Local Government (Leadership)

Rehman Chishti Excerpts

Wednesday 9th January 2013 Westminster Hall

[Rehman Chishti (Gillingham and Rainham) (Con)]

I congratulate my hon. Friend on securing this important debate. He has raised the matter of strong leadership in many debates, and I also congratulate him on that. Does he agree that unitary authorities, which have a cabinet-style model of leadership, provide the best form of local government in terms of value for money? Medway council, on which I still serve—I was a cabinet member—is led by Councillor Chambers and has been rated as providing good value for services.

[John Stevenson]

My hon. Friend raises an interesting point, and we could have a separate debate on unitary councils alone. For the record, I wholeheartedly agree that unitary councils are the correct direction for local government, and I will certainly advocate that when I can.

Leadership and management in councils are central to the economic success not only of individual communities and local authorities, but of the wider economy and the whole country. They are also important for the provision of efficient and well-delivered services, which may range from collecting waste to social care. We have a tendency in this country to underestimate the importance of local government. It is extremely important and should play a much bigger role in our national affairs. It is commonly accepted, probably across the political spectrum, that the country is far too centralised. Direction and instructions come from the centre and tell local government what it should do.

I accept that the Government have tried to redress the balance. I fully support what they are doing, and I would encourage them to go further. I give them credit for the work that they have done, and I fully support them in their direction of travel. However, there are cultural barriers. At the centre, Whitehall thinks it knows best, and likes to tell local authorities so. In turn, there is a failing at town hall level. Town halls are not used to taking the initiative or providing distinct local leadership. That should change, which is why I am concentrating on local leadership.

The present regime includes many able and effective leaders—my hon. Friend the Member for Redditch (Karen Lumley) indicated that she has an able and effective county council leader—but we must accept that there are many ineffective councils with poor leadership and management, although some have difficulties because they must often deal with the machinations of local politics. Some parts of the country are effectively a one-party state. That may not be healthy for democracy, and it creates problems because of internal squabbles within political parties. In hung councils, parties compete for political leadership, and the most able people often do not lead the council because of inter-party debates and tensions. We cannot get away from the fact that some places have poor-quality councillors, and that the job does not attract the most able people. That is an issue for us all across the political spectrum.

What are the solutions? I believe that we should have more elected mayors. Do people know who their council leader is? I went along to a sixth-form school in my constituency and talked to 50 or 60 able students who were all interested in local affairs. My first question was whether any of them could name their local council leader. My second question was whether any of them could name their county council leader. Not one of them could name either, but if the same questions were asked in London and some other parts of the country with elected mayors, I suspect that at least a good proportion could name that person.

Elected mayors provide visible and clear leadership, which is transparent and accountable. People know who is in charge and responsible for local affairs. They have a four-year mandate, and they have the opportunity to carry out their manifesto commitments and to implement policy. They also provide democratic accountability, which is important. There are one-party councils throughout the country, and the introduction of an elected mayor would add a different dynamism to such areas. Independents could be elected, and a party that will never be in control of a council would have a chance to have their political views expressed through the elected mayor.

The Government have taken a top-down approach to date. After the election, they were committed to the introduction of elected mayors in 12 of our largest cities. From my perspective, I was very disappointed that they were rejected in nine of the areas where there was a referendum. Nevertheless, out of those 12 large cities, three have gone down the road of having an elected mayor. That is a 25% success rate. My view, therefore, is that we should try a bottom-up approach, by encouraging local communities to take the initiative, rather than imposing it on them.

Referendums have been held up and down the country for elected mayors, promoted by local initiatives. The success rate has again been around 25%. Some people would say that that is a poor result and that the policy is a failure, but we have to look at the nature of referendums. As a general rule in referendums, people tend to stay with the status quo. We see that time and again in this country, and certainly in other parts of the world. There is an inherent conservatism within the electorate to remain with what they know, rather than taking on something different.

Local referendums have been hindered to a large extent—dare I say?—by the self-interest of local councillors and local organisations, such as councils themselves, which have been reluctant to see elected mayors being introduced. I believe, however, that support for them is widespread and much deeper than we think. Yesterday, I was at a meeting with Lord Heseltine, interestingly enough, who is not only a big enthusiast of unitary authorities, but a strong supporter of elected mayors. He in turn has been greatly supported by Lord Adonis, who is also a great fan and supporter of them. Both believe that elected mayors are the future drivers of success in local government.

How will we achieve that bottom-up approach? We could look at the legislation. At present, legislation lays out certain criteria before the role of a mayor can come into effect. As everyone will know, there is a petition, then a referendum, and only on the success of a referendum is the structure changed. The key for any area is getting a valid petition to initiate such a referendum. At present, the requirement is 5% of the electorate, which is a barrier that, in my view, is far too high. To take my area as an example, for Carlisle district council, a petition requires 4,500 signatures, while 20,000 signatures are required for Cumbria county council. I suspect that the figures would be much higher in other areas, as ours is sparsely populated. I genuinely believe that the number is prohibitively high—5% is far too high.

What is the goal? I would like the leadership of local authorities to become more open, more accountable and far more dynamic. They should be able to provide innovation, with new ideas, and bring in a real period of local government, by taking the lead and producing political leaders who are known, respected and make a contribution to their local areas.