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Scouting for talent

The government wants councils to look outside the town hall and use a broad base of talent. Robert Bullard looks at those who are already doing so and the benefits it brings. (Local Government Chronicle, 24th January 2008)

USE INDEPENDENT ADVISERS

Lewisham LBC’s mayor Steve Bullock (Lab) appointed four independent advisors when he first took on the role and promptly reappointed them all when he was re-elected in 2006.

Outside advisers offer different perspectives and insight from councillors and officers, Mr Bullock says. “There is a real danger for local authorities to spend too much time in the town hall.”

“That can be OK,” he adds, “but if we are only talking to each other then we will miss what is going on outside. The advisors are part of making sure the town hall is porous. They are firmly rooted in the community and bring objectivity and experience in areas that I do not have.”

Mr Bullock’s advisers include consultant physician, Dr Robin Stott, who has helped on sustainability issues, and a local priest provides help on working with faith groups. “Dr Stott has a vast amount of knowledge on ecological issues – something we are trying to push forward as a council,” says Mr Bullock.

The advisors also provide personal support. They are people the Mayor can bounce ideas off, and they also alert him to issues he may not be aware of. “We also have a young mayor in Lewisham and he provides me with an insight and view that I couldn’t possibly get myself,” Mr Bullock adds.

DRAW ON BUSINESS EXPERTISE

The survival of small shops and preservation of local neighbourhood shopping areas is an issue affecting all councils , including those in central London. Kensington and Chelsea RBC set up a commission to look into the issue that was able to draw on residents and former residents who had started out running small businesses and now run major companies.

The council’s six-member retail commission, which finished its work last may, included Sir Terrence Conran (the retailer and restaurant owner), Peter Simon (Chairman of Monsoon) and Andrew Ashenden (a property expert credited with transforming Marylebone).

“We knew we needed people who had done things in the market place, and who knew retailing from a retailers point of view,” says Cllr Tim Ahern (Con), the council’s Mayor in .2006/07. “Not just people who lived in the Borough, but with international experience.”

The council did not want the commission to be personalised or political and was chaired by Cllr Ahern. He says the job required someone with a confident approach, who would not be in awe of high-profile people retailers at meetings.

“The experts gave the commission credibility, and access to experience and knowledge,” says Cllr Ahern, who now oversees a group trying to implement 46 of the commission’s recommendations that were adopted by the council.

APPOINT AN INDEPENDENT CHAIR

“Councils can only meet the challenges they face by drawing on the widest range of expertise,” the local government minister, John Healey MP, has said. This means councils need to be willing to bring in people who share their vision and who value public service, irrespective of their political affiliation.

Mr Healey cites his native Rotherham MBC as an example, where, since its inception, there has been an independent chair to the local strategic partnership.

“Having a private sector chair has four advantages,” says manager, Vince Roberts. “They are seen as impartial and, because they are more objective, they can spot weaknesses in particular organisations. They also ensure the focus is on local people and local needs, rather than organisational self-interests. And by being independent, it is clear they represent the partnership rather than anyone else.”

“It’s hard to quantify the LSP’s contribution to the area,” says Giles Bloomer, a former member of the group and chair of the Training and Enterprise Council. “But having an independent chair made decisions easier, quicker and less hassle.”

When Rotherham’s LSP was created the city was recovering from job losses in the steel and mining industries. As a result of this it was granted Objective 1 status, meaning it qualified for the highest level of EU support. Ten years on, unemployment is less than the national average.

BE CLEAR AND DECISVE

In 2000 OFSTED inspectors called for radical change to Hackney LBC’s education services after it was described as “the worst in the country.”

The government moved responsibility for all the council’s education to a specially created not-for-profit company, the Learning Trust. Mike Tomlinson, the government’s former chief inspector of schools, was made its chair.

“Mr Tomlinson was able to gain confidence of stakeholders, and brought clarity and credibility to leadership,” says the Trust’s corporate communications manager, Timothy Schultz.

Hackney is one of the most ethnically diverse boroughs in the country, and faces many challenges. Of its pupils, 25% have special educational needs, nearly 40% are entitled to free school meals, and English is a second language for about half of them.

Mr Tomlinson quickly gained the confidence of teachers, and was able to exert a calmness and competence to the decision-making that had previously been lacking.

He did not shy from taking unpopular decisions, such as closing schools, these were decisions that councillors had changed their minds about or backed down from in the past.

In the space of five years school results improved dramatically, parents’ confidence was gained, and the number of schools on special measures was reduced from 10 to one.

“Poor schools in the Borough have become good, and good schools have become excellent,” said Ed Balls, the secretary of state for children, schools and families, speaking in praise of Tomlinson when he retired last year.

USE THE SKILLS OF THE OPPOSITION

When the ruling labour group on Lancashire CC lost its champion for parish and town councils it turned to the opposition for a replacement.

“There was some surprise from the conservatives,” says Lancashire’s leader, Hazel Harding (Lab), “but I am prepared to work with anyone and everyone.”

Part of the reasoning, says Cllr Harding, was that the new nomination, Albert Atkinson (CON), had more parish councils in his division than any other councillor. But Cllr Atkinson was also dedicated to attending parish council meetings and building relations with them.

“Parish councils are closest to the people – it is good to have someone who can work with them and champion their needs interests,” he says.

And with a budget of £10,000 he has been able to support a range of initiatives that the county council is not able to deliver.

“It has been an effective form of devolution,” says Cllr Harding. She also believes people have accepted the appointment and that it has improved the county council’s relations with parish and town councils. “If someone has got skills you have got to use them.”

Find out more

Lewisham LBC
Lorrayne Johnson, press officer. Tel: 0208 314 9001 or e-mail: lorrayne.johnson@lewisham.gov.uk

Kensington and Chelsea RBC
Chris Turner, planning policy officer. Tel: 0207 361 3236 or e-mail: Chris.Turner@rbkc.gov.uk

Rotherham MBC
Vince Roberts, manager, local strategic partnership. Tel: 01709 822757 or email: vince.roberts@rotherham.gov.uk

The Learning Trust
Timothy Schultz, corporate communications manager. Tel: 0208 820 7474 or e-mail: Timothy.Schultz@learningtrust.co.uk

Lancashire CC
Communications Officer, Stephen Axon. Tel: 01772 533194 or e-mail: stephen.axon@css.lancs.gov.uk

© Robert Bullard. Not for reproduction without prior permission

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