Introduction

In this chapter the ways in which political parties interrelate in local authorities is discussed. First, the recent history of inter-party relations is summarised. Then the way in which a number of recent government initiatives (local executives, the Comprehensive Performance Assessment (CPA) inspection process, community leadership) have influenced inter-party relations is discussed. Third, there is an extended analysis of inter-party relations in hung authorities (authorities with no overall control) as it is in these authorities where the capacity of parties to work together is tested most rigorously. However, before these issues can be addressed, it is important to outline the primary objectives of political parties in local authorities, as a basis for understanding the way they perceive and respond to one another.

Most councils are dominated by party politics, with a clear distinction between the party (or coalition) in power and the party (or parties) in opposition. The primary objective of the party in power is to stay in power, which means avoiding embarrassment and controversy, and demonstrating (and claiming credit for) good performance (however defined) while in office. (It also implies the maintenance of a high degree of group cohesion, as discussed in Chapter Seven.) On the other hand, the primary objective of the opposition parties is to embarrass the administration and highlight poor performance, as means to attaining power. It also implies an ability on the part of the opposition to demonstrate as sharp a degree of differentiation as possible from the party in power.

This characterisation is, of course, only one side of the story. Opportunities for embarrassment may be rare. Perpetual undiluted ‘opposition’ is potentially frustrating particularly for opposition parties in authorities where elections take place only every four years, or for small opposition parties who know that they are highly unlikely to gain power in the foreseeable future. Opposition parties – in local as well as central government – will also wish to influence – to persuade the party in power to modify a particular proposal, or include in a policy a provision which it had not thought of, but which does not challenge the ideological basis of the policy. There is in theory a good deal of scope for such influence in local government; it is often claimed that only 5% of council decisions are politically controversial. By implication, the remaining 95% are open to influence.