Working in local government at a senior level involves working hand in glove with local councillors or elected members as officers most commonly refer to them. Effective chief executives and Directors tend to have a reputation amongst their peers for being able to manage their members. In every person specification for a senior job in local government it will state the need for political sensitivity, this is usually taken to mean recognising that councillors are elected to represent local people and that local government services are accountable to local people via their local councillor. However during a particular difficult one to one with the chief executive he spelt it out “look it’s your job to manage your members”.
Both officers and members would claim to be motivated by the desire to make a difference both recognise that unpopular decisions have to be made to balance the budget but only members need to get re elected. This difference explains why members have been known to vote for the strategy but speak out against its implementation. Recent examples would be the closure of libraries. In other circumstances it’s a case of accepting the business case but stating it is politically undeliverable. A few years ago this happened a lot in Labour run authorities who wished to hold on to their elderly person’s homes. Another example would be the decision to build a waste incinerator as part of a strategy for removing the reliance on landfill sites but then joining a campaign against citing the incinerator in their ward.
Members are very media sensitive, they seek the photo opportunity, they desire good press, and they want local people to see what they are doing for them. However,good news doesn't sell news papers. The local press and radio also see themselves as champions of local causes for local people often; it appears,in opposition to their elected representatives. They may be quick to present negative stories usually around well established stereotypes of bureaucracy and red tape, politically correctness gone mad and shocking waste of tax payers money.
This also helps explain why something a manager may consider trivial, a member may consider very significant. A complex partnership agreement woven together over many months of skilful and patient negotiations can quickly unravel if the manager fails to appreciate the significance attached to the size and position of the council's logo. To members frustrated that the public often doesn’t realise the council's financial contribution to such partnerships the logo is a powerful symbol not an afterthought.
Members desire to be seen to be doing something can sometimes lead to over enthusiastic representation on behalf of an individual in conflict with the councils own policy concerning eligibility for a tenancy/home help/school place or perhaps putting a little too strongly the case for a grant to a local voluntary group in their ward. The manager must hold the line to maintain a consistent approach and tactfully resist in appropriate pressure.
Of course knowing a particular member has a personal interest in the problem of domestic violence or has a child with a learning disability will help illuminate where they are coming from and what issues or concerns they are likely to raise.
The different perspectives that managers and members bring to a situation can be illustrated by their approach to the opportunities offered by a successful bid for money. A manager secures additional funding to transform and modernise a small number of libraries. Following a detailed study a clear set of criteria is established to identify which libraries will benefit from this extra money. A politician wants to give a face lift to as many libraries as possible especially in the wards controlled by their party,timed to coincide with local elections. A way foreword might be bringing forward the repairs maintenance programme for the libraries not benefiting from the successful bid.
Understanding the political agenda, having the strength to resist inappropriate requests, being astute enough not to be seen as obstructive and sufficiently creative to identify options are all part of the skills required to manage the members.
Blair McPherson author of Equipping managers for an uncertain future and People management in a harsh financial climate both published by Russell House. www.blairmcpherson.co.uk
