Question proposed, That the clause stand part of the Bill.

Clause 57 and schedule 25 will simplify and bring consistency to local authority governance arrangements. By abolishing the committee system, we will ensure that all councils operate an executive form of governance, providing clearer, more easily understood governance structures at a local level and more efficient decision making.

We will accept the continuation of the 13 legacy directly elected council mayors, while introducing measures to prevent the creation of any new ones. This will ensure a more consistent approach to governance and avoid the potential confusion caused by the establishment of new regional mayors for strategic authorities and mayors for councils. It is at this strategic level that we think the single focal point of leadership for the area and direct electoral accountability and mandate works best, and we believe this provision delivers the right powers in the right places.

It is a pleasure to see you in the Chair this afternoon, Ms Vaz.

I rise to speak against Clause 57; I believe it is extreme control freakery and overreach from the Government and in no way essential to this Bill. Why impose a leader and Cabinet model on all councils, even against their will, along with all these other changes? The Government can see only the benefits and, like a poorly run council, they ignore the critical risks.

Good governance benefits in many places from a deeply involved voice for principled Opposition councillors to vote on policy, check the numbers, put forward good ideas and raise mission-critical questions about issues such as fire safety, service quality or big projects and contracts, even when that is uncomfortable for the administration. Places need the right to choose, democratically, a new model of governance when appropriate—especially when councils face problems and need a fresh start.

Changes of this sort are sometimes made after a crisis or a period of problems; I will talk in the next debate about changes made by referendums. I hear the claims of stagnation and indecision often levelled at committee systems, but I point out that under the current system people who see that happening have the right to change the model and try something else. A new administration can vote to switch to a leader and cabinet for a period, or to a mayor, if it wishes, or the people can make the change themselves by calling a referendum. The Government want to take away all that choice. That is very wrong and this clause is overreaching in the extreme.

Given the exceptions being made for mayors in the mandate for leader and cabinet, it seems that the committee system is the one most under attack from the Government in this Bill, so I want to provide some words and examples from cross-party local councillors about its benefits for their areas. In July 2025, Sheffield city council voted unanimously for a motion defending its democratically chosen model, stating that

“the benefits of the Committee System demonstrated in Sheffield include: greater collaboration across political groups in policy formulation and in decision making; overcoming party political tribalism and focussing on areas of agreement, not antagonism; improving the culture of the Council, with officers and Councillors focusing on what is best for the city; all Councillors being involved in the decision-making of the Council, and greater accountability to the electorate; and improved outcomes for the residents of Sheffield”.

That is a cross-party view.

I ran a constitution review for Cambridge city council while I was a councillor there, and we spent a lot of time talking about the committee system versus the Cabinet system. Does the hon. Member not agree that what she has just described is an example of really positive culture in a council, which can be had regardless of the governance system? Does she also agree that the key thing about the committee system is that it is slow, inefficient and leads to much worse scrutiny? Under a leader and cabinet system we have scrutiny committees, and we end up with much more detailed questioning of evidence in those than in a committee system.

I implore the hon. Member to listen to the rest of my speech and further points I shall make on other amendments. In Sheffield, at the same time, the council resolved unanimously that

“Sheffield benefits from fairer, more representative governance arrangements, and that people expect the Councillors they elect to have a vote on the decisions that affect them”.

Bristol also has a committee system, and Bristol Green councillors have told me how their cross-party committees have had a series of task and finish groups, where policy is developed with the input of councillors from all parties. They say that, while everyone does not always agree, this process allows for much more rounded development of policy ahead of implementation, not just scrutiny afterwards or divisive call-ins. There is rich debate, with more voices taking part in it.

Those councillors also say that the committee system also allows for back benchers to have more influence and input, with a positive effective on equalities as well, so that more councillors with a variety of different characteristics have space to input, and that, in turn, has a positive effect on policy development. New councillors also have more of a chance to develop their skills and interests than under a Cabinet model, where only a handful of councillors have proper influence and are hand-picked by the leader or mayor in many cases. Sheffield councillors also say:

“The critical budget-setting process has worked better in Sheffield since the committee system was introduced, avoiding last minute wrangling and hasty deals between the parties. This is because the detail of the budget process is worked through each Committee in the months leading up to the budget, so all councillors are involved. This contrasts with the last budget brought under our Cabinet system where the budget proposal was voted down as the council meeting descended into chaos.”

I also urge the Committee to note that none of the councils that have issued section 114 notices in recent years have been run under a committee system. Worcester city council has had a committee system since 2017, implemented after a council motion that was proposed by Conservatives and seconded by Greens. Councillors there tell me that they see scrutiny within the committee system working really well to improve policy before any decisions are made, and it has improved cross-party working relationships and helped to build consensus.

The council has also been independently praised for its collaborative approach, and was commended in the Local Government Association’s corporate peer challenge in April, which said:

“The peer team found evidence of good governance across the organisation. The peer team found there was positive Member collaboration across political groups which makes the most of the opportunities in this type of governance and there was comprehensive coverage of council business at Policy Committees”.

I can speak on cabinet governance from my previous experience as a councillor in a Labour council, and it is currently the choice of the Labour administration in Brighton and Hove, where my Constituency sits. Cabinets can obviously be quicker to act through a rapid decision-making process, but that has risks too. For good reason, the saying is not “Measure once, cut once”. I have noticed a disturbing trend of scrutiny committee time being squeezed by leaders and cabinets, with some councils having just one broad scrutiny committee—I did not experience that and I honestly cannot even imagine it working in agenda terms.

A single scrutiny committee has, by definition, only a limited time to examine a wide range of upcoming decisions in any detail, and surely has no space on the agenda for the kind of through pre-decision scrutiny or issue-based evidence gathering to generate ideas or feedback on services that good scrutiny committees also do, and which I have seen. There are further risks; along with maintaining first past the post, the leader and cabinet model preferred by the Government is a recipe for seeing purely one-party decision making in more places, overriding all Opposition voices when key decisions have to be made. One-party states are not more efficient or effective.

Does the hon. Lady agree that the heart of the issue is actually choice? In this brave new world of unitary councils, local councils should have the ability to choose and shape their own future governance model.

I quite agree. We have heard a lot about the benefits of this new model, and this change is a sign from the Government that they are not even going to trust their new unitaries to choose their own governance systems. I find it a really strange addition to the Bill.

The Electoral Reform Society, in its 2015 report “The Cost of One-Party Councils: Lack of Electoral Accountability and Public Procurement Corruption”, estimated the cost to the public purse of councils having weak Opposition to be about £2.6 billion a year. Finally, in November 2017, the current Prime Minister told BBC Radio 4’s “Today” programme, “In my experience in life, the best decisions are made with proper scrutiny, and the worst mistakes come from not having scrutiny.” The Government should listen to that man. This Clause—of all the bad parts of the Bill—is the most exact opposite of community empowerment. If it stays, the Bill should be renamed the “Very Little Devolution and Too Much Centralised Control Bill”.

I will speak briefly to Clause 57. The Opposition recognise why the Government are bringing in this system. As I have said before, I was a councillor in a unitary with a leader and Cabinet system, and I think that that delivers the fastest decisions, and the most accountable decisions when there is a full council. In fact, we were able to constitute an overview and scrutiny committee, the chairmanship of which we gave to the opposition.

Having been a district council Opposition leader for 10 years, I can say with some real clarity that the agenda was not always dominated by the controlling group; in fact, a lot of the motions put forward by the group I led were accepted by the controlling group. It is all about the quality of the councillors and the opposition—it goes back to what my hon. Friend the Member for North West Cambridgeshire said about culture—rather than necessarily the system. Does the hon. Member agree?

I do agree. I am sure the main reason his group’s motions were accepted is that they were very well written. I know how he behaves in here—I do not agree with his speeches most of the time—and he comes from a decent place. I know that any motion would have been beneficial to the residents of wherever he served at the time.

Councils will have the power to internally constitute themselves to give Opposition councillors the best way to scrutinise them. As I said, in Southampton city council, we gave the Labour group leader, or an allocated person, the chairmanship of a genuine overview and scrutiny committee, whose power the administration used to fear. Particularly at a time when the first-past-the-post system delivered what might have been a hung council or a minority administration, that committee, consisting of opposition councillors, had huge power. So I do not have a huge amount of agreement with the hon. Member for Brighton Pavilion on that point.

However, we have just had a debate about referendums, and an Amendment asking for referendums to allow people to say whether they want local government reorganisation, so I want to say something about paragraphs 3 and 4 of schedule 25. Paragraph 3 would prevent any local authority from deciding to establish a directly elected mayoralty, which is absolutely fine. Paragraph 4 would amend the Local Government Act 2000 to allow an authority with a mayoralty to change to a leader and Cabinet system. However, it leaves in place provisions governing how that change could take place, and a mayoralty established after a referendum could be abolished only if that is approved in another referendum, which can be triggered by the local authority, a petition or the Secretary of State.

In the schedule, the Government want to hold referendums to try to get what they want, so they approve of them. But they somehow do not approve of referendums to ask people in the first place whether they want to go into this local government reform. If the Minister could explain how that is not having her cake and eating it, and being completely inconsistent in the Bill, I would be grateful. Here, she is saying, “Well, we want you to change to a leader and cabinet system, but you need a referendum to do that, because you have already had a referendum.” That is tacit approval from the Government; when it comes to local government reform and changing how a local authority is set up, they want the consent of the people, but on the overarching view of local government reform, they somehow do not. After the last debate, I would ask the Minister to clarify again: do this Government believe in the right of local people, by referendum, to change the way in which they approve their local structures and live their lives? Yes or no? If it is good enough for this Clause, she should go back to the schedule we have just discussed and put in the amendment we discussed to approve a referendum there.

I am slightly teasing the Minister, but she must understand that there is inconsistency in the Government’s approach—although I am not surprised about that. Overall, that is not enough for me to say that the clause is not worth being in the Bill. I think it does deliver a streamlined and accountable process for a leader and cabinet system, but she really does need to tell her officials, whom she leads and gives political direction to, to be consistent about when the Government believe the public should and should not be asked.

I understand hon. Members’ sentiments, but 80% of councils currently operate a leader and Cabinet model. My view is that that executive model allows for greater accountability and better decision making, and that is why we are proposing these changes.

My hon. Friends the Members for North West Cambridgeshire and for Banbury eloquently set out the experience of that model and said that it leads to quicker, better decision making and efficiency. It is about spending less time in committees and meetings and more time delivering. The hon. Member for Brighton Pavilion talked about things that make that consensual, collaborative way of governing work, but critically they are more to do with the culture in the council and the quality of the councillors, as my hon. Friends the Members for North West Cambridgeshire and for Banbury pointed out.

We think the model used by the Majority of councils is working. Delivering for residents is at the heart of the entire Bill, and we think that that model can lead to much stronger governance and decision making, which will deliver for residents. That is why we are keen for this provision to remain in the Bill.

On the point about consistency, there is always a place for referendums. As the hon. Member for Hamble Valley said, the last Labour Government were a great fan of them and introduced provisions to lock them in, but there was always a balance around proportionality. My issue is not about the logic of having a referendum or not; there is a judgment to be made about what is proportionate, given what we are trying to do and the urgency of the reform agenda. Local government is under pressure, and there is a need to deliver services when resources are really tight. Our constituents rightly demand good-performing public services, and that is what is driving us. We think we have the balance right in the provisions and safeguards in the Bill, which is why I ask the hon. Member for Brighton Pavilion to support the Clause.

Question put, That the clause stand part of the Bill.

The Committee divided: Ayes 9, Noes 3.

Question accordingly agreed to.

Clause 57 ordered to stand part of the Bill.