“BRIDGING THE GAP”

LG First reports on the IDeA‘s new course to help local authorities and political assistants get the best out of their role.

The article, entitled “Bridging the gap” and written by the IDeA’s Pascoe Sawyers, claims the role of political assistants can be a useful and important one, and is one of the ways in which the Improvement and Development Agency (IDeA), part of the LGA group, is encouraging councils to support their elected members. Currently less than 100 councils employ political assistants, but providing this role is something councils might want to consider when thinking about how they can improve elected member support. The IDeA has extended its successful Leadership Academy to include a training programme for political assistants. It is the first time the Academy has targeted a course to include an officer role.

The move is one of the ways the IDeA is responding to recommendations made by last year’s councillors’ commission, led by Dr Jane Roberts, a former leader of Camden council. It looked at the incentives and barriers to serving on councils, and made 61 recommendations to the government – some of which look at how councils could better support their elected members.

When used correctly, the role of a political assistant can be a good way of supporting councillors. They provide political support and advice around strategy and policy. They do research and gather information for politicians to use in their campaigns. Sometimes they take a lead on media issues, and the role always involves being a conduit to other officers in the council. Some get involved in case work or manage a support team, while some play a group organising role.

But most councils currently do not employ political assistants and those which do sometimes don’t know how to make the best use of them. Feedback from political assistants at sessions the IDeA ran at the recent party spring conferences suggests that there are a number of other challenges they face in trying to carry out an effective role.

“Bridging the gap between your role as an employee of the council, and an open supporter of a political group is one of the major difficulties for me,” was a view expressed by one political assistant, but shared by many others.

However, another political assistant was very keen to point out a more positive dimension to this bridging role, “In my experience, when it works well, by having a foot in both camps political assistants can add real value to the process of building relationships between councillors and senior officers. We are often seen as a sounding board because we can usually see things from both perspectives.”

The Leadership Academy programme will provide political assistants with a networking opportunity to enable them to share thoughts on how to deal with some of these challenges and learn from each other. The two-day course also aims to teach an understanding of the personality styles of politicians in order to work with them effectively, as well as giving tips on communicating with council staff and the general public. An overview of the way local government is structured and financed, and media skills are also covered. There are opportunities for group work with a politician where people can bring up issues they may find difficult to raise in their own council.

The first course last April filled immediately, showing the demand for the training and support of these officers. Another course has been scheduled for 21-22 October. For more information telephone Grace Collins on 020 7296 6563 or email grace.collins@idea.gov.uk