John Andrews, a former councillor on Chichester District Council, says most councillors are involved in decisions too late to make a difference on behalf of their communities
When I arrived as a new councillor in January 2009, I was horrified by three aspects:
Firstly, lack of involvement by councillors in decisions until more or less "too late"; Secondly the lack of representative character of councillors, perhaps in part caused the poor IT facilities for councillors in their work - both as Ward representatives and as a supervisory board; and Thirdly the poor level of interaction with councillors and local communities before decisions were taken.
So far as I can see I'd have a similar reaction at most District Councils.
After the 1999 "reform" of local government by Tony Blair's first term, various requirements were imposed on all local government, as far as I can see these were designed to curb the curious behaviour of some LAs. At District level this led to the formation of an "Executive Board" of councillors, now a Cabinet. The Chairman of the Cabinet is of course the Leader of the majority party. The Cabinet members are appointed by the Leader, essentially the leader of the majority party at his or her whim, and endorsed or otherwise by the full college of Councillors - so essentially by the majority party, save where the Council is hung (I mean there is no clear majority, rather than treated to a popular uprising!).
The way the Cabinet then works is that a collection of topics selected by the Leader is allocated to each Member as a Portfolio Holder. There is no fixed correspondence between the Portfolio and any specific senior Officer (Director). So the relationship between a Portfolio Holder is with several Directors and of course each Director has a relationship with at least two Portfolio holders. That may seem logical as the Portfolio Holders are not individually the "boss" of any Director, but it does also lead to some conflicting interests and one might say odd trade offs.