Another missed opportunity

Tweet A cynical description of a management consultant of the sort so popular with businesses and government organisations is “a person who borrows your watch to tell you the time”.  It encapsulates the view that the ‘independent’ ‘experts’ have been hired, first and foremost, to confirm what those hiring them already ‘know’ – but with the extra credibility that comes from being external.

Crucial to this approach is hiring the ‘right’ consultants – they need to be sufficiently compliant – and giving them the ‘right’ brief.  It’s a definition which somehow sprang to mind when I read this sentence in the foreword to the report of the Williams Commission yesterday:

“In establishing us, the First Minister made clear that the status quo was not an option.  We have found extensive and compelling evidence that that is indeed the case.”

The consultants that I’m used to don’t often make their role quite as crystal clear as that; it’s usually a bit more nuanced!  But there can be little doubt that the Commission has told the Welsh Government what it wanted to hear.  Quelle surprise.

Sadly, their brief was written entirely around “governance and delivery”, thereby absolving them of any duty to consider what local government should actually do, and concentrate instead on how they do it.  I wouldn’t argue that there aren’t problems with the how at present, but to adapt a piece of management speak, “doing the wrong things well is probably worse than doing the right things badly”.  It seems, however, that doing things well is deemed more important by the Welsh Government than doing the right things. 

Local Government in Wales is a complete mish-mash of three types of activities, with vague and imprecise boundaries between them:

·         Services where the councils really are free to decide on policy and delivery as they wish.  They can choose to spend more and deliver a better service, or to spend less and cut the council tax.  Different parties and candidates really can promise different approaches which they can then implement when elected.  This category includes things like parks, leisure centres, and libraries.  It’s worth noting that this one area where they have complete freedom is the one area where they currently seem, perversely, to be trying to divest themselves of all responsibility.

·         Secondly, we have some services where the councils have absolutely no scope to set any policy and are totally constrained by the law as to what they can do.  The limit of their scope for being different is perhaps using different and incompatible IT systems to achieve the same ends – things like electoral registration, for instance; or births, deaths and marriages.  I find it hard to see what, if any, value is added in these areas by having locally elected councillors responsible for them.  They are administrative tasks which could just as easily – and probably more efficiently – be managed nationally.

·         Then we have the services in the middle where the local councils like to believe that they have some freedom to set policy and do things differently, but in reality are hide-bound by central directives and standards.  These are things like Social Services and Education – and it’s worth noting that these are precisely the service areas in which local authorities are perceived to be failing.  The two facts might not be unconnected…

I’m not sure whether the services referred to in the third category should actually be delivered by Local Councils at all; I’m open to be convinced either way.  My starting point is that if local councillors with their own democratic mandate are to run services, they should have the freedom to set policy – and the freedom to deliver a poor service as well if they so choose, and if the local electorate choose a bunch of incompetents to run the council.  It’s called democracy.  But if a service is deemed to be too important to be left to local decision-making, then we should stop pretending that local authorities add any value and run the service nationally. 

It all depends on your viewpoint on the extent of any local democratic mandate; I tend to the view that we should maximise local control, and I accept that one inevitable result of that is that service levels and quality will vary; but if the majority believe that consistent service levels are more important, then they should advocate proper central control, as the only way of meeting that objective.

The latest report doesn’t address that sort of question at all – and the Commission is recommending a series of local government mergers on the basis of an assumption that we should simply continue as we are.  The merger process will be costly in the short term, even if we believe that there will be savings in the longer term.  Eyes will inevitably be taken off balls in the process; such problems as we currently have will continue until the process is complete.  It’s a serious missed opportunity.