WE NEED a revolution in our town halls because our councils are in the doldrums.

Decisions taken by councils which fly in the face of what the public would expect has fuelled a mood of cynicism and distrust.

The past year has seen endless reports of taxpayers' cash spent on consultants, excessive salaries of council workers, parties for staff costing £37,000 and trips abroad.

Whenever our elected councillors are challenged on the amount they spend, they swiftly justify their actions, insisting all these projects are essential.

On another day, they will tell you how badly our councils are funded by the Government and how they are being made to cut services that actually matter to the public they serve.

This only shows us how out of touch they really are.

The old committee system, which gave all councillors the chance to have their say, was axed in favour of inner group of senior councillors who make up the cabinet.

This has turned out to be a charade with too much power in too few hands.

The vast majority of councillors are excluded from influencing key decisions, which is left to the select few.

So where do we go from here?

Southend Council is about to appoint a new group manager for media and communications whose prime task will be to restore faith in and rebrand the council.

That's not the answer.

We need a change in the way our local authorities are managed that offers clarity, clear accountability and a cut in the amount spent on managers and councillors who run our affairs.

Perhaps it's time to consider elected mayors.

Just 5 per cent of the total number of electors in each area are needed to petition the council to call for a referendum on an elected mayor like Ken Livingstone in London.

Some would say it's too much hard work to organise a campaign. And is there any appetite for it anyway, bearing in mind there is so much public apathy?

What is clear is that the current system isn't working.

Councils are caught up in jargon, red tape and too much procedure rather then getting on with the job of representing their residents.

There are also officials who trot out strategy after strategy with no real, tangible benefit.

Take a look at the last agenda for Southend Council's cabinet, for example, where you will see books of strategies and blueprints which actually say very little.

Hours of officers' time were spent producing these documents which, in the main, simply tick boxes for the Government.

An elected mayor would offer clear accountability. Residents would know who is taking decisions on issues affecting their lives.

If voters do not like the policies or actions of the mayor, it's easier to kick them out when their term of office is up.

The mayor would also replace both the council leader and the chief executive, therefore cutting the salary bill. With less to do, other councillors need not be paid the allowances they are receiving at the moment.

There need not be a loss of the traditional duties of the ceremonial mayor. The London Borough of Newham, for example, has both an elected and a ceremonial mayor.

This could the way of moving forward, while still retaining the historic significance of the title.

However, it could be argued tinkering with the system is not the answer. Who really cares about who takes the decision as long as their rubbish is collected on time?

What it would do, perhaps, is restore faith in the political system and politicians, enabling people to pinpoint who is taking decisions and whether they are in the interests of the public they serve.