We should all be able to feel proud of our council, and trust that it’s run by people who are really committed to Herefordshire. Council policy can and should reflect the priorities of local people. Democratic governance is one of the most important areas which IOC can effect positive change – this change need not cost money, but can transform people’s relationships with the council whose actions affect so many areas of their lives.
A unitary authority with a district council mentality.
Herefordshire Council became a unitary authority in 1998, but too often still acts like a district council. A unitary authority requires a much greater degree of strategic thinking. But this means working with the unique strengths of the county, not imposing an inappropriate “off the peg” growth agenda.
Outdated practices
Councillors often serve too many consecutive terms of office, risking the concentration of power in the hands of people who have lost touch with those they represent. Council meetings are open to the public, but they happen during office hours, effectively excluding anyone who is working and connected to the real world. Higher levels of the council sometimes seem to have a secretive ‘insider’ culture which is undemocratic, inefficient and unresponsive to both employees and the public.
Cabinet and scrutiny
Under the present system all cabinet posts go to a single party, even though in a county as small as Herefordshire, one party is unlikely to have enough suitable people to fill them adequately. The problems of a one-party cabinet are compounded by the shortcomings of the current scrutiny system. Too often, the cabinet decide what is going to happen and announce it in the papers before referring back to other councillors. Effective scrutiny relies on active committee chairs taking the lead in developing policy. Cabinet should not be able to announce a strategic new direction until a scrutiny committee has looked at all of the potential options first.
Allowing national parties to run local government leads to bad decisions, and also discourages people from coming forward for public service. We want to remove the party political dominance in Herefordshire, making the council more representative and creating a much higher proportion of ordinary people becoming councillors. IOC wants to develop a more consensual way of running the county than the existing cabinet system, and would investigate the possibility of returning to a committee system, which involves wider discussion and draws on greater expertise. Meanwhile, an IOC council would allocate cabinet posts not by political allegiance but by choosing the best person for the job, based on interview and cv experience.
We would also revise scrutiny procedures, to ensure all relevant information is brought to the table, not just that which supports the cabinet’s approach. The overall aim is to open up the system to constructive challenge. Care must be taken to select fair and neutral chairs of scrutiny committees. Individual councillors should always have the opportunity to see decisions coming, research them, and effect change if they need to. Scrutiny should also involve external witnesses where appropriate, and interested members of the public. We will explore ways of bringing in expert advice without wasting money on exorbitant consultancy fees, and of ensuring proper public representation at scrutiny meetings. Summary reports of meetings should be publicly and promptly available, as well as full and accurate official minutes.
Creating a culture of openness
We believe that the Council needs to develop a culture of openness, to replace the present atmosphere of hierarchy, secretiveness and long closed meetings. Creative contributions will be encouraged from all quarters, making the most of the experience and expertise of all council employees. Meeting times will be minimised, giving officers more time to serve the public effectively and directly. Information requested by members of the public will be provided as quickly as possible, where possible within 14 days of the request being made.
Consultation procedures need to be overhauled, to reflect best practice and make sure that people’s voices are properly heard. This is not about numbers but about quality of consultation and a willingness to change policy to reflect the responses received. Parish councils and other local bodies are also important, and will become more so as the new Neighbourhood Planning system comes into force. Their views need to be more demonstrably taken into account. Finally, the council should speak only about things for which it is responsible – and when it does, it should only produce statements that are clearly verifiable.