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Examining the success of Bristol’s mayoral system
We’re eight years and two leaders into Bristol’s mayoral system, and whether it should remain in place is a hot topic for debate.
Now, independent research conducted by UWE Bristol and the University of Bristol sheds some light on the impact of the model that came into play in the city in 2012.
Published on Tuesday, the study found that mayoral governance has boosted the visibility of city leadership and helped promote Bristol on the national and international stage.
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The research, conducted over the eight-year period as part of the ongoing Bristol Civic Leadership Project, also reveals this model of leadership has unnecessarily restricted the role of councillors and reduced citizens’ belief in their ability to influence decisions.
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Commenting on the findings, Dr David Sweeting, a senior lecturer in urban studies at the University of Bristol and co-author of the report, said: “The report offers several suggestions on how to improve mayoral governance in England in general, and in Bristol in particular.
“For example, it suggests that Whitehall needs to devolve far more powers and fiscal autonomy to local areas so that elected local leaders, whether they are directly elected mayors or not, can exercise decisive place-based leadership.”
Publication of the study was timed to help inform opinion ahead of the mayoral elections due to take place on May 7, which have been postponed for a year amid the coronavirus pandemic.
Candidates attend Bristol24/7’s mayoral hustings at the Colston Hall in 2016
Researchers compared people’s views about the quality of city governance in Bristol as expressed in 2012, before the city had a directly elected mayor, with current views about the strengths and weaknesses of the mayoral model.
They have highlighted five major findings from their ongoing research in an independent report, Mayoral governance in Bristol: Has it made a difference?
- The research shows that the introduction of mayoral governance in Bristol has given a significant boost to the visibility of city leadership
In 2012, 24 per cent of citizens thought that the city had visible city leadership. By 2018, this figure had more than doubled to reach 51 per cent. The mayor of Bristol is a high-profile public figure able to convene important stakeholders; this is a marked contrast to the situation that existed in the pre-mayoral era.
- Mayoral leadership has led to a more broadly recognised vision for the city
In 2012, 25 per cent of citizens thought that the leadership of the council had a vision for the city. This rose to 39 per cent in 2018. In interviews carried out in 2019, civic leaders indicated that mayoral leadership has been critical in developing the new One City Plan, which sets out a detailed vision for Bristol up to 2050.
- The mayoral model has enabled the first two mayors to promote Bristol on the national and international stage, and this outgoing leadership has attracted investment to the city
- The research found that the role of councillors in exercising civic leadership has been unnecessarily restricted within the way the mayoral model has operated so far. This drawback was identified in the researchers’ 2015 report and remains a concern that needs to be addressed.
- There has been a small decline in the number of citizens believing that there are many opportunities to get involved in decision-making in the city. The proportion feeling this way dropped from 27 per cent in 2012 to 23 per cent in 2018.
Robin Hambleton, emeritus professor of city leadership at UWE Bristol and a report co-author, said: “We hope it will help the citizens of Bristol reach an informed view about whether Bristol should continue with a mayoral model of governance or get rid of it. We also identify challenges that need to be addressed by central government ministers if they want mayoral governance to succeed in localities across the UK.”
Main photos by Bristol24/7
Read more: Call to scrap Bristol’s mayoral system voted down
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