Speak up for Libraries: Influencing council decision makers Councillor Alan Waters.

Financial Context Headline reduction of 7.1% of formula grant funding per annum over four years The funding reduction is “front loaded” for local councils, flat for police authorities and “back loaded” for fire authorities Major changes in funding mechanisms from 1 April 2013 Every council’s Medium Term Financial Strategy will include the need to make significant savings Further cuts of c. 7% to be announced in the Autumn Statement

The Pickles Plan Reason for the frontloaded cuts It is important that local government restructure its administration and its services, and the only real way to do that is to start the process early on’ Eric Pickles – CLG Select Committee 2010 Councils should be ‘commissioners’ not ‘providers’ of services.

The Localism Act

Community Right to Challenge – bidding to run council services Community Right to Bid – taking over assets of ‘community value’

‘ Your Community Rights’:

Community Rights: CRTC “It enables communities to challenge to take over local service that they think they can run differently and better. The Right to Challenge could be used to run a wide range of local services”. (Your Community Rights)

DCLG Consultation February 2011

Community Right to Challenge: ability to protect public services? Local authority must accept or reject an ‘expression of interest’ and give grounds for doing so. Local authority in coming to a judgement must “ consider how it might promote or improve the social economic or environmental well-being of the authority’s area” -Section 83 (8) of the Act.

Understand your Council There is a need to understand how your Council operates.. They are not all the same There are different ways of looking at this question Whether friendly and receptive or not knowing how they operate and what makes them tick is really important

Local Authorities What are there constitutional arrangements? What is the Political composition? Are they politically vulnerable? Informal arrangements and culture Scrutiny arrangements Public interface arrangements

Constitutional arrangements Committee system Elected Mayor, Leader and Cabinet (who selects the Cabinet) In all Councils Audit and Regulatory Committees are committees of the Council Levels of Delegation. Single Member Decision making powers. Officer delegations Definition of Key decisions (will be found in their constitution

Political Composition Majority Party Control Minority Party Control Coalition arrangements Balance of Political Groups Next Election (1/3 rd s of All out Electoral Vulnerability Is majority group cohesive or divided?

Informal/Non Constitutional Considerations Member led or Officer Led Strong or weak leader Strong or weak Executive/Cabinet Advisory Committees? Significance of Party Groups Reactive or Proactive Strategy Led or Policy led Timid or Adventurous

Role of Scrutiny Strong or marginalised Active in Pre Decision scrutiny? Active in Post Decision Scrutiny Call in Procedures Is Call in effective in changing decisions

Public Interface Deputations and Petitions and arrangements to receive Public question opportunities? Public speaking to agenda items Consultation events

Levels of decision taking How high or low? Nothing happens without the authority of the Chief Executive/Leader OR Many key decisions are taken well down the ‘food chain’ without reference ‘upstairs’ Climate and culture of delegation and effective decision making

Corporate or Departmentalist Some Councils in reality resemble 3, 4 or more different Councils Others are very corporate in their make up, composition and culture The role of the Chief Officers Group may be critical

Working with Formal Structures(1) Making Use of scrutiny Presenting evidence to review groups Using call in procedures Some Councils allow electors to call in decisions or it may have to be via a member or a number of members. Matter of days after a decision. Check constitution

Working with Formal Structures(2) Petitions and Deputations and Committee and Council Meetings Most Councils have facilities to receive and hear petitions and deputations Public question opportunities. Speaking rights on agenda items Make use of these very public forums

Working with Formal Structures (3) The Media Some Councils are extremely sensitive to articles and letters in the local media The letters page is the most widely read page of local newspapers Not forgetting local broadcast media

Working with Formal Structures (4) Meeting Key Decision Makers Leaders rarely turn down a request for a meeting. Cabinet Portfolio holders Officers more likely to refer you to formal mechanisms

Working with Formal Structures (5) Keep abreast of decisions and strategies as they are developing/made Know and understand the role of the Forward Plan Research and be proactive Many Councils are struggling and actually searching for solutions to problems

All elected members play a role – The ruling group or coalition on the council Cabinet members The opposition groups on the council Scrutiny members Ward Councillors Corporate Plan and Budget has to be agreed by the full council. Understanding the policy making and budget setting cycle.

Making decisions Crucial to have high quality – quantitative and qualitative information to inform the political priorities of the council

Councillors Other than elected mayors, all Councillors represent a particular ward. Map your membership to Wards and Cllrs Most Cllrs will have Ward surgeries. Often Drop in arrangements All are subject to election every four years Sensitive to their own electorates Make use of your role as electors

In Conclusion Councils are there to be influenced They are democratic bodies often highly sensitive to opinion Many have elections every year Your campaign members will have electoral power You need to know and understand the Council, its personalities and its structures Make use of opportunities In the end personal dynamics are often the key