1. How councils are run Local Government Act 2000: Changed the way councils were run – the modernisation of local government Councils given three options: Cabinet Government Directly-elected mayors Committee system (only for councils <85,000 residents)

2. Why change? “Opague and unclear decision-taking weakens the link between the people and their democratically-elected representatives.” John Prescott, Deputy Prime Minister, 2000

3. Why change ii? Greater clarity over who does what – role of decision-makers better understood Meaning… Greater accountability Improved efficiency Antidote to voter apathy - more engagement/interest of public

4. Cabinet Government Council cabinets: The key political decision-making body Led by majority political party or ruling coalition Made up of up to ten leading councillors Individual councillors responsible for services (“portfolio holder” or “executive member”) Need not reflect overall political balance of council Cabinet decisions can be collective or individual

5. Cabinet powers Takes all the significant decisions on policy/services Sets council’s over-arching policy framework Determines spending priorities and recommends budgets Publishes Forward Plan – document setting broad details of decisions coming up in next three months But: Full council must set budget and council tax levels Full council must agree decisions which represent departure from agreed policy framework

6. Cabinets Determine overall policies and budgets Can delegate powers to area committees Must meet in public for key decisions (but can meet in private, too) Have partnerships with other bodies

7. Cabinet “pluses” More efficient Improved accountability Lines of responsibility clearer Public know who is doing what – where the buck stops

8. Cabinet “minuses” Backbenchers sidelined - not part of decision-making process Decisions taken by small one-party “cabals” – less democratic? Potential for views of local community to be ignored Lack of accountability – decisions by individuals Checks and balances weak

9. Scrutiny – the checks & balances All councils (under LGA 2000) have all-party scrutiny committees: These have powers to: “Call in” cabinet decisions Summon councillors, officers and others to explain/answer questions about decisions/policy Request review of cabinet decisions (refer back) Carry out independent investigations & make reports on any aspect of council business and any issue affecting local authority – eg health, transport, drugs, policing Each area must have an NHS Scrutiny Committee. In two-tier areas, this will have representatives of county council & district council

10. Scrutiny committees - minuses Have influence but not power – cannot overturn decisions Refer back process comes after decisions made Can become “political” (eg may be chaired by majority party; meetings used to score points) Can slow down decision-making process – also a plus Lack political/back-up support; easily ignored by executive/cabinet

11. Scrutiny – the pluses Although limited, decision makers can be called to account in public Recommendations can influence and sometimes change council policy Ability to examine issues outside direct remit of council

12. Cabinets – open or shut and our right to know Cabinet meetings must be open to press and public: For all key decisions For discussions on key decisions Optional for other “non key” decisions Where meetings are open: Press and public entitled to agendas and reports five working days before meeting Urgent items (those not on agenda) only allowed if relevant scrutiny committee chairman agrees

13. Cabinet meetings – open or shut? Closed (Local Govt. Act Access To Information) Decisions which are not “key” For “early collective discussions to narrow options under debate” For “political debate” without officers For cabinet members to clarify matters with officers Decisions involving exempt or confidential information

14. What is a key decision? A key decision is one likely: To result in authority spending or saving a “significant” sum of money Is “significant” in terms of its effects on communities living or working in two or more wards It is for each council to define what it is significant – usually through financial thresholds!

15. Directly-elected mayors Councils led by single leader (after election) – same powers as cabinet If council opts for mayoral option, voters must show support in public referendum Voters can call for referendum (must be 5% of electorate) Simple majority determines referendum In election, electors vote for 1 st and 2 nd preference candidate

16. Mayoral elections 2001 - First voter-initiated election for mayor – Berwick on Tweed, 2001 with 64% turnout 2002 – 11 elections; 5 won by independents (inc. Ray Mallon – ex-policeman in Middlesborough; H’Angus The Monkey; Hartlepool; Dorothy Thornhill, former teacher; Watford) Turnout mixed – 40% to 19% 2005-06: Several re-elected

17. How elections work Voters have two votes – first and second preference If candidate has more than 50% of votes in first count, they are elected If no candidate has more than 50% of the vote, all candidates apart from those in the first and second place are eliminated. The votes showing a first preference for one of the eliminated candidates are checked for their second preference. Any second preference votes for the two remaining candidates are then added to their first preference votes and the candidate with the most votes wins.

18. Directly-elected mayors Appoint their own cabinet from other councillors Other councillors have backbench and scrutiny role Elected for four-year cycle Candidates need not be from political parties Also option under LGA 2000 for directly-elected mayor + council manager – not common

19. Mayors – the pluses Can build profile/re-invigorate area Candidates can come from outside mainstream politics – independent/mavericks with no party allegiance Can encourage greater public interest Speedy decision making Accountability – people know who’s in charge Strong community leadership (eg Ray Mallon)

20. Mayors – the minuses Scope for abuse of power/corruption/pursuing vested interests Greater potential for “maverick” candidates could to bring local government into disrepute Potential for more decisions to be taken behind closed doors rather than at open meetings Backbench councillors may feel alienated or sidelined (similar problem to cabinet) Too much power vested in one individual

22. Alternative arrangements – another option Councils with populations of less than 85,000 can opt for a modified committee system under the LGA 2000 Policy and decisions on services/funding taken by all-party committees (proportionate to overall political make-up) rather than cabinet (eg housing; transport, regeneration, environment +waste etc) Where introduced, councils must also have scrutiny committees (as under cabinet/mayoral model) Councils usually have a Policy and Resources Committee, chaired by council leader – this will take all the important decisions