How to Hold a Strong Mayor Accountable? Challenges of Political Accountability in Polish Municipalities

Following the implementation of direct mayoral elections in 2002, a systematic process of strengthening the position of the municipal executive body started in Poland. Over the past two decades, various measures have been taken to limit the steadily growing role of the mayor on the one hand and to strengthen the municipal decision-making body on the other. Substantial amendments were introduced in 2018, giving the municipal council a new mechanism to hold the mayor accountable. The mechanism is composed of a) a report on the state of the municipality prepared annually by the mayor, b) a public presentation of the report during the council gathering combined with an open debate on the report, and c) a vote of confidence granted (or not) to the mayor by the local council. A failure to obtain a vote of confidence (in two consecutive years) may lead to a local council's initiation of a mayoral recall referendum. The mechanism mentioned above for holding the municipal executive accountable is considered an instrument of political accountability. The solution adopted in Poland is in line with the assumptions of accountability defined by M. Bovens as 'a relationship between an actor [mayor] and a forum [municipal council and citizens], in which the actor has an obligation to explain and to justify his or her conduct, the forum can pose questions and pass judgement, and the actor may face consequences' (Bovens, 2007, p. 450). The specificity of the newly implemented mechanism allows it to be recognized as an instrument of political accountability, as understood by B.S. Romzek and M.J. Dubnick (1987). The accountable actor is responsible before specific external agents, such as citizens, the beneficiaries of the services (for which the responsible actor is in charge), his/her superiors (hierarchical arrangement), or interest groups. The presentation aims to show the effectiveness of the new accountability mechanism in the context of a strong mayor and a weak council in Polish municipalities. The primary research method is multiple case study to analyze the report and debate, considering the context and results of its application throughout the term (2018-2024) of local authorities. Fourteen municipalities were selected for the study. The presentation draws on the results of qualitative research conducted within the project Accountability of Local Authorities framework. The report and debate on the state of a municipality as a tool for accountability (no. 2022/45/B/HS5/00084) financed by the National Science Centre Poland. References: Romzek, B. S., & Dubnick, M. J. (1987). Accountability in the Public Sector: Lessons from the Challenger Tragedy. Public Administration Review, 47(3), 227–238. https://doi.org/10.2307/975901. Bovens, M. (2007). Analysing and Assessing Accountability: A Conceptual Framework. European Law Journal, 13(4), 447–468. https://doi.org/10.1111/j.1468-0386.2007.00378.x.