustainably.
Whilst some people will always be opposed to any further development, we must realise that if we don't bring new, young and economically active people into our borough, the tax burden will rest on fewer people and the communities they wish to preserve will wither and die.
Ensure Rigorous Transparency and Accountability
Financial recovery is impossible without transparency. Croydon's residents deserve to know how their money is spent and what outcomes it delivers. As Mayor, I will:
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Publish detailed, quarterly financial performance reports in plain English.
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Hold regular public accountability sessions where council leaders answer residents' questions on spending and outcomes.
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Introduce independent oversight of major spending decisions.
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Conduct a comprehensive review of all contracts the Council is engaged in. We must use our considerable buying power more cleverly and stop being a price taker in the market. Through renegotiation and smarter procurement, we can secure better value for Croydon taxpayers.
This culture of openness will rebuild trust between the council and the community, ensuring that public funds are managed prudently and deliver real value.
Strategically Restructure Council Debt
Croydon is currently paying £66 million a year in interest on its debt. Once we have proven that the Council can control its spending, deliver value for money, and balance its books, the government will be more receptive to restructuring our debt. I am realistic about what we can expect-whilst a full debt write-off would be welcome-interest relief is a plausible and valuable goal. Temporary relief on interest payments could help balance the books in the short term, while we work towards financial sustainability. By negotiating lower longer term interest payments on our borrowing, we can free up funds to pay down more of the principal debt itself. This approach will set Croydon on a path to financial sustainability, allowing us to move away from the cycle of borrowing and asset sales that currently props up the budget.
A Sustainable, Prosperous Future for Croydon
My comprehensive, practical plan will restore Croydon's finances, ensuring the council operates efficiently, transparently, and in the interests of all residents. By rebuilding our management capability, investing in our workforce, and revitalising our local economy, we will create a council that delivers high-quality services, fair taxation, and financial sustainability.
Croydon has enormous potential. With the right leadership, we can unlock it-building a borough where businesses thrive, communities grow, and public services are there when people need them.