Reflections from the Frontline

"If I could sum up in one sentence the most important lesson I learnt as a Councillor and Council Leader over the past five years it would most likely be this: your ability to positively shape the future of your local communities will be directly proportionate to the clarity of your political goals and your ability to foster positive, respectful, dynamic relationships in order to achieve them"

Clear political goals are best founded on solid, deeply held political values. Nobody should be in any doubt about what you stand for. With even the most able group of politicians, talented officers and effective administration of the Council, you will need laser-like determination to realise your key priorities in the time available to you (and you never quite know when the end point might come unless you chose it). I also appreciate that there are sharp additional frustrations should you find yourself part of the Opposition. 

I was fortunate enough to have been part of the Administration; I can but imagine how utterly soul-destroying it is to be powerless to effect change. This is particularly tough on newly elected members who come on to the Council with such enthusiasm only to see it gradually diminish and die. However, it is just as necessary and important to be clear about what you would do differently if you were in control and to go about building the relationships required to wield some sort of influence.

Before turning to consider the nature of key Councillor relationships, it is worthwhile reminding ourselves that all Councillors are subject to the Code of Conduct which can be found here.

Paragraph 2.1 of the Code sets out that a Councillor has a duty to uphold the law and act in accordance with it. It then goes on to clarify that a Councillor is also subject to the principles of selflessness, integrity, objectivity, accountability and stewardship, openness, honesty, leadership and respect. Section 3 expands upon general conduct including gifts and hospitality, confidentiality requirements and use of council facilities. Sections 4 and 5 cover the registration and declaration of interests respectively. Section 6 deals with lobbying.

The Councillor relationships that I consider vital to your success break down into four principal areas.

"The way that people will open up and put their trust and faith in you at the most distressing of times is humbling"

You may be an elected member who has lived in the ward area you represent for many decades or you may never have lived in your ward. The point is that once elected, you almost immediately begin to perceive the distance between life that permeates Council HQ and what is important to the communities you were elected to represent.

Some elected members forever see their role as one of David trying to conquer the mighty Goliath, Council officers forever the enemy. At the other end of the scale, some Councillors become officer mouthpieces deriving comfort from the shield of officialdom, incapable of exercising an independent thought. As ever, the more sensible position lies somewhere between these two extremes.

You have been elected on the basis of your manifesto commitments to your local communities and understandably want to get on with the business of delivering them. A gradual dawn of realisation may have already broken that simply asking for something to 'get done' and expecting that to happen can be optimistic. But be tenacious! I have often said that I found the vast majority of Councillors to be very well intentioned, principled public servants who take up the role out of a willingness to serve their communities. 

It is for neither the prestige nor the recompense that women and men are called to serve as Councillors. Therefore it can be hugely demoralizing to realise that given the austere times in which we live and whether you are in control of the Council or not, the change that you can affect (and promised) is severely curtailed. But stick at it. Be absolutely clear in your own mind what it is you want to get done and be realistic about whether it is achievable. 

One of my own personal highlights was making the extension of my local primary school and building a new nursery in a deprived area an absolute priority. I was thrilled to learn that Cornton Nursery (only open for a few years) won the Learning for Sustainability Award at the Scottish Education Awards this year. I know in my heart that of all the things we achieved at my Council (City Deal, Big Noise, Daily Mile, Living Wage) the building of that nursery in that community will change lives for the better. 

Finally, and critically, you will be approached to help individuals on specific Council issues they or their families are facing. I found many of my cases were housing or social care related. The way that people will open up and put their trust and faith in you at the most distressing of times is humbling. There are often limits on what can be achieved and it can be hard to deliver that message. Your Council should have in place a policy for your own personal safety when you are attending external surgeries.

"One often feels like the poorer, dumber younger sibling to those lofty parliamentarians both at Holyrood and Westminster"

In the many thousands of interactions Scotland's Councillors undertake every day I know that the majority are done respectfully and with thought. But there can be no denying the often intense pressure elected members are under. Some of the most difficult, frustrating and downright unpleasant meetings I had were within my own political group (and I know it is the same of all political groups too). It can take a level of self control you never knew you had, to maintain cordial relations when the political pressure is on. 

This brings me back to clarity of political purpose. If you are absolutely clear in what your political objectives are, and the change that you want to see in your communities, then you can always steer yourself back to that North Star. Of course, 'events' will emerge but their impact can be minimised if everyone knows what the ultimate destination looks like. This means being a team (and that may well mean a team across political parties). Unity. Understanding. Forbearance. And at times having the brutally honest conversation and saying what you know people don’t want to hear.

I never truly understood the term ‘comrade’ until I became a Councillor. It can feel like war, often it is, and you will bear your own personal scars. But equally I had no idea of the deep bonds and profound respect for others that would emerge from my time as a Councillor. And I would not trade that experience for anything. I do believe there is still much work to be done by all political parties on the ‘parity of esteem’ agenda between tiers of elected government. As a Councillor one often feels like the poorer, dumber younger sibling to those lofty parliamentarians both at Holyrood and Westminster. 

We do not as a society yet value the considerable contribution locally elected members make. Now we can argue about the principles and calculations surrounding different politicians' pay but until the standing of a Councillor is addressed both systematically and culturally we will continue to see a lack of diversity and talent attracted to doing the job. 

As an aside, when I was Council Leader we consistently delivered above the Scottish Living Wage making Living Wage Council accreditation a top political priority. When it was first introduced I calculated that with my two baby boys in full-time childcare I was receiving below the Living Wage as the Council Leader. How do you sell that job to a hard pressed young man or woman? The whole system of making the role of a locally elected member more appealing to a more diverse cohort of candidates requires some original thought.All-women shortlists are part of the answer but if women are not putting themselves forward in the first instance then you need to ask why the job is so unappealing. Hours of work, remuneration, combative culture, all need an honest up-to-date analysis. 

My own working background as a barrister was largely male, able-bodied, middle/upper-class and white but I never felt so acutely aware of being a woman in a man’s world than as a Councillor (COSLA Leaders meetings bring this into the sharpest of focus. And yes, I did feel if I were to venture to open my mouth to offer up an opinion what I had to say had to be twice as insightful and twice as eloquent. Let me be clear, that is not because my male-counterparts were not supportive or respectful but when your environment does not reflect you at least in part, it can feel both alien and intimidating. The appointment of the most capable Councillor Alison Evison as COSLA President sends a positive signal but the whole system needs shaken up).

"You should not be made to feel like your role is one of 'window dressing' or a final hurdle to be negotiated"

The Council Leader/Chief Executive relationship is of course a crucial one and will be critical to determining the culture, values and tone of the Council. If there is a lack of harmony, respect, understanding or honesty at the top, it will be felt by all elected members and Council staff. But equally where there is clarity of vision, values, pace and agenda, the change that can be affected can be impressive. 

These principles apply to all Councillor/officer relationships but it takes time. Time to build trust, respect and understanding. And whilst Councillors appreciate, in the main, that officers are the experts in their respective fields, equally Councillors often bring their own expertise (professional and personal) and are the democratically elected representatives of their communities advocating on their behalves. 

This is where the dynamism comes in. Many ideas and programmes of work originate from officers and other diverse sources. The skill is in making it a shared agenda between you and the officers. You should not be made to feel like your role is one of 'window dressing' or a final hurdle to be negotiated. If a matter is presented to you as a fait accompli, it goes without saying you are far more likely to be unsupportive of it. I found spending time as a collective important. 

We held fairly regular Administration away days that we held in our local schools away from Council HQ and at times when we could have full attendance. These were very useful both politically and in terms of the relationship with both fellow Councillors and officers.

"prioritise what and who is important to you in terms of your political goals"

If you are a returning elected member then I have no doubt you will have formed your own views on the working relationships between the Council and other organisations and bodies whether they be public or private. If you are new to the Council you may have a good knowledge of whom the Council is likely to interact with or you may not. 

The list can at first appear overwhelming. The NHS, Police Scotland, Scottish Fire and Rescue, the (vast) third sector, economic agencies both local and national, your local University (ies) or College (s), sporting organisations, local business leaders (who may operate nationally and internationally). I could go on. In order not to be overwhelmed by this, the important point is to prioritise what and who is important to you in terms of your political goals. 

If you are advancing a strategic economic agenda (and many of you will be) such as a City Deal or City Region Deal then your ability to build positive, dynamic, innovative relations with a wide network of stakeholders is central to your success. Being able to convince those stakeholders across both the public and private divide of your vision for the economic inclusive sustainable growth of your communities is crucial.

For those with many years experience as Councillors I am sure there is much that I have overlooked and I hope you will forgive me for that. For those of you who are finding your feet, be quick because there is so much to take from this great privilege your communities have gifted you!