local democracy

UKIP exceeds expectations but what do the results tell us?

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Karin Bottom

It is now clear that UKIP exceeded most expectations in the local elections on May the 2nd, garnering around 26 per cent of the vote. Yet as the dust settles, we must now ask what these results mean? Of course, at this stage it is hard to be sure and a certain amount speculation is involved but one thing is clear, the mainstream has a fight on its hands.

To label UKIP’s support as mere articulation of protest is naive, simplistic and lazy. More to the point, the ‘protest label’ implies that any vote for parties outside the mainstream – whatever their hue – is pathologically wrong and requires correction: this is not healthy analysis. While a number of voters may well be sending a message to their usual party of choice or just the ‘big three’ in general, a proportion of the population does appear to support UKIP and what it stands for. The sentiments which underpin much of the party’s support are also hard for the mainstream to swallow, particularly on the left and though all three are beginning to see the bigger picture and respond, they can’t escape from the fact that they are all linked with the problems the country faces right now: Labour is seen as responsible while the Conservatives and Liberal Democrats are denigrated for not reversing the situation. UKIP on the other hand claims to offer the electorate solutions and has no track record of failure, a very attractive quality which – given the right circumstances – can facilitate substantial success.

Yet, perhaps the most interesting questions concerning UKIP ask, what is it exactly? Is it a pressure group or is it a party? Hitherto labelled as a single issue organisation it has never shied away from its long-term key objective which is a retreat from the European Union. Recently though, it has expanded its arguments, rhetoric and goals. Initially marketing itself as a force for change, it now seems to hold a somewhat longer term view of its future.

Before the count was in, Farage’s discussion with Evan Davis on Radio 4’s Today Programme was particularly revealing when he when equated UKIP’s potential for bringing about change with that generated by the SDP’s success in the early 1980s. He argued that UKIP now has the capacity to be part of the political solution and this suggests that the party is developing in a new direction: indeed, the BBC’s Nick Robinson now argues that UKIP has made the transition from pressure group to political party. Only time will tell if this is the case but one thing is for sure, speculation and judgment of UKIP will only intensify.

Next year’s elections to the European Parliament and the 2015 General Election will certainly go some way in establishing the nature of UKIP and the type of organisation it really is; but in the meantime, its message is resonating with a sizeable proportion of the electorate and the mainstream is not sure what to do.

bottom-karin

Karin Bottom is Lecturer in British Politics and Research Methods at INLOGOV, University of Birmingham. Her core research areas comprise parties (particularly small and the BNP), party systems and party theory. She is particularly interested in concepts of relevance and how national level theories can be utilised at the sub-national level.

Elected Councillors: How much influence and power are they able to exercise?

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John Raine

What might we expect of the county councillors we elected yesterday? Will those elected be able to implement the various initiatives they have pledged in their campaigns? In this respect, we might reasonably be a tad sceptical for a number of reasons.

First, councils no longer occupy the core local policy-making role of previous times. Nowadays there is more emphasis on multi-agency partnering in local public policy-making so that key matters are often decided in conjunction with other local public, voluntary and private sector organisations. While this may be beneficial in ensuring more ‘joined up’ public services, without doubt it has weakened the power and influence of elected councillors.

Second, the ‘cabinet’ model, introduced a decade ago, under which an elite group of councillors lead on policy-making, has also disempowered other councillors. While some can be influential internally on scrutiny committees reviewing policy and holding the cabinet members to account, many others act mostly as ward representatives and without much opportunity at all to contribute to decision-making.

Third, many of the services are now provided as ‘shared services’ with neighbouring councils and other local public organisations; others have been contracted out or are tied up in long-term public-private-partnership arrangements. While this may have reduced costs, it has also become more difficult for individual councillors to be influential in relation to those services since any proposed changes have to be re-negotiated with other partners and may involve complex contractual issues that are expensive-to-unpick.

Fourth, the move by councils to establish front-line, multi-service, ‘customer contact centres’ and public websites that not only provide information but also allow the public to interact directly, e.g. reporting maintenance and other problems, has diluted the role of the councillor as conduit to getting matters remedied. Indeed, in the digital era of sophisticated telephony and CRM systems, the elected councillor may well be last to learn about the problems that previously they might have championed on behalf of the public.

Fifth, the on-going austere financial climate facing councils means that there are generally less resources for new initiatives unless there is the prospect of efficiency improvements and financial savings in return. Moreover, lack of money provides a convenient excuse for the political leadership and officers to say ‘no’ to other councillors whose ideas happen not to find favour.

Overall, then, one might conclude that, despite all the rhetoric from government about ‘localism’ and about the empowerment of councillors as community leaders, the power and influence of those we eleced yesterday to make a significant difference will unfortunately seem quite limited. But candidates for councillorship should not be deterred; ‘where there is a will there is a way’! And for those elected and with sufficient commitment and determination to confront the obstacles and to press their cases for change effectively, there is certainly much to be done to make councils work better and more for the benefit of those they represent.

raine

John Raine is Professor of Management in Criminal Justice at INLOGOV. He has been involved in criminal justice research, consultancy and teaching at Birmingham for some twenty-five years and has a strong track record of commissions for the Home Office, Lord Chancellor’s Department/Department for Constitutional Affairs/Ministry of Justice on aspects of policy and practice within the criminal (and civil) justice sectors.

Local elections: challenges and opportunities for new administrations

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Catherine Staite

Following the elections, both new and continuing local authority administrations, of all political hues, will face significant challenges. The ‘irresistible force’ of increased demand is meeting the ‘immovable object’ of financial stringency, creating an annual cycle of despair, where councils struggle to do ‘more for less’ – something which becomes progressively hard to achieve. Many will manage to balance their books till 2014 but face a financial cliff edge thereafter.

These apparently irreconcilable pressures may actually be the saving of local government by creating pressure for change – if it can reimagine and reinvent itself. What local government need to do in response to these challenges is less important than how it needs to be.

Councils are moving to commissioning from direct delivery, to supporting independence rather than dependence and to better understanding of the capacity of communities to improve their own lives. Local authorities are good at working in partnership – with health, the police, education and business. They need to get three other key relationships right; with the communities they serve, with each other and with central government.

Local authorities need to develop a more sophisticated understanding of the diverse and complex capacities and needs of their communities. Engagement should be woven into the fabric of local government. There is a wealth of evidence that shows people do know and care about their local services. Without this public support no real transformation of local areas and services will be possible. The relationship between local authorities and their communities should therefore be less benefactor-to-beneficiary and more partner-to-partner – underpinned by mutual respect.

Many local authorities already work collaboratively to bring down costs and improve quality. This patchwork of ad hoc arrangements is often driven by enthusiastic individuals and is consequently fragile. Cooperation between local authorities is too often constrained by parochialism and soured by old rivalries, too much defending of council’s sovereignty and not enough drive to deliver efficiency and improved outcomes. The experience of successful collaboration tells us it should be the norm and not the exception. Councils will have to explain why they are cutting services or ceasing to invest for the future before doing everything possible to reduce costs and improve outcomes by working together.

The relationship and the balance of power between central and local government generates much debate. We have the most centralised model of government in Western Europe. Central government demonstrates a lack of trust in local government and an abiding reluctance to devolve financial control although they delegate to councils the implementation of their funding cuts. If central government acts like a disapproving parent, local government is likely to act like a recalcitrant child. Neither set of behaviours will deliver the outcomes that the Coalition and local authorities want to achieve for the people they are all are supposed to be serving.

It is time for local government to take the initiative in reshaping their relationship with communities, each other and central government. Local government is remarkably efficient and reliable. Serious service failures are only newsworthy because they are so rare. That competence confers authority and local government needs to get off the back foot, stop waiting for the green light from central government and make the changes needed to meet the challenges of the future.

Catherine Staite

Catherine Staite is the Director of INLOGOV. She provides consultancy and facilitation to local authorities and their partners, on a wide range of issues including on improving outcomes, efficiency, partnership working, strategic planning and organisational development, including integration of services and functions.

The balance between electability and visibility

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Ian Briggs

Much has been made of the challenge of actually getting people to vote. The November 2012 Police and Crime Commissioners elections had a pretty dire turnout and there may be some particular issues with regard to that election; but the May 1013 local elections are somewhat different. The three major parties are turning their attention to the next general election and on the back of the Eastleigh By-election the UKIP vote is attracting some attention.

But beneath all of this we need to look more closely at some of the basics of campaigning. Political parties are not swimming with cash at the moment – resources are limited and if the truth be told nearly all parties are short of volunteers to support local campaigns.

Some recent research suggests that over 85% of the UK population have some form of internet connectivity – this of course does mean to say that all are effective users of web based communications. Can the political parties rely more on web based media, social media and electronic campaigning?

In conversations in social settings and when travelling to and from work, it is not that people are wholly disinterested, but rather it is that they say they have few opportunities to actually see the whites of the eyes of the candidates. In more concentrated urban areas it might be possible to do more door to door work but the cost and the time involved to go door knocking in dispersed population areas is a big issue for many candidates – especially as this week’s election is for mainly upper tier councils that cover significant geographical localities. This assumes that all candidates are sound of wind and limb.

A recent conversation with one candidate – a 76 year old widow – revealed that she has little financial support from her party and finds getting about a challenge. Should this in any way detract from her worthiness to stand, her ability to engage in local political and community activity? The answer has to be no, if we believe in local democracy, yet her visibility to those who she is wishing to represent is in marked contrast to the early 40s male candidate who has employer support to stand and whose political career may even enhance his professional career. He also has extensive skills to use web based and social media and can easily find the time to go from door to door in dispersed rural communities to actually talk to local people. He accepts that for many – but not all – it is the policies that he is promoting that are attractive to the electorate and not his shiny German car and sharp cut suit.

If the many who do not have strong political allegiance walk into the polls willing to vote (assuming they have the time and motivation to do so), are they more likely to offer their vote to the individual who has actually taken the time to talk to them on their doorstep? If your telephone has rung and you have been asked if you are going to vote and if so for whom, might it be the one who stood on your doorstep and engaged you in conversation? Do we think enough in the lead up to elections about who are selected to be local candidates and whether there are any inherent inequalities in the way that candidates are selected?

It might just be that sometimes the best candidates, irrespective of their party, might be the better ones to have irrespective of their politics.

briggs

Ian Briggs is a Senior Fellow at the Institute of Local Government Studies. He has research interests in the development and assessment of leadership, performance coaching, organisational development and change, and the establishment of shared service provision.

Do we want fewer councillors, or should we make better use of those we have?

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Andrew Coulson

“What are councillors for?” was the question asked at a recent INLOGOV event.

“To take the rap for cuts” was one of the responses.

“We should have fewer councillors, in large single-member wards” was another response. To which the reply came back, sharply, that this would lead to lower quality of councillors, as those who were entrenched in safe seats refused to move on. Young people, women, and people from minorities would find it even harder to get selected. If what we need is a high quality of councillors then the only reliable way of achieving this is to have a large pool of councillors, from which the best can be chosen for office.

The county council elections also provide food for thought on these matters. In six of the counties where there have been boundary changes these will result in fewer councillors (in most of these cases the Boundary Commission was responding to proposals from the councils concerned): Bucks -8, Glos -10, Northants -16, Oxon -11, Somerset -3. This is is a situation where we already have by far the highest ratio of residents to councillors anywhere in Europe – and the more residents a councillor is supposed to represent, and the more distinct communities, the harder it becomes to properly represent local feelings and interests.

So what are councillors for? OK, they are a channel for local residents with grievances in their wards, opposing planning applications (on rare occasions supporting them), and, when opportunities arise, working with local activists in their communities, or taking a lead themselves, to create new initiatives, new responses to situations and needs, or to openings created by new legislation. But, if they are to go beyond this and engage directly with senior officers and act strategically, then a certain level of knowledge is needed and plenty of confidence as well. And the way local government works at present does little to encourage this – hence, perhaps, the complaints that most councillors are redundant and that we should have fewer of them.

The Local Government Act 2000 gave almost all the strategic decision making to small cabinets or individual mayors or cabinet members, or, increasingly, to paid officials (“officers” – does not the military language say it all?) It removed most of the powers of the Full Council, and with that most of the opportunities for councillors who are not members of the cabinet to contribute to strategic decision-making. With decisions taken elsewhere, full council meetings degenerated, often into slanging matches between the main political parties structured (if that is the word) around resolutions which reflect national priorities or party campaigns.

Yet a council should be a Parliament for its area. It is the demonstration of the benefits which can come from the right, expressed in the European Charter of Local Self-Government, for a town or village to elect its own representatives to run its own affairs, to the greatest extent that this is possible, and with sufficient resources to make real choices. That means debates on local issues, discretion over budgets, and votes when appropriate, giving councillors the power to give their local leaderships a bloody nose when they deserve it.

Scrutiny should be a facility to assist the full council in its role of holding the executive to account (and other agencies active in the local area also). This corresponds to the role of select committees in the Westminster or Cardiff parliaments. These are best known for their set-piece occasions when they hold bankers, the chief executives of multinational companies, senior civil servants, or ministers, to account. It is often forgotten that their bread and butter work is the collection of evidence on matters of policy or public administration, which is enshrined in detailed reports – more consultancy or research than ritual humiliation for the TV cameras or a court of law. It is that kind of detailed investigation that scrutiny committees in local government do best, working across party allegiances to discover the truth and offer recommendations on the best way forward.

The Local Government Act 2000 put scrutiny in hoc to cabinets, with no mention of the full council. This weak position is further entrenched when scrutiny officers double as policy officers supporting the Cabinet (it is no secret that scrutiny, like the select committees, depends profoundly on able and independent-minded officers or clerks who can turn the often rambling questionings of politicians into sharp, focussed and often critical reports and recommendations).

That is why a small but increasing number of councils are returning to decision-making by all-party committees. Not because decisions are made more quickly that way (though councils can make quick decision when they have the will to). Not because it makes a single person responsible for a decision (though the chairs of strong committees are often at least as powerful as cabinet members). Not because it allows decisions to be made in public (any more than do cabinets, where the real decisions are made in private before the public meetings, making the public meetings almost redundant). But because it involves all the elected councillors in decision-making, enables those newly elected to participate from Day 1, keeps officers and committee members on their toes, and properly respects the expertise of Opposition councillors and their rights to ask questions and to probe the logic of officers.

Where you have government by committees, no-one any longer questions what councillors are for.

andrew coulson blog

Dr. Andrew Coulson is Lead Consultant on Overview and Scrutiny at INLOGOV, University of Birmingham, with wide experience of Overview and Scrutiny. He has recently launched one of the first assessed qualifications on the subject. His further research interests include partnerships and governance, economic and environmental strategies, and local government in Central and Eastern Europe.

On 27 June INLOGOV will be holding its third day-workshop on Governance by Committees. Many of the councils who changed their governance arrangements in April 2012 will be present, along with other councils who will by then have changed. This is a unique opportunity to consider the merits of the change. For further information see the advert and booking form.