Councillors warn that spread of partnership policies risks undermining local democracy
Councillors recognise the value of partnership working, but fear their democratic role is being downgraded by the growing number of partnership policies introduced by central government. These are among the findings from a study for the Joseph Rowntree Foundation examining the role of councillors since the proliferation of partnerships in regeneration, early-years education, health and social care and other policy areas where the public, private and voluntary sectors are to work together at local level.
Researchers at the University of Hull carried out a national survey of authorities in England and Wales and interviewed councillors, officials, and partnership members from outside local government in three contrasted case-study areas. They found that councillors mostly accepted the need for partnership working, and that their ‘partners’ from the private and voluntary sectors often praised the transparency of decision-making and the commitment of executive council members to making the new arrangements work.
Nevertheless, executive and backbench councillors – whether from the ruling political group or in opposition – were concerned that too many powers of decision had been ceded to external bodies. They felt the role of local authorities and local democracy had been downgraded as a result.
Members and officers were especially critical of what they saw as increasing central direction, a ‘managerialist’ culture and numerous planning requirements, targets, indicators and tight financial regimes being imposed. Executive members also pointed out that they were taking major decisions involving millions of pounds of taxpayers’ money, while sitting in partnership with people from other agencies and the private sector who earned far more money, but carried less responsibility.
The study discovered that most local authorities only provided training for members involved in partnerships on request, such as briefing sessions and presentations.
Councillors said they would welcome more user-friendly support from internal and external sources, possibly including more inventive methods such as coaching, peer review, mentoring and secondment.
The research, carried out in collaboration with the Local Government Association and the Improvement and Development Agency, also found that:
- Backbench councillors, already marginalised since the move to ‘cabinet’ structures in local government, now saw their community leadership role threatened by some of the more grass roots partnerships. Councils were struggling to find ways to incorporate the messages that backbenchers brought them as a result of their community activities.
- Members complained of ‘partnership for partnership’s sake’, and reported a lack of freedom to deliver policies in other ways, more able to meet the needs of their communities.
- The proliferation of local partnerships was seen as counterproductive, stretching members to the limit and not allowing them the necessary ‘thinking space’ between meetings to be able to make their best possible contribution.
Dr Mick Wilkinson, co-author of the study, said: “Successive governments have downgraded the key democratic role of elected members and stifled local government entrepreneurialism. Councillors clearly feel it is time for central government to let go of the reins and allow them the space to follow political agendas and to innovate to meet the particular needs of their communities.”
