A GENUINELY BRITANNIA-WIDE ELECTIONS DAY

Chris Game

I chanced recently upon, in the LocalGov news circular, a local elections preview by Jonathan Werran, CE of the cross-party think tank Localis, which mentioned, in the guise of a rhetorical question, the Birmingham Post

“When the Birmingham Post’s circulation is less than a thousand copies for what is England’s second city, is this sufficient evidence that there is no audience at all for local politics … that this apathy mirrors widespread public indifference for local government accountability and scrutiny, and the sense that local services are something ‘done to’ residents and communities rather than for or with them?”

The remainder of the piece bypassed, rather than refuted, that accusation, en route to vigorously asserting that, even if ministers and civil servants are the key policy shapers, they do their shaping with the knowledge of what happens at the local ballot box.

As a longstanding INLOGOV member with a particular interest in local elections, I wince when politicians or commentators almost dismissively describe any local election year as low-key. It signals that they’ll continue endlessly pontificating about ‘the big one’ in July, November or whenever, while ignoring the thousands of contests and hundreds of local policy issues at stake on May 2nd – AND that this time at least they’re demonstrably wrong.

Which is what I’ve devoted 2,000+ words in, as it happens, this week’s Birmingham Post, to arguing that for us Metropolitan West Midlands electors, every one with two or three separate votes to bestow or withhold – or, indeed, the 150,000-plus full- and part-time staff photo ID-checking in some 40,000 polling stations – next Thursday in actuality is as big as it gets.

OK, I’m guessing a bit about those latter numbers, but the rest holds. This year, almost unprecedentedly (except for the 2021 post-Covid elections), every part of England and Wales[1] has at least one ‘local’ or sub-national, election – local council, mayoral, London Assembly, Police & Crime Commissioners. And, whatever happens in the General Election, the winners will still be there, representing and working for their respective communities, come 2025.

The best illustration of all this is through the Local Government Information Unit (LGIU)’s set of interactive maps – available online, uncontemplatable for the Birmingham Post,but deployable here.

MAP 1 shows LOCAL COUNCIL ELECTIONS, and indeed occupying this year perhaps about an eighth of the England part of the map – as this is a ‘non-county’ year, with no Welsh council elections.

In our still substantially ‘two-tier’ county-district local government system, next Thursday’s elections are for the minority of English district and unitary councils who elect their councillors by thirds or halves, rather than all-out, and for mainly single-tier metropolitan boroughs – smallish in map-area, but with big, concentrated populations, and most of which (Birmingham is an exception) still elect a third of their councillors in three years of each four-year cycle.

Their sizable urban electorates are clustered into small areas of the map, particularly in Yorkshire/Lancashire, and currently are very clustered politically too. Of the three dozen-plus mainly metropolitan councils north of about Cannock Chase with upcoming elections, just one – North East Lincolnshire – is currently Conservative.

The stand-out patch of Conservative blue in the south is Dorset. Established in 2019, its councillors, uniquely and for unexplained reasons, were elected for five-year terms of office, which are replicated this year. There are several blue blobs in our West Midlands metropolitan region – Dudley, Solihull and Walsall – but gone are the days when they can be assumed naturally and nationally to outnumber the Lib Dems’ yellowy-orange. And the black-coloured councils under ‘No Overall Control’ by any single party comfortably outnumber both.

The statistical details of the West Midlands metropolitan contests are summarised in the following abbreviated version of the table included in my Post article.   

The LGIU’s MAP 2 shows COMBINED AUTHORITY (CA) MAYORAL ELECTIONS – those areas created in relatively recent years allowing groups of upper-tier councils to pool responsibility for delivering functions devolved from central government, like transport, economic policy and regeneration, more effectively over a wider area, in our case the West Midlands.

With the formal establishment of the North East CA, there will be 11 of these Combined and Combined County Authorities, our West Midlands CA being one of the longer established, and nine, including us, will be electing or re-electing their Mayors. It is no exaggeration to suggest that, of all the 2,700-plus elections, this West MIdlands one can be considered the single most important – for our city’s future, but also for the future direction and vibrancy of the whole country’s sub-central government.

This LGIU map has just two modest-sized patches of Conservative blue: Tees Valley, whose elected Mayor since 2017 has been Ben Houchen – The Lord Houchen of High Leven to you and me – and the West Midlands led by Andy Street. We know how tight our contest will be – a single Savanta poll managing to put Street both two points ahead of Labour candidate Richard Parker, then three points behind! – and, if both CAs were to swing to Labour, it would surely raise questions for the next Government about the future of this crucial strand of devolution.   

Which brings us to the LGIU’s Map 3 – the POLICE AND CRIME COMMISSIONER ELECTIONS – in England an almost uninterrupted mass of Conservative blue, with patches of Labour red, and, dominating mid-Wales, a substantial block of Plaid Cymru green. Being picky, I’d add a red patch for the Labour Mayor of London, as he (Sadiq Khan) is London’s equivalent of a PCC and both he and the London Assembly should properly be included somewhere on the maps.

It is, of course, these 41 PCC elections, covering all England and Wales, which give May 2nd its indisputably national dimension – and also brought the West Midlands its first election-related headlines. PCCs were created in 2011/12 to make police forces more visibly responsive to local needs. Their core functions are to appoint the chief constable, set the budget, and set local policing priorities, subsequently extended in some cases (like Staffordshire) to the local fire and rescue service.

However, as Mayor Andy Street has long been somewhat enviously aware, his fellow (Labour) Mayors of Greater Manchester (Andy Burnham) and West Yorkshire (Tracy Brabin) had both acquired PCC functions, so why shouldn’t he have a second go at grabbing some of that action.

It’s a challenge – or attempted “hostile takeover” – that, had he acted much earlier and more strategically, could have prompted a useful public cost-benefit debate about the value of having a separate elected PCC role. Certainly, the bid should have been thoroughly researched and publicly tested. But in their partisan eagerness it seems either Mayor Street, or the Home Office on his behalf, screwed up.

West Midlands Police and Crime Commissioner Simon Foster (Lab) was able to claim that the Conservative Home Secretary had a “closed mind” on the issue, and the Judge found that exactly how the change would lead to a more joined-up approach to crime prevention was “left entirely unexplained”. Simon Foster, naturally, is standing for re-election as PCC, but challenged this time by just the single Conservative & Unionist candidate, Tom Byrne, rather than the previous six..

As has been extensively noted, Mayor Street’s campaign generally excludes reference to the Conservative Party, if not from the ballot paper, from his campaign material and social media accounts. His is an individual ‘Brand Andy’ campaign, he explains, and “people are sick and tired of Westminster”.  And, of course, of his party – as he didn’t add.

I’ve not seen the point made explicitly, but ‘Brand Andy’ could apply even more strikingly to our Mayor’s evidently genuinely warm and productive working relationship with Greater Manchester Mayor, Andy Burnham, notably over a post-HS2 “alternative connectivity plan”, and on Street’s part a reluctance to rule out voting for Burnham, were he a Manchester resident.

A big and possibly electorally crucial difference, however, is that recorded in a recent Centre for Cities opinion poll – that, while over a third of Manchester respondents could name at least one of Mayor Burnham’s policies, barely 10% of West Midlanders could recall one of Street’s, despite the fact that he certainly has plenty – plus, apparently, cash. It’s a disappointing stat for someone who sculpts his reputation on getting things done.

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[1]  Which, with the exclusion of Scotland, which the Romans never properly occupied, represents what the Romans called Britannia – hence the title.

Democratising public administration through public-common partnerships: the case of the Citizen Assets Programme in Barcelona

Marina Pera and Sonia Bussu

In a recent article titled Towards Democratisation of Public Administration:Public-Commons Partnerships in Barcelona, part of a Special issue on The International Journal of the Commons (edited by Dr Hendrik Wagenaar and Dr Koen Bartels), we explored public-commons partnerships in Barcelona through a relational lens, examining how they might be contributing to deeper democratisation of public administration.

The commons refer to those cultural and material resources collectively managed by the community and represent an alternative to both the state and the market. Recent literature emphasises the capacity of the commons’ prefigurative politics to develop alternative institutions to neoliberal regimes and/or deliberative and collective forms of resource management. The grassroots movements managing the commons often take an oppositional stance to the state, but they might also depend on its resources. By the same token, the state has an interest in supporting assets and services managed as commons, which offer flexibility and efficiency, while encouraging citizen participation in local politics.  

Within political contexts sympathetic to progressive socio-economic projects, such as  new municipalism in Barcelona, formalised alliances between the local state and the commons started to emerge, facilitating the development of novel policy instruments that respond better to the demands of the commons and open opportunities for more participatory policymaking. So-called public-common partnerships are long-term agreements based on cooperation between state actors and the commons members. In our paper, we wanted to understand better the relational work behind these partnerships and the role of boundary spanners that build bridges between two worlds, such as the state and the commons, which are often quite distant in terms of visions of local democracy and the language to articulate such visions.  We take the case of the Citizen Asset Programme (CAP) in Barcelona to explore the relationships between public officials and commons members, highlighting how these collaborations shape governance practices and can help foster a collaborative culture within public administration.

CAP was approved in 2016 and aims to create the institutional framework to recognise and support commons-managed municipal assets in the city. Based on qualitative analysis of interviews with public officials and commons members involved in the partnership, as well as official documents, we drew out insights on the relational dynamics that facilitated the creation of two policy instruments under CAP: The Community Balance Metrics and the Social Return on Investment of Can Batlló. The first one is a set of indicators to evaluate the performance of community-managed assets considering their transformative potential and including dimensions of internal democracy, care, inclusion, and environmental sustainability. The second helps to measure the value of activities and volunteer work carried out in the community centre of Can Batlló.

Through a series of vignettes depicting the different state and commons actors involved, we examined how they forged alliances and employed creative thinking to manage conflicts, resistance, and scepticism from both the local administration and the grassroots movements. Public officials from the Active Democracy Department were able to build trust among commons representatives by recognising their needs and potential. They explained the workings of public administration in a clear language. They created spaces of open-ended dialogue between grassroots movements and different departments to facilitate the development of policy instruments, measures and indicators that valued the commons’ innovative work, while still coherent with existing legal requirements. For instance, a working commission was set up involving members of Can Batlló, the Legal and the Heritage Department, as well as representatives of the District administration. This public-commons partnership developed a comprehensive agreement to regulate asset transfers, which fully recognises the social and economic value of the commons.

By the same token, the commons members played a crucial role in communicating to grassroots movements the work of the Active Democracy officials and build mutual trust. On the one hand, they helped the commons understand feasibility issues of their demands; on the other they pressed the public administration for greater transparency and creative interpretation of existing regulatory framework to strengthen democratic values underpinning asset transfer agreements.

Two cooperatives supported these partnerships as consultants. They contributed knowledge of innovative public policies from across the world. They also facilitated knowledge sharing to encourage cooperation between commons members and state institutions, for instance by inviting grassroots groups from other parts of the world to share their experience of working with the state.

The work of these public-commons partnerships is gradually reshaping the administrative culture and fostering more transparent and democratic working practices within the public administration. An example is the joint work to develop the Community Balance Metrics, which helps evaluate the performance of the commons using indicators agreed upon by both local public administration and the commons. However, these processes face a number of challenges, as they clash with established working routines and performance evaluations of public administrators that hardly ever value participatory work. Existing literature suggests that despite the introduction and encouragement of new practices, there is a tendency to revert to traditional policymaking methods when faced with unexpected problems. When boundary spanners that had supported the partnership exit the process, they can leave a vacuum that is hard to fill and that can jeopardise the partnership. In Barcelona, ongoing discussion between Can Batlló members and the City Council on who is responsible for funding the refurbishment of one of Can Batlló’s building is causing friction within the partnership and some of the work has stalled.

Inevitably this collaborative work is hard to sustain, but in the face of multiple and overlapping crises facing local government, these public-commons partnerships are also beginning to open safe space to experiment and do things differently.

Picture credit: Victoria Sánchez.

Sonia is an Associate Professor in INLOGOV. Her main research interests are participatory governance and democratic innovations, and creative and arts-based methods for research and public engagement. She led on projects on youth participation to influence mental health policy and services, coproduction of research on health and social care integration, models of local governance, and leadership styles within collaborative governance.

Marina is a researcher at Autonomous University of Barcelona (UAB). She holds a PhD in Public Policy from UAB and a M.A. in Sociology from Columbia University (New York). She has been a visiting scholar at CUNY Graduate Center (New York) and at INLOGOV, University of Birmingham. Her research interests
include community assets transfer, democratisation of public administration, community development and public-common partnerships.