Quote:
Originally Posted by Acrylic-bob
One would assume that a normal person, in that position, faced with such responsibilities upon which rest the jobs and businesses of a good number of the electorate would want to canvas as wide a range of opinion as possible before making any recomendation for action. Surely, given what is at stake if the wrong decisions are made, any reasonable person would eschew dogmatism in favour of consulation and compromise - Wouldn't they?
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They should seek advice and guidance from officers (in this case the Markets Manager), who are professionally experienced in running markets.
One of the downsides of Cabinet government is that it makes the Councillor the mouthpiece of the Council, rather than the Chief Officer. In the past, it would be the Officer answering the questions about where the crib should be placed, or when the market should be opened. It gave gravitas to the Council's position, because it always appeared that the situation was under the control of someone who knew what they were talking about, and was above petty party politics.
Too often when the Councillor speaks, their shortcomings are too well known by the listener, and nowadays, the officers are faceless backroom boys and girls.
Who, for example knows the name of the Market Manager? Or his boss the Town Centre Manager? Or HIS boss the Head of Regeneration and Housing Services? Or, for that matter, the Chief Executive?
In days gone by, they would be household names in the local press.