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Administrator
Join Date: Sep 2004
Location: Long Ashton, Bristol
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Restructuring of UKIP (by Denis Brookes)
http://www.ukipforum.co.uk/RESTRUCTURING-OF-UKIP1.doc
This is a document put together by Denis Brookes, the West Midlands regional organiser. I especially like the fact that he is calling for a shadow cabinet to be formed.
Quote:
THE UK INDEPENDENCE PARTY
SUGGESTED FRAMEWORK FOR RESTRUCTURING
BY DENIS BROOKES
Introduction
In twelve years the Party has grown from small beginnings and a few gifted amateurs INTO phpbb_a rapidly expanding organisation of dynamic professionals, a strong membership base and an expanded administration.
However, the Party has now outgrown the structures which served it well as a smaller Party and it has now become apparent that the Constitution, Rule Book, constituency associations, ROs and personnel roles need to be adapted and modified so that all the potential available can be utilised.
In order to do this it is essential that the Party is remodelled in such a way that it can support and develop the skills available from the grass roots to the political front line in a way which is both democratic and effective.
Without reform from the grass roots upwards this Party will be increasingly unable to function at its full potential and, whilst it will not die, will be an ineffective force for good in the battles which lie ahead. This cannot be allowed to happen.
Whilst it is true that beneficial changes have taken place in the Party, they have so often been reactive and taken in isolation. It is essential that the changes which we all agree must take place are now universal and proactive. The time has come for a plan which will co-ordinate all the various parts which require reform and create a balanced, seamless organisation in which everything operates in harmony.
It is my belief that this can be achieved within a few months of agreement to a suitable plan. The manner in which I see the Party developing - changes to the constituency associations; changes to its Constitution and Rule Book and the responsibilities and duties of Party employees I should like to present to you for serious consideration. I do hope that you see it as a framework onto which improvement can be hung.
I must acknowledge that some of what is being presented to you in this document has already been thought of. Some, indeed, is already being changed as you read it. I hope that what I have drawn up will start the process of bringing together all these changes, both actual and planned, which will create a lean, efficient, effective and winning Party machine.
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INDEX
1. THE PARTY CONSTITUTION
2. GENERAL SECRETARY
3. N.E.C.
4. REGIONAL ORGANISERS
5. SHADOW CABINET
6. CONSTITUENCY ASSOCIATIONS
7. SUMMARY
Dated 5th May 2005
1. THE PARTY CONSTITUTION
I understand that currently a sub-committee is looking INTO phpbb_the Party Constitution in order to remove anomalies and bring it up-to-date (see NEC Minutes 8.12.03 Item 14).
It is generally agreed that what was written 10 years ago is no longer suitable for the current development of the Party, and certain problems have arisen by those able to exploit shortcomings in its provisions and also by the fact that they cannot be properly restrained by those in authority charged with the running of the Party. Plainly, this cannot be allowed to continue.
In order that we join up all sections of our Party machine it will be necessary to construct the new Constitution in such a way that it will give legitimacy to other necessary defining documents (see Party Constitution para 16 The Party Rule Book). Such as:
· Committee Standing Orders. These can be a simplified form of the type used by councils and which set a standard format for the conduct of all meetings; the requirements of voting and initiating motions and, equally importantly, defining what is acceptable/unacceptable behaviour. The role and powers of the Chairman will also be part of this document and will thereby ensure that disciplinary action during meetings can be taken swiftly if necessary.
· Code of Conduct. This relates to what is expected of individual officers, committee members and employees. This also can be an abstract of what councillors have to conform with.
· Constituency Party Rule Book. This is also in need of review, especially Section 6 which should incorporate Standing Orders above. The importance of having properly conducted meetings will be apparent in No.5 when proposals for reform and improvement of the constituency associations are presented.
It is important that we do not become swamped by an avalanche of rules and regulations but is also essential that the Party is never faced with internal problems which it is powerless to resolve quickly. It is my suggestion that the actual written words of any document should be succinct but unambiguous. To this end I am prepared, upon request, to draw up more specific proposals from the material I have in hand for the committee to discuss.
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2. THE GENERAL SECRETARY
There is no reference to this position in the Constitution. This is an omission which should be rectified even though the position is salaried and the incumbent a Party employee. I strongly feel that there could be great advantage in combining this position with that of Chief of Staff/ Chief Executive so that the General Secretary (GS) would be charged with ensuring that all Party procedures are in accordance with the Party rules and Constitution and, also, takes on an active role in the regions.
Whether it is felt suitable that he/she is empowered to enforce, or simply to police is a matter for discussion. What is without doubt is that once the strengthened Constitution and concomitant rules and codes are in place, it would be unthinkable that there was not someone charged with seeing that they are upheld. Of course, the necessary checks and controls must be created so that the holder of this post, with its increased responsibilities and powers, can be readily held to account (possible Party Leader or NEC via Party Chairman). Once this is agreed, then the Party will have a GS/Chief of Staff who will bear, along with his agreed and established duties, responsibility for the following:
· Constituency Associations. Working through the ROs to create, monitor, encourage. This will also include dissolving those which persistently fail to operate correctly according to the Rule Book, or who lack the will to develop (see Constituency Associations Section 6).
· Regional Organisers. To develop their role by devising a specific plan for developing the above. To draw up an agreed Job Specification. To liase with the Regional Committees and assist with the implementation of their suggestions. To obtain a field report on a weekly or monthly basis. To keep in close personal contact, and to develop their responsibilities.
· Disputes. To act, with delegated authority, as the initial arbiter where disputes arise and advise correct course of action. This would take some of the burden from the Party Secretary’s shoulders without diminishing his/her role or influence.
It is apparent that this enhanced position will necessitate someone who possesses considerable organising skills; the ability to work and respond positively under pressure; great powers of persuasion and diplomacy; a fluent and inspiring orator; the ability to motivate a volunteer workforce; the determination to reveal an iron hand from within a velvet glove when faced with indiscipline and have unswerving loyalty to the Party.
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3. NATIONAL EXECUTIVE COMMITTEE
Mentioned in Sect. 1 (The Constitution), was the Code of Conduct and Standing Orders which will apply to all members of this committee. Whilst this will ensure the smooth running of meetings with regard to procedure, conduct and sanctions, it will not be of any help in ensuring that the most highly-motivated and suitable Party members are able to serve on it.
The current method of letting the membership decide on a national basis who should serve on the NEC can, and has, led to a geographical imbalance in representation. This has the unfortunate effect of certain parts of the membership considering themselves being effectively disenfranchised.
It is important that this problem is resolved quickly and I suggest that we look positively at some of the suggestions circulated in a briefing paper some years ago.
· That the NEC comprises (along with Leader and officers) one representative from each of the regions who would be selected on a regional basis by the relevant membership.
· That NEC members serve for two not three years.
· That vacancies are created to allow ‘new blood’ to take their part in our rapidly developing organisation and to this end I suggest that, once a NEC member has served two consecutive terms of office, that member has to stand down and wait two years before re-applying to be elected.
· Further, it is essential that the NEC is a true representation of grass roots thinking and aspirations. In line with the other parties we should not allow MPs and MEPs to sit on it. This will free space for ordinary member representation once the present MEPs have served their term of office.
Another matter which should concern the NEC is the continual complaint by branch officers and members that they are never told what is going on. A year ago when I first presented this document, I passed on a suggestion for an information cascade system. I note that this is now largely in place.
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4. REGIONAL ORGANISERS
The ROs are an vital element in the continued development of the Party. They are an essential link between the Party Chairman, NEC, Party Officers and the grass roots. There is extensive expertise available amongst the ROs, many of whom are widely experienced in a variety of fields.
Their usefulness cannot be underestimated and if they are to deliver their full potential than certain changes will be necessary in order to unify them INTO phpbb_a powerful and effective force..
As suggested (No.2, General Secretary) they will have a clear reporting chain through the G.S. to the Party Chairman and the NEC and will operate according to their terms of reference. They will also continue to sit on any Regional Committees and play an active role there.
We should ensure all future ROs are appointed only after a the job has been properly advertised, and a correct selection process with formal interview has taken place. This has not happened in some cases and has led to acrimony. We may also like to consider advertising outside the Party membership for those who have a proven track record in the commercial or public sector.
Our stunning results in the 2004 Euro Elections has enabled us to develop the RO base throughout all 11 mainland regions with a consequent increase in branches/ constituency associations formed and the ability to react quickly and positively (when, for example, Veritas attempted, unsuccessfully, to destabilise the Party and its membership). Without our ROs’ efforts the fallout from Veritas would certainly have been much more severe.
The role of the ROs would include:
· Building up a reliable team of volunteers to assist within each region.
· Taking a central role in building up a list of local election candidate. Ensuring they are active within their wards at least 12 months ahead of any elections and the keeping of a candidate database.
· Helping Branches to be properly constituted by organising meetings of Chairmen to explain their revitalised role, and the self-discipline and activity necessary to ensure their effectiveness.
· Having regular monthly meetings with the GS who will monitor past progress with the support of written activity reports and will ascertain their programme for the next month. (The measure of funds raised could be reckoned by liasing with the Party Treasurer’s quarterly returns).
· Being seconded each year to the Conference Steering Committee to assist with this event and take some of the pressure off volunteers.
· Directly monitor CA activity (see 6, Constituency Associations) in order to ascertain which Branches are viable. They will be tasked with trying to make them a success.
· Where Branches are persistently under-performing and without any possibility of reform, then request the GS to ask the Party Chairman to take control with the intention of reforming the committee.
· Attend regular progress/policy development meetings with the GS.
For the ROs to be an effective force for Party development it is essential that they come under a central control. The exact reporting point will be decided by the NEC, but what is essential is that person who is charged with the strengthening and development of their role will carry full delegated authority.
It must be acknowledged that the source of ROs’ funding can, and has, led to a conflict of loyalties on occasions. It is, therefore, essential that the ‘Gentlemen’s Agreement’ with the MEPs over control has to be rigorously enforced if a disciplined system is to evolve with the ROs’ function within the Party structure.
Without such an approach we will have our Regional Organisers unable to discern a unified national approach to their duties whilst feeling obliged to act according to the dictates or requests of their Region’s MEP. Plainly, this is not in the interests of the Party, its membership and the ROs themselves.
I would hope that the suggestions in this section are distributed to the NEC members and they are put as an agenda item for the next meeting.
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5. THE SHADOW CABINET
Now that the Party has strongly expanded its membership base, it has the ability to draw upon a pool of experience denied to it even two years ago. We have amongst our ranks Doctors, Engineers, an economist, a retired Superintendent of Police, those experienced in the financial commercial and commodities sectors, certainly one Veterinary Surgeon, barristers and lawyers and many others who bring to us a variety of disciplines.
Many of our members have asked why this Shadow Cabinet is not in place and some years ago it was possible to explain that we lacked the expertise to form one. Many now believe that the right people are there and a cabinet should be put in place.
Whilst we are a small Party, and some outside observers may scoff at such a move being pretentious, we should press ahead and promote its formation and the names of the cabinet members.
To deny the existing talent within our Party the platform to express itself would, in the view of many members, be to under-rate the Party’s potential and make it a less effective political force at a time when the UKIP is the only party which can return democracy accountability to the British people and give them their freedom from foreign dominance.
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6. CONSTITUENCY ASSOCIATIONS
We all acknowledge the fine work carried out by CAs and the dedicated effort which has brought about a high degree of awareness amongst the public of UKIP. Indeed it is the CAs who underpin the Party and who directly connect with grass root opinions and support.
· It is known that some CAs are very lax in operating according to accepted committee procedures. They have no agenda; irregular meetings, do not take minutes and have no proper method of recording proposals, seconders and votes cast. Their financial records are inadequate and controls non-existent. They have no plans for promoting the Party and lack the ability or will to organise events.
· This has to change and CAs will be told that not only must proper procedures be applied but their records will be monitored by the ROs and reported to the General Secretary in his/her new role.
· We know that some CAs are serious under-performers. In fact, it is possible to say that in terms of being a disappointment to aspiring members and supporters by lack of activity, they are a positive hindrance to the Party. These CAs must be taken firmly in hand by the General Secretary and his ROs. They must be made aware of their responsibilities under the revised Rule Book and be prepared to offer an activity report which will include details of fund-raising, events, mailings, candidate recruitment, etc.
They will be monitored by the ROs who will have regular meetings with the chairmen to discuss progress and advise on future development. This supervision will not include actually doing the job for them as they must show that they are capable of becoming effective without being ‘nannied’. If at some determined stage they are unable or unwilling to improve then, with the permission of the Party Chairman, they should be closed down until the necessary will enables them to reform with the assistance of the RO.
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SUMMARY
We have seen the success of the other mainstream parties in the past and we must acknowledge that it is down in large part to an efficient party machinery and a disciplined organisation overseen by an experienced Chief of Staff. We now must face the challenge of bringing these disciplines to the UK Independence Party.
Conversely, we are painfully aware that the breakdown of the trusting relationship between the general public and these parties is because they have put the winning of elections before their moral integrity.
This has led to a culture of cronyism, sleaze and corruption. Plainly, this is because those Parties’ leadership and MPs have decided that the Christian principles which have previously underpinned the processes of democracy and justice are now expendable.
It is essential that the UKIP is above these temptations. It is crucial that UKIP puts its own house in order before it can claim the right to put the country in order. So much is right and healthy with our Party. It will, therefore, take only a small effort of collective will to bring about the reforms necessary to strengthen its organisation.
We have to ensure that nobody is able to ignore the Party Constitution and Rule Book. Also, that all those charged with carrying out Party business have clearly defined roles, agreed terms of reference, can carry them out without interference from anyone else and are those most qualified to carry out these essential tasks.
There have been moves since I first presented this document to the Party Officers some twelve months ago which are most encouraging and I am sure that they will continue. Let the new plan be all-encompassing, fully joined-up and proactive. Then we will be unstoppable.
ENDS.
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11-05-2005, 01:16 AM
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