An exclusive with John van de Laarschot, Chief Exec at Stoke-on-Trent City Council

Local Elections/Councillors

Jonathan: Looking at the forthcoming elections, obviously recent changes took place to the local ward boundaries and we've reduced from 60 down to 44 in terms of members. Do you realistically expect much change in the way elected members/Councillors work alongside Council Officers as a result?

John: I think there needs to be a fairly dramatic and big change. There's an argument that by reducing the number of Councillors that we've got, we've got a demographic deficit in terms of representing some of the communities. On the other hand you can turn round and say that having fewer Councillors rather than more, provides the opportunity for the political machinery to work more effectively in group structure to drive the agenda forward.

What is crystal clear is that with only 44 Councillors, the workload for a councillor will go through the roof and even more so if that Councillor ends up being a portfolio holder or a Cabinet member where the responsibilities, if we are true to our word in terms of trying to drive this great city forward, involves a considerable amount of effort and a huge commitment in terms of time from these elected members. That's why I come back to, when you're out there at the polling station, your vote counts a huge amount.

Jonathan: I guess it goes a little bit back to calibre and qualities of Councillors as well. Some people might say that Councillors are the salt of the earth but not very strategic and that as a consequence they're not particularly visionary in their leadership or good at giving a clear lead. What do you think?

John: Yes. Well you know, we have a mixed bag to be fair, like in all walks of life. We've got some very strategic and highly influential politicians and we've got some absolutely brilliant ward Councillors. The challenge is to mix and match the best skills that we have to deliver the most beneficial outcomes for the city. That involved having some very frank discussions with the politicians in terms of who's best in terms of a ward Councillor, being really engaged with a community at a local level doing fairly complicated problem solving, and who's best placed to drive this strategic agenda for the city.

It's kind of interesting coming from the private sector, and as I said at the beginning of the interview, without having a social bone in my body, your natural tendency is to turn the council into a business as opposed to what I believe now, with some experience, what we should be doing is run it like a business. And the value that the democratically elected member brings is a real good check and balance in terms of leveraging on the one hand the commercial side, keep with the social side, in terms of what does the community really need. Because a lot of the time the two coalesce but on other occasions they are divergently opposed; and that's where the elected members can bring real value in bringing that all together. After all don't forget they're the ones that are democratically elected. They're the ones that have got to stand in front of the electorate and argue the case. So they are the leaders of this council and they provide the future strategic direction of this city.

Future Vision And Commitment

Jonathan: Cast some vision going forward. We're very good at looking at the present. We see the challenges, the cutbacks and the regeneration. Do you see how all this pulls together? Do you get a sense that you're at the helm and you've got a long term vision of where you can see this is going and can you help raise our vision up to see that future?

John: Yes. It's shared isn't it? As I said before - the overall vision, the direction and decision making within the local authority - the responsibility falls with our elected members. I'm really optimistic about the future of this city. We've got massive potential; we've got huge opportunities in terms of continuing and accelerating the regeneration that's gone on. We've got huge opportunities to bring more jobs into this city. We've got huge opportunities to be able to make this a much nicer place to live. I think the appetite's here. I think the intellectual capacity is here across the city and I think the real passion to make it happen is here. So for me the only way is up.

Jonathan: Finally, what is your personal commitment to a city that has seen plenty of delay, unfulfilled promises and lack of long term commitment?

John: Well I'm here and I'm really pleased to be here. I lived in Trentham for about a year; I've moved just outside now. I'm in the city every day; I'm committed to the city and I don't intend leaving this city until I fulfil what I set out to come here for. I know many previous chief execs have said that, then five minutes later they vanish. That's sincerely not my intention. As I've said, I'm committed to this place. I think it's a wonderful city. I look at it and think I've got to be committed, because if the alternative is sitting on a beach in Newquay and I'd rather be here, then this city has got to have gotten under my skin and I've got to be pretty passionate about it. And I certainly am.