On the eve of the launch of the London Mayoral campaign this might not be seen by the powers that be as the most appropriate time for a spot of navel gazing. Having blogged vigorously for a general secretary majoring in financial planning skills and an eye on rebuilding membership, there is no better moment than now to highlight the harsh realities. After all if it took ten years from 1987 to 1997 to put on between 125,000 and 150,000 members; how long is it going to take just to put on the 200,000 plus we have lost since regaining power?
Furthermore, in defence of forward planning, I cite the following all reported in the last 2 days:
A ten-year rebuilding programme is needed starting at branch level - with a quality assured service to encourage membership, fundraising and active local engagement. The issue that has flared in Easington - whole CLP suspended for failing to deliver centrally imposed quotas for women candidates for forthcoming council elections - is probably symptomatic of a lack of support from the centre and the North regional office to encourage women to join the party. Candidates are being selected all over the country from diminishing ranks of members. Is this really the time to be berating each other for failure to achieve local gender quotas for elected office, when we know we will probably have less women MPs in Westminster after the next General Election than in 1997? Coventry North East is a case of sitting councillor reportedly being deselected by the LGC for defying the whip, against the wishes of the local branch party. I am researching the story, but I have seen these LGC strong arm tactics elsewhere resulting in active branch members sitting on their hands, tearing up their party cards or joining an opposition party. (When Hilary Armstrong MP as chief whip circulated the rebellious voting record of Diane Abbott MP for Hackney North during her last 're-selection', we complained that Diane had not voted against the government often enough.)
This is no way to run a mainstream political party aspiring to mass membership. Inclusivity, encouragement, tolerance, open debate and decision-making are essential if real discipline is to be achieved, while at the same time recruiting and retaining more members.
This leads on the timeliness, detail and relevance of management information available to the Party's National Executive Committee. In particular, membership and financial information is essential if NEC members are to play an appropriate role guiding their Party officers, and staff. I was told at Spring Conference that membership has stabilised. I don't believe it. I fear it is back on a downward track as it has been for the last 11 years. That's me speaking as a CLP membership secretary. In my own branch I have received notice of two resignations, the first for a year - both over policy differences with the new leadership failing to return to Labour values.
No apologies for banging on about governance, or navel gazing. If the Leadership was better in tune with the members we wouldn't be facing that dismal dip in the polls, which however inaccurate does little to help lift morale. A membership/supporter focussed communique following the next NEC meeting might help.
Reports from the Scottish Labour Party conference suggest a growing recognition on the part of the new Labour Leadership that we need to work together better. I wondered if I was missing something. So I have been back on the Labour Party Membersnet to check Partnership in Power. I found this newsletter, and a questionnaire.
