Our topic this episode discusses directly-elected mayors in England and Wales, a system introduced by the Local Government Act 2000. There are three main ways local authorities can be run: mayor and cabinet, leader and cabinet, or the committee system. Discover how mayors are introduced, either by referendum or council resolution, and why most referendums have voted against them. We also distinguish local authority mayors from different roles like metro-mayors or ceremonial mayors.

Key Takeaways:

• Directly-elected mayors for local authorities were introduced in England and Wales by the Local Government Act 2000.
• Local authorities can choose one of three main political management setups: mayor and cabinet, leader and cabinet, or the committee system.
• A mayor can be created either by a referendum vote or a resolution passed by the full council.
• Most referendums held to create an elected mayor have resulted in a 'no' vote.
• Local authority mayors in England and Wales do not automatically have more powers than authorities using other systems.
• There are different types of mayors, including metro-mayors and ceremonial mayors, who are distinct from directly-elected local authority mayors and have different roles or powers.
• The voting system for elected mayors changed from Supplementary Vote to First Past the Post in May 2023.

Definitions

• Directly-elected mayor and cabinet: One of three ways a local authority can be run, where a mayor is elected by the public and leads an executive cabinet.
• Committee system: A traditional way for local authorities to make decisions through policy committees approved by the full council.
• Metro-mayors: Elected chairs of combined authorities covering multiple council areas, established under different legislation and having distinct powers (like transport and economic development) compared to local authority mayors.

Discussion: most referendums on elected mayors have resulted in 'no' votes. Why do you think local electorates have often rejected this model?

Source: Directly-elected mayors - Briefing Paper

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No outside chatter: source material only taken from Hansard and the Parliament UK website.

Contains Parliamentary information repurposed under the Open Parliament Licence v3.0.

This episode looks at how the essential jobs, or "core tasks," of UK House of Commons select committees have changed over time. First set in 2002 to make committee work more organised and accountable, these tasks were updated in 2012 to match growing demands and add new areas like "Strategy" and "Public Engagement". More recent proposals, like in 2019 and 2024, have focused on not just what committees should do, but how they should do it, including better engagement and scrutinising the government's "National Strategy".

Key Takeaways

• Select committees first adopted a set of ten core tasks in 2002 to make their scrutiny more methodical.
• The tasks were revised in 2012 to reflect increased workload and changing priorities, adding areas like strategy and public engagement.
• In 2019, a shorter list was proposed focusing on the "how" of committee work, like collaboration and follow-up, but this was not endorsed by the House.
• A 2024 report recommended adding a "National Strategy" task to the 2019 list to improve scrutiny of government strategic thinking.
• The evolution shows a move towards a more defined and strategic approach to parliamentary oversight.

Important Definitions and Concepts

• Select Committees: Groups of Members of Parliament who examine the work, spending, and policies of government departments.
• Core Tasks: Agreed-upon objectives that guide select committees in their work and help hold them accountable.
• Liaison Committee: A specific committee in the House of Commons that looks at the overall work of select committees and is involved in setting their core tasks.

Discussion: Considering the proposed shifts in core tasks, especially the focus on "how" committees work and the addition of "National Strategy," how might these changes impact the ability of select committees to truly influence government policy and hold ministers accountable?

Source: Select Committees - Core Tasks - Research Briefing

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No outside chatter: source material only taken from Hansard and the Parliament UK website.

Contains Parliamentary information repurposed under the Open Parliament Licence v3.0.

This episode looks at the world of lobbying in UK politics, exploring its definition, perceived benefits and drawbacks. We discuss the existing regulatory framework, primarily the Transparency of Lobbying Act 2014, which focuses on consultant lobbyists. Drawing on scrutiny and academic analysis, we highlight key criticisms of the Act, such as its narrow scope and perceived lack of transparency. The impact of the Greensill Capital collapse and subsequent inquiries is examined. Finally, we look at suggested reforms aimed at enhancing transparency and accountability in the UK lobbying landscape.

Key Takeaways:

• Lobbying involves individuals or groups trying to persuade those in Parliament or public office to support specific policies or campaigns.
• Lobbying can provide policymakers with diverse perspectives and expert input, potentially leading to better-informed decisions.
• It can also be problematic if privileged access leads to policies favouring select interests over the public good, potentially undermining public confidence.
• The primary legislation, the Transparency of Lobbying Act 2014, requires consultant lobbyists to register their clients, aiming to increase transparency.
• The Act has been widely criticised for being too narrow, missing most lobbying activity (like in-house lobbyists).
• Incidents like the Greensill Capital collapse have led to calls for reform, including proposals to broaden transparency requirements and strengthen rules.
• Recall petitions can be triggered by lobbying activity that breaches parliamentary rules, although this process doesn't always result in a by-election.
• Academic rankings suggest UK lobbying regulation has "low robustness" compared to countries like the USA.

How can we balance the democratic good lobbying can represent (introducing diverse perspectives) against the problems of privileged access and potential for undue influence? How can a regulatory system best navigate this tension to ensure transparency and maintain public confidence?

Source: Lobbying in UK Politics - Research Briefing.

Support the show

Follow and subscribe to 'The Bench Report' on Apple Podcasts, Spotify, and YouTube for new episodes on weekdays: thebenchreport.co.uk

Extended shownotes for selected episodes can be found at: thebenchreport.substack.com

Shape our next episode! Get in touch with an issue important to you - Producer Tom will grab another coffee and start the research!

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No outside chatter: source material only taken from Hansard and the Parliament UK website.

Contains Parliamentary information repurposed under the Open Parliament Licence v3.0.