WOMEN INTO LOCAL GOVERNMENT
‘You can make a difference.’
AN INFORMATION GUIDE FOR WOMEN INTERESTED IN STANDING FOR ELECTION TO LOCAL GOVERNMENT © Women Tasmania GPO Box 1854 Hobart Tas 7001
Prepared by Robyn Wolstenholme, Women Tasmania Layout and cover design by Sarah Owen, Department of Premier and Cabinet Cartoons by Kudelka
Tel 1800 001 377 Internet: www.women.tas.gov.au ISBN 0 7246 49247
Published May 2002
Cover photograph ‘A Snapshot of Tasmanian Women Councillors’ April 2002 - 71 out of 285 Tasmanian Councillors are women
From left to right:*
Cr Helen Scott, Deputy Mayor, Southern Midlands Council Cr Denise Rushworth, Waratah/Wynyard Council Cr Flora Fox, Kingborough Council Ald Mary Binks, Mayor, Devonport City Council Ald Adriana Taylor, Glenorchy City Council Ald Eva Ruzicka, Hobart City Council Cr June Smith, George Town Council Cr Kim Polley, Mayor, Northern Midlands Council Cr Cheryl Arnol, Mayor, Glamorgan/Spring Bay Ald Joan Walters, Launceston City Council Ald Pru Bonham, Deputy Mayor, Hobart City Council Ald Sandra French, Burnie City Council *Current titles c o n t e n t s
Foreword 1
Introduction 3
Chapter 1 5 Why Have a Publication to Assist Women into Local Government?
Chapter 2 9 What is Local Government?
Chapter 3 15 What Does Local Government Do?
Chapter 4 19 What Councillors Do
Chapter 5 29 Why Get Involved or What Are You Letting Yourself in for?
Chapter 6 37 Nomination and the Campaign
Chapter 7 47 Tips for Handling the Media
Chapter 8 57 Mentoring
Chapter 9 61 Surviving and Thriving
References 67 f o r e w o r d
The Tasmanian Government is committed to increasing the number of women in leadership and decision-making positions in Tasmania.
Women make up more than 50 percent of the Tasmanian population yet just under 25 p e rcent of elected councillors are women. Of the 29 Mayors, eight are women and there are six female Deputy Mayors.
Local Government is ‘grass roots’ government. Its members deal with the everyday things in our lives – our parks, our roads, our environment, our skyline, our fire safety, and our essential services. These are things that affect women and men on a daily basis but some a re perhaps more likely to have a greater impact on women while they remain the traditional carers in our society. Elected women Councillors can there f o re bring to Local Government their unique understanding of women’s needs and experiences.
This guide has been based upon material presented by many Tasmanian women Councillors at workshops held by Women Tasmania and the Local Government Division in 2000. The information provided is intended to assist women to have a greater understanding of what Local Government is all about, how to campaign, and what it is like to be a Councillor. In doing so it takes some of the mystique out of Local Government and will enable women to make an informed choice when they decide to stand for election. My thanks to all those who have made a contribution to this useful publication.
I commend it to you.
Jim Bacon MHA Premier
foreword 1. i n t r o d u c t i o n
In July and August 2000, Women Tasmania and the Local Government Division, both Divisions of the Department of Premier and Cabinet, held workshops in each region of Tasmania for women who were interested in standing for Local Government and for their supporters. The overall aims of the workshops were to increase the number of women elected to Local Government and to achieve more equitable re p resentation and diversity at this ‘grass roots’ level of governance.
The workshops provided information about Local Government and its processes, and the d i fficulties and triumphs experienced by women Councillors in particular. They also p rovided information about campaign management, dealing with the media and the importance of mentoring and support. If women decided to stand for election following the workshop they would do so on an informed basis.
Women Councillors were invited by the Pre m i e r, the Hon. Jim Bacon, MHA to participate in the workshops and present material based on their own experience. Tw e n t y - n i n e Councillors attended and/or supported the workshops presenting a wide range of material illustrated by their own personal stories. They also made themselves available to network and chat informally with the workshop participants. Their generosity of spirit is acknowledged by this publication which is based largely upon their contributions. A list of contributors is provided below and sources are referenced throughout the document.
COUNCILLORS & OTHERS WHO CONTRIBUTED TO THE WORKSHOPS
* Titles applied at the time contributions were made - July and August 2000 - and are used throughout the publication unless otherwise stated.
Women Councillors Cr Cheryl Arnol, Mayor, Glamorgan/Spring Bay Cr Kathleen Noye, Tasman Council Ald Mary Binks, Mayor, Devonport City Council Cr Margaret Osborne, Break O’Day Council Ald Pru Bonham, Deputy Mayor, Hobart City Council Cr Kim Polley, Northern Midlands Council Ald Leona Bradley, Glenorchy City Council Cr Lois Rainbird, Brighton Council Cr Heather Barwick, George Town Council* Cr Denise Rushworth, Waratah/Wynyard Council Cr Merilyn Briggs, Dorset Council Ald Eva Ruzicka, Hobart City Council Cr Judy Bromfield, Derwent Valley Council Cr Wendy Schoenmaker, Circular Head Council* Cr Helen Cooper, Deputy Mayor, Flinders Council Cr Helen Scott, Southern Midlands Council Ald Lynette Dean, Devonport City Council Ald Margot Smart, Launceston City Council Cr Jan Edwards, Central Coast Council Cr Julie Smith, Central Coast Council Cr Joan Fazackerley, Tasman Council Cr June Smith, George Town Council Cr Kerry Degrassi, Mayor, Sorell Council Ald Adriana Taylor, Glenorchy City Council Cr Deirdre Flint, Central Highlands Council Cr Pat Thomson, Dorset Council Cr Flora Fox, Deputy Mayor, Kingborough Council Ald Joan Walters, Launceston City Council Ald Sandra French, Burnie City Council Ald Sandra Whitely, Launceston City Council
Other Contributors and Supporters Mr Bob Batchelor, Tasmanian Electoral Office Ms Elizabeth Little, Women Tasmania Mr Roland Gilbert, Local Government Division Ms Barbara Pongratz, Women Tasmania The Right Honourable the Lord Mayor of Hobart, Ms Robyn Wolstenholme, Women Tasmania Alderman Rob Valentine
*Could not attend but provided material
introduction 3. f o r e w o r d C H A P T E R 1 why have a publication to assist women into local government?
Local Government manages those matters most likely to have an effect on the everyday lives of its constituents. For this reason it is important that elected Councillors come from a range of backgrounds and re p resent a diversity of interests – the interests of women and men, migrants and Aboriginal people, the young and old, the unemployed, people with disabilities, parents, business people, farmers and wage earners.
At the present time women comprise more than 50 percent of the population yet curre n t l y make up only 24.9 percent of elected female councillors in Tasmania. In spite of vast social changes women are still recognised as assuming the greater share of responsibility for family care. For this reason alone, women will have ideas, experiences and knowledge both private and public that, while often shared by men, will be shaped in a variety of ways by unique influences.
The reasons why there are fewer women than men in Local Government are complex. Generally in the past, Local Government attracted people, usually males, with their own businesses or farms, who were free to make their own decisions about the time and financial re s o u rces they could devote to Council. Women were less likely to be in a position of financial independence and were more likely to have family responsibilities that precluded attendance at meetings and functions often held during the day.
Over time, this situation created a kind of culture within Local Government (not only in Tasmania but also in other States of Australia) that was not encouraging to women’s participation.
During the 60’s and 70’s, however, social and legislative changes gradually enabled women to participate more fully in the economic and political life of the community. More re c e n t legislation such as the Local Government Act 1993 has directly increased the opportunity for women to participate in Local Government by addressing issues such as allowances, meeting times and childcare provisions.
In spite of these changes a gender imbalance remains. While some Councils have managed to change the old culture it is still pervasive in some areas. Even when change has occurre d women may remain hesitant about becoming involved in a culture that has not encouraged their participation over a period of time. What are the right questions to ask? Who is the right person to approach? Will there be acceptance? How easy or hard will it be to juggle family responsibilities and Council commitments? Is it possible to make a difference?
Women can make a diff e rence, a substantive diff e rence, in Local Government but they need to be there in significant numbers. Research in the United Kingdom and Europe has shown that:
why have a publication to assist women into local government? 5. The presence of women only leads to changes in the government of the city if the critical limit of 30% is reached. Below this level women have a tendency, in order to be accepted and recognised as partners, to act as men and even go so far as discouraging other women from joining them. Beyond 30% it appears solidarity is created and these women are in a position to put forward their own political agenda on questions that were previously ignored.
Report by Council for European Municipalities and Regions ‘Men and women in European municipalities‘, p 143 in Giddy: 2000, p 4.
This publication, based on the Women into Local Government Workshops, is to inform women about what it is like to be in Local Government and to give some practical advice on how to get there. A greater number of women in Local Government in Tasmania will increase the richness and diversity of ideas and actions that shape our communities.
Table 1 Representation of women in Local Government in Tasmania
Year Female Male Total % Female Female Deputy Mayors (No.) Mayors (No.) 1978 32 476 508 6.29 1986 40 436 476 8.40 1 1993 47 267 314 14.96 6 1996 47 239 286 16.43 8 4 1999 63 225 288 21.87 6 7 2000 70 215 285 24.56 7 6 2002* 71 214 285 24.56 8 6
Local Government Division - Directory of Tasmanian Councils
*Since the Local Government elections in October 2000 a by-election in Launceston in February 2002 resulted in the total number of female Mayors increasing to eight and the total number of female Councillors increasing to 71. The next ordinary elections are due in October 2002.
Sources for this chapter: Pam Giddy for the Local Government Association, 2000. A woman’s place is in the chamber; Local Government Division - Directory of Tasmanian Councils at www.dpac.tas.gov.au/divisions/lgo/services/directory/index.html.
6. chapter 1 why have a publication to assist women into local government? 7. f o r e w o r d C H A P T E R 2 what is local government?
H I S T O R Y
The first local Councils were established in 1835 and 1857 in Hobart and Launceston. By 1906, Local Government services in Tasmania were provided through 149 local authorities of some significance as well as a number of other minor bodies. In 1906 the first L o c a l Government Act established 49 municipalities with boundaries tending to be related to distance (Inns and other facilities generally marked an interval of daily travel) or a specific industry such as mining or agriculture. That A c t did not cover Hobart and Launceston City Councils.
In spite of recommendations over the years to reduce the number of Councils it was not until the Local Government Advisory Board review was adopted and implemented that the number of Councils was reduced to its present day number of 29 (Local Govern m e n t Division: www.dpac.tas.gov.au/divisions/lgo/information/history.html).
LOCAL GOVERNMENT AREAS IN TASMANIA
Illustration 1 The 29 Local Government Areas of Tasmania.
Name Index no. Break O’Day 1 Brighton 2 Burnie (City) 3 Central Coast 4 Central Highlands 5 Circular Head 6 Clarence (City) 7 Derwent Valley 22 Devonport (City) 8 Dorset 9 Flinders 10 George Town 11 Glamorgan-Spring Bay 12 Glenorchy (City) 13 Hobart (City) 14 Huon Valley 15 Kentish 16 Kingborough 17 King Island 18 Latrobe 19 Launceston (City) 20 Meander Valley 21 Northern Midlands 23 Sorell 24 Southern Midlands 25 Tasman 26 Waratah-Wynyard 27 West Coast 28 West Tamar 29
what is local government? 9. LOCAL GOVERNMENT STRUCTURE
The Local Government Act 1993 came into effect on 17 January 1994. It provides the legal basis for the existence of Councils. Councils typically consist of nine to twelve councillors, known as Aldermen in the cities and as Councillors in all other areas.
A Council is made up of a Mayor, Deputy, Councillors and Council Staff. Councillors act as the board of management of a Council. A Councillor is like a Director of a Company. Councillors set policies and objectives that are implemented by the General Manager and Council Officers. The Mayor is the principal spokesperson of a Council.
THE THREE TIERS OF GOVERNMENT
Local Government inter- relates with the Federal and State spheres of Australian G o v e rnment. While each sphere has separate responsibilities there are linkages thro u g h funding arrangements for specific programs and obvious areas of mutual interest. For example, Federal and State health policies will impact on Local Government interests as will immigration and environmental laws and policies relating to older people and childcare.
Illustration 2 Linkages and overlaps between the three spheres.
FEDERALGOVERNMENT STATE GOVERNMENT Foreign Affairs Public Hospitals Defence Public Schools Trade Relations Infrastructure Communications Police Service Immigration Fire Brigades Pensions Ambulance Service National Highways State Roads
LOCAL GOVERNMENT Town Planning Community Health Public Libraries Bushfire Brigades Waste Collection Child Care Local Roads
NSW Local Government and Shires Association: www.lgsa.org.au
10. chapter 2 STATE AND LOCAL GOVERNMENT LINKAGES
The State and Local Government bodies are linked by legislative, political and pro g r a m frameworks.
The Local Government Division
The Tasmanian Local Government Division within the Department of Premier and Cabinet provides a link between State and Local Government.
The aim of the Division is to support Local Government through the development and re v i e w of a clear policy and legislative framework for matters of relevance to Local Government. The Division is responsible for:
• research, analysis and policy development on issues relevant to Local Government;
• administration of statutory functions;
• advisory, information and training services for Local Government and the general public; and
• intergovernmental liaison activities.
State and Local Government Partnerships Agreements
State and Local Government Partnership Agreements were introduced in 1998 as a new way for the two levels of government to work together for the benefit of the community. A Partnership Agreement is a document that sets out actions and timeframes for a range of important social, environmental and economic issues.
Partnership Agreements allow State and Local Government to focus on key areas of importance to local residents, and deliver strategic outcomes. They also lead to better working relationship between the two levels of government. They are one way of delivering at the local level on the State’s long term strategic plan, Tasmania Together.
Each Partnership Agreement is diff e rent, and so are the benefits. In Launceston, the parties worked together to redevelop Inveresk as a mecca for arts and culture. In Circular Head, the viability of the kelp harvesting industry has been supported by improving access to the kelp re s o u rce. In Glenorc h y, the State Government has transferred around $2 million worth of property to the Council, including Wilkinson’s Point, Montrose Bay and Eady Street Reserve. The program has proven so successful that it has been used as a model for Partnership A g reements with the University of Tasmania and the Aboriginal and To r res Strait Islander Commission.
what is local government? 11. Partnership Agreements currently in place T h e re are eight signed Agreements: Circular Head, Launceston City, Glenorchy City, Flinders, Hobart City, Kingborough, Northern Tasmanian Municipal Organisation (a re g i o n a l A g reement with eight northern Councils) and Cradle Coast Authority (a re g i o n a l Agreement with nine north west Councils).
Negotiations are currently underway with a number of Councils to develop Partnership Agreements. It is expected the number of Agreements in place will double in 2002.
Premiers Local Government Council The Pre m i e r ’s Local Government Council (PLGC) was established in 2000 as a high-level forum for the discussion of important State-wide issues between State and Local G o v e rnment. The Council is chaired by the Premier and includes re p resentatives of all Local G o v e rnment in Tasmania. So far, two State-wide Partnership Agreements have been developed on waste management and simplifying planning schemes. Other issues being a d d ressed include communication and consultation protocols and State-Local Govern m e n t financial relations.
The Local Government Board
The independent Local Government Board is re q u i red to review each Council at least once every eight years. It may also advise the Minister on any other matters the Minister may determine.
The Local Government Board, which comprises five members, succeeds the Local G o v e rnment Advisory Board established in 1987. The current Board derives its powers and functions from Part 2 of the Local Government Act 1993.
LOCAL GOVERNMENT ELECTIONS
The Local Government Act 1993 established the framework for conducting Local G o v e rnment elections. The Tasmanian Electoral Office conducts elections on behalf of Councils.
Elections are held every two years, generally in October. At each election half the number of Councillors are elected, together with any by-elections for casual vacancies. Elections for Mayor and Deputy are held every two years and, for the first time in 2000, all Mayors and Deputies were elected by popular vote. The last election was held in October 2000.
A feature of Tasmanian Local Government Elections is the now exclusive use of universal postal voting. Voting is not compulsory. Each elector is automatically sent postal ballot material and may lodge their vote by return mail before the closing day.
The residents’ roll for a municipal area is the House of Assembly/House of Repre s e n t a t i v e rolls as apply to that area. Enrolment is for three levels of Government. Absentee leasees and property owners may enrol on the General Manager’s roll which, at election time, is combined with the residents roll to form the electors’ roll.
All elections for Councillors use a method of voting based on the Hare Clark system of p roportional re p resentation used in the Tasmanian House of Assembly elections. A very clear description of this voting system is available on the website of the Tasmanian Electoral Office which is also the source of this information (www.electoral.tas.gov.au).
12. chapter 2 TASMANIAN COUNCILLORS
As stated earlier, Local Government provides an opportunity for individuals from a diverse range of backgrounds to participate in government and to re p resent people of like intere s t and need, young and old people, Aboriginal and To r res Strait Islander people and those f rom other differing cultural and socio-economic backgrounds. Councillors can be more accessible to members of their electorate than State and Federal politicians. As we will see in the next chapter they are likely to have some involvement in many aspects of the daily lives of their constituents.
Table 2 lists the number of men and women Councillors, Deputy Mayors and Mayors by Local Government Area in Tasmania. Unfortunately there is no breakdown available on the backgrounds and occupations of current Councillors.
Table 2 Tasmanian Councillors, Mayors and Deputies – male and female – at March 2002
Council Male Female Total Female Mayor Female Deputy Mayor
Break O'Day 8 1 9 Ö Brighton 6 3 9 Burnie 10 2 12 Central Coast 8 4 12 Central Highlands 6 3 9 Circular Head 8 1 9 Clarence 9 3 12 Ö Derwent Valley 7 2 9 Devonport 10 2 12 Ö Dorset 6 3 9 Ö Flinders 4 3 7 Ö George Town 6 3 9 Glamorgan/Spring Bay 7 2 9 Ö Glenorchy 7 5 12 Hobart 8 4 12 Ö Huon Valley 8 1 9 Kentish 7 3 10 King Island 7 2 9 Ö Kingborough 9 3 12 Latrobe 9 0 9 Launceston 7 5 12 Ö Ö Meander Valley 7 2 9 Northern Midlands 6 3 9 Ö Sorell 7 2 9 Ö Southern Midlands 6 3 9 Ö Tasman 7 2 9 Waratah/ Wynyard 7 3 10 West Coast 7 2 9 Ö West Tamar 8 1 9 Totals 214 71 285 8/29 6/29
Local Government Division
S o u rces for this Chapter: Cr. Cheryl Arnol; Cr. Helen Cooper Cr. Flora Fox; Ald. Sandra French; Roland Gilbert, LGD; NSW Local Government and Shires Association at www.lgsa.org.au; the Tasmanian Local Government Division at www.dpac.tas.gov.au/divisions/lgo; the Tasmanian Electoral Office at www.electoral.tas.gov.au. what is local government? 13. 14. chapter 3 f o r e w o r d C H A P T E R 3 what does local government do?
A SCENARIO
Councillor Helen Cooper of Flinders Council presented the following scenario which highlights the many aspects of our daily lives directly affected by Local Government. While there may be some diff e rences in the responsibilities between the Flinders Council and Councils on the ‘mainland’ of Tasmania most areas are the same.
• When the average citizen wakes in the morning she or he visits the bathro o m and utilises the water supply and the sewerage system which are the responsibility of Local Government. They might then take a brisk walk with the dog in the local park or reserve. Dog licences are issued by Council and the park is the result of a Council planning decision. The newly planted tre e s , the paths and tracks are cared for by Council.
• After breakfast the children may be driven to school along a road pro v i d e d and maintained by Council. The older children may need the bus fare for a school excursion to the local museum. The transport system and the museum a re also part of Council’s re s p o n s i b i l i t y. The younger child may be taken to the health clinic for a triple antigen booster under the vaccination pro g r a m a d m i n i s t e red by Council before going to the Council operated crèche/child care centre.
• The family car is then parked in a car park owned and operated by Council while library books are re t u rned to the local Library which is also supported by Council. After school the children are taken to the local swimming pool, owned and operated by Council and to football practice at the oval maintained by Council.
• Council also has responsibility to light the streets along which the family travel home at the end of the day. When they arrive home they attend to household chores including placing the rubbish and materials for recycling on the footpath for pick up by Council the next morning (Councillor Helen Cooper, Deputy Mayor of Flinders Island).
THE TASKS OF LOCAL GOVERNMENT
Because Councillors and staff make decisions about so many things which affect our everyday lives, Local Government is often described as ‘the democratic arm of govern m e n t that is closest to the people’, the ‘grass roots’ form of government.
what does local government do? 15. Duties
The Local Government Act 1993 p rovides the building blocks for this democratic form of local governance. As defined in Section 20 of the Act the following duties of local Councils are the bones for the development of the ‘Scenario’ described above.
a) Formulate, implement and monitor policies, plans and programs for the provision of appropriate services and facilities to meet the future needs of the community.
b) Facilitate and encourage the proper planning and development of the municipal area in the best interests of the community.
c) Manage, improve and develop efficiently and effectively the re s o u rces available to the municipal area.
d) Develop, implement and monitor strategic plans for the development and management of the municipal area.
e) Provide for the health and safety and welfare of the community.
f) Represent and promote the interests of the community.
g) Provide for the peace, order and good government of the municipal area.
As noted earlier, the Councillors act as a board of management, giving direction to the General Manager and his or her officers by formulating policies, plans and programs.
Goals
Within this framework Councils develop specific goals formulated to meet the needs of the c o m m u n i t y. These goals are realised through the implementation of three basic tiers of planning. Once again it is easy to match the ‘Plans’ below with outcomes from our ‘Scenario’.
1. The Strategic Plan: this is the ‘big picture’ plan. It states the purpose or ‘mission’ and principles of Council and its goals and objectives.
These are George Town Council’s Vision and Mission Statements:
Our Vision To develop a quality of life which reflects a pride in our Heritage and a vision for the future of our community.
Our Mission To develop and maintain a proud prosperous and vibrant area by planning our future and promoting our strengths.
16. chapter 1 Special purpose plans for community services, capital works or health and transport pro j e c t s sit within this framework. Many Councils now have their Strategic Plan on the Internet.
Take a look at the City of Hobart’s Strategic Plan and other documents at www.hobartcity.com.au/document/clsdocs.htm.
2. Budget or Operational Plan: this is a budget or estimate document detailing objectives and future projects and the financial resources required to achieve them.
Councils are responsible for the collection of rates, program funding from the State and Commonwealth and expenditure on services to the community. Revenue/expenditure levels a c ross Tasmanian Councils varies from just over one million to nearly 60 million dollars annually.
3. Departmental Plans: each department of Council sets its own objectives and strategies to realise its part of the overall goals.
In addition to their strategic plans many Councils now have their important public documents relating to their departments on their own Internet Website. You can access most Councils from the following address on the Internet at http://www.dpac.tas.gov.au/divisions/lgo/services/links.html.
Tasmanian Councils consult with and involve members of the community when developing their strategic plan or long term future planning. This may be done ‘on line’ as was the Devonport City Council’s Strategies for the Future submission forum. Devonport has continued to monitor public opinion by providing the community with the opportunity to comment on topical issues affecting their daily lives. See example on the following page.
what does local government do? 17. Devonport Online
Devonport Online: http://www.devonport.tco.asn.au/w-agora/index.php3?bn=devonport_community
The Local Government Association of Tasmania have recently updated the E l e c t e d Members’ Handbook which provides an invaluable guide to the structure and tasks of Local Government. It can be downloaded from the Internet at http://www.lgat.tas.gov.au.
S o u rces for this chapter: Cr. Cheryl Arnol; Cr. Helen Cooper; Ald. Sandra French; The Tasmanian Local Govern m e n t Division at http://www. d p a c . t a s . g o v.au/divisions/lgo/services/links.html; Georgetown Council at w w w. g e o r g e t o w n . t a s . g o v.au; Devonport City Council at http://www. d c c . t a s . g o v.au; Local Government Act 1993 - a copy of the Act can be purchased at the Government Printer or is available on the Internet at h t t p : / / w w w. d p a c . t a s . g o v.au/divisions/lgo/legislation/lgact.html; Local Government Association of Ta s m a n i a , E l e c t e d Members’ Handbook at http://www.lgat.tas.gov.au.
18. chapter 1 f o r e w o r d C H A P T E R 4 what do councillors do?
THE ROLE & RESPONSIBILITIES OF A COUNCILLOR
Roland Gilbert from the Local Government Division has provided a useful framework for understanding the roles and responsibilities of Councillors.
The Local Government Act 1993 underpins and defines a Councillor’s role and attendant responsibilities. Councillors are to:
• represent and promote the interests of the community;
• facilitate communication between the council and the community; and,
• review the performance of the council.
In performing these functions Councillors are expected to:
• act in the best interests of the community; and
• ensure that resources and access to services and facilities are provided equitably.
A Councillor has no statutory powers to act as an individual unless the Council has specifically authorised or delegate a re s p o n s i b i l i t y. Although a Councillor may have duties such as those set out above, the Councillor can only give legal force to decisions passed at Council and Council Committee meetings.
These are enormous tasks when one begins to think about the diversity among people living in the community and the number of possible areas of competing demands for resources.
Achieving the above objectives entails more than attending the Council meetings where policies are shaped and decisions made. Council meetings are just one part of the formal obligations of Councillors and these are underpinned by the results of re s e a rch, advice fro m Council Management and consultation, both formal and informal. Most Councillors also serve on committees working on and re s e a rching specific areas of importance to the particular Local Government Area. The Committee may be investigating a particular planning issue such as the building of a Day Care Centre or development of a new park f a c i l i t y. It may be developing a policy on tourism or the environment looking at all the implications for their community.
Councillors must listen and talk to residents so that they can be aware of local issues and needs. Ald. Margot Smart from Launceston City Council found that she learned a gre a t deal about her community during the door-knocking phase of her campaign. This helped to shape her ideas and pre p a re for her next term as a Councillor. Cr. Kerry Degrassi who was Mayor of Sorell prior to the last election stressed the value of attending, and often chairing, many diff e rent kinds of meetings. These may be forums, public meetings or interagency groups. They may be related to a wide range of issues, for example, education, crime prevention, child health or disability access issues.
what do councillors do? 19. A DAY IN THE LIFE OF A COUNCILLOR
Achieving the objectives outlined in the Act will impact on the everyday life of a Councillor. Ald. Mary Binks, Mayor of the Devonport City Council, has described what is for her, a typical day. Additional notes are also included in the indented areas from the ‘days in the lives’ of Crs. Helen Scott and Leona Bradley. The article from The Advocate, 18/7/00 p 33 provides insight into the life of Cr. Wendy Schoenmaker’s daily life.
A Councillor is no longer a private person – you are public pro p e r t y. Residents feel they can ring you any hour of the day or night, on any matter re g a rdless of whether it is to do with Local Government, and demand your time and attention.
You are expected to know the answer, even if you were only elected the day before.
‘A day in the life’ will vary with the type and size of the Council. Is it a rural Council, small or large? Does it cover a large area? Is it an urban Council? Small or large? Are there large areas of Closed Residential? Is it agricultural hinterland close to the city?
Helen Scott is now Deputy Mayor of Southern Midlands Council. Before she leaves home at 8am (Council meetings begin at 9am) to begin her Council day, Helen attends her own sheep and carries out the necessary chores of the day, bed- making, dishes. If time allows she also commences preparation of the evening meal. Helen has the total support of her family and this enables her to juggle tasks to meet her commitments. Because she is in a rural area she spends a lot of time travelling to keep in contact with her constituents and this means sometimes driving through fog, ice and snow.
The phone starts ringing about 7am. As blood sugar levels are fairly low then, it is good to make an appointment for later, or offer to go to see the problem or concern that has been the reason for the call.
Ald. Leona Bradley from Glenorchy City Council states that barking dogs are a reality of life and can be the subject of almost daily complaints and investigations!
It is important to ring the Council Officer and ask for Council’s position of the pro b l e m . Never believe that there is one side to a story. Get as much information as you can before you see the resident, remembering that they do not understand planning schemes, or funding and estimate procedures.
It is best not to commit yourself to a ’Yes‘ or ’No‘ vote on the matter. As you learn more about it, you may change your mind.
Do get a phone number as you may need to get back to the person. Always, always get back to people when you say you will.
Do wear strong shoes when you go to visit a ratepayer – you may have to walk over muddy fields or clamber down steep banks.
Leona also recounted how she was called out to answer a complaint about ‘a smell’ and found herself involved with a fly-blown drain. She called Council staff to take care of the matter but needed stout shoes!
20. chapter 4 In the afternoon, you could have to open a CWA Conference or go to a meeting. It is most likely that you will be asked to speak. Do have a few thoughts in your head, and be s u re you know whom to address and in what ord e r. About 5 o’clock, you could be asked to attend a Reception. You need to mix and mingle (and you will have to be appro p r i a t e l y dressed – stout shoes off!).
You may have to chair a 5pm meeting as it will involve members of the community who work all day.
You are tired, they are tired and want to get home to tea. Know the agenda well, and if possible, anticipate the arguments and who will bring them up. Be brisk in Chairmanship, and know what decisions you want made. Don’t guide the meeting, but make sure all members stick to the rules.
At night you may have to attend a meeting of one of your committees. If not, there will be agendas and reports to read. Some days have less to do than others. Relax when you can.
18/7/2000. Printed with permission of The Advocate
what do councillors do? 21. DECISION-MAKING & IMPATIALITY
The Tasmanian Elected Members’ Handbook likens the role of a Councillor to that of a Company Dire c t o r. This entails decision-making which may involve financial management and the allocation of re s o u rces (Local Government is responsible for considerable public funds), and the balancing of competing interests. All of these things will be taken into account through the development of policy frameworks – what, in a particular situation, will have the best outcomes for most people long and short term and what exceptions are there likely to be.
An important principle in decision-making re q u i res Councillors to be impartial and, in fact, they have a duty to maintain impartiality.
This will re q u i re you, as a Councillor, to maintain an unbiased approach to matters likely to come before Council. Councillors cannot engage in any formal act or proceeding which could be taken to be an absolute commitment to a particular point of view before a matter is considered by Council (note Mary’s advice above).
Ald. Sandra French stressed the need to remain impartial. She advised:
• find out about the legal and mandatory processes related to a project; and,
• wait until you have heard the points for discussion and had the opportunity to clarify any issues outstanding before making up your mind and committing yourself.
Councillors who feel quite passionate about a point of view must still be open to persuasion by reasoned argument and adequate information. Kingborough Council has printed on Councillors’ agenda papers that it is their duty to be informed by pro f e s s i o n a l o fficers before making decisions. Cr. Flora Fox who was Deputy Mayor of Kingboro u g h Council prior to the 2000 elections finds this a useful reminder that decisions should be based on fact and professional advice, rather than personal will.
L E A D E R S H I P
The NSW Local Government and Shires Association provides excellent information about the importance of leadership qualities of Councillors. An aspect of the work of Councillors is to provide leadership for their community. In doing so Councillors need to strike a balance between their duty to re p resent the special interests of particular residents and to the objectives of the broader community.
The Association states that all communities face difficult challenges from time to time. For example, global economic adjustments, technological change and international trading can impact on small, regional and metropolitan centres bringing about a decline in basic services such as banking and retailing. There may be extreme social or environmental issues requiring an organised response from authorities and clear policy decisions. For example, responses to the increase in the number of older people may range from redevelopment of kerbing and guttering to providing high level personal care services. All of these initiatives may come under a policy framework which aims to maximise the independence of older people in the community.
22. chapter 4 Councillors need to exercise a high level of leadership to ensure their communities re s p o n d appropriately to these issues.
Leadership is also exercised through the implementation of the strategic plan based on an a g reed policy framework and by ensuring public accountability mechanisms such as Annual Reports are in place. Councillors are also responsible for appointment of the General Manager and for the review of his or her performance in meeting agreed targets and implementing policies.
The leadership role of the Councillor does not stop there. Once finalised those same policies must be constantly reviewed and evaluated by Councillors to ensure their ongoing relevance and effectiveness (NSW Local Government and Shires Association: http://www.lgsa.org.au/lgelct/bac.html).
THE COUNCILLOR-GENERAL MANAGER RELATIONSHIP
It is important to the proper functioning of Councils that Councillors have a clear understanding of the relationship between the General Manager and the Council and of their respective roles and responsibilities.
In simple terms the Council determines ’what‘ is to happen, and the General Manager determines ’how‘ it will happen.
• The Council appoints the General Manager and is responsible for monitoring his or her performance.
• The Council delegates responsibilities to the General Manager who is then responsible for carrying out those instructions.
• The General Manager implements the Council's policies and reports progress to Council meetings.
• A Councillor has no individual authority unless there has been a specific delegation by a full Council meeting and this will be only in very limited circumstances.
• A Councillor cannot direct an employee or indeed interfere with the work of the Council. Any concerns in this regard must be directed to the General Manager. C r. Helen Cooper noted that in large councils the elected and administrative arms of Councils are clear but in smaller Councils the lines are more easily blurred. Her advice is ‘nose in – fingers out – hands behind your back’. You can ask questions and seek information but ‘hands off’.
• To obtain the information they seek Councillors can ask formal questions or give notice of motions at Council meetings. Councillors can also request legal advice on issues or reports that need Council consideration. The rights of Councillors to information from a qualified person are established in each Council’s Standing Orders, the Local Government Act or Council policy (NSW Local Government and Shires Association: http://www.lgsa.org.au/lgelct/bac.html and the Local Government Association of Tasmania: Elected Members’ Handbook, 2001 http://www.lgat.tas.gov.au).
what do councillors do? 23. C r. Flora Fox advises on the importance of achieving a professional and friendly re l a t i o n s h i p with all Council employees. As many of the formal meetings are at night Flora visits Council during the day to say hello to staff and see if there is anything new. By establishing a relationship Flora becomes familiar with the responsibilities of particular staff and knows who to contact when problems arise.
The Tasmanian Elected Members Handbook p rovides an excellent description of the relationship and points of interaction between elected members and staff. Local Government Association of Tasmania (http://www.lgat.tas.gov.au).
WHAT SKILLS DO COUNCILLORS NEED?
To carry out their responsibilities effectively Councillors need to acquire a variety of skills and attributes. Cr. Cheryl Arnol, Mayor of Glamorgan/Spring Bay Council, quoted from a paper written by Terry Stuart, a former administrator of Derwent Valley Council and noted these attributes or skills as being essential to Councillors. The necessity for each skill is easy to understand in the light of the Councillors roles and responsibilities noted above.
• Creative insight - or asking the right questions • Sensitivity - or doing unto others • Vi s i o n - or creating the future • Ve r s a t i l i t y - or anticipating change • Focus - or implementing change
and above all
• Patience - or living in the long term
SPECIFIC SKILLS
Good communication and listening skills: To be able to communicate is a gift but it is one you can learn. You will need to be able to talk to people from all walks of life’ (Cr. Heather Barwick, George Town Council). To do this you need to be interested in your community and be willing and able to re p resent the TOTAL community. It will be easier to l e a rn these skills if you are not a single issue person and are interested in ‘the big picture’ – a visionary (Ald. Sandra French, Burnie City Council).
Be a team player: Ald. Sandra French stresses the importance of this skill. You will be a link between the community (individuals, business, community organisations and gro u p s ) and the elected and administrative arm of Council. As an elected member of Council you will link community and your local Council to State and Federal Government and to a global perspective.
24. chapter 4 Time Management: One of the major constraints on Councillors is the ability to devote adequate time to attend Council and Council Committee meetings, community organisations and residents, or to view local problems and pre p a re for meetings by study of agenda papers and financial re p o r t s .
Time management is, there f o re, a skill that Councillors need to acquire if they are to be e ffective in their role. Being able to develop networks within your community will aid in time management and provide you with a ‘sounding board’ against which to assess the impact of Council policies.
Aw a r eness of meeting pr o c e d u r es: As part of the accountability measures for Councils, business must be conducted at formal Council meetings and it is essential that Councillors be aware of meeting pro c e d u re and have presentation skills to permit them to put f o r w a rd effectively both their views and those of the residents they re p re s e n t .
Negotiation and being assertive: Negotiation and lobbying skills are also needed if a Councillor is to effectively re p resent potential solutions to fellow Councillors and to communicate Council decisions to residents or other sectors of Govern m e n t .
Basic financial skills: As one of the basic functions of Councils is to determine a financial budget each year and to monitor its implementation, Councillors need to have some basic financial or budgetary knowledge in order to understand the financial reports considere d at Council meetings.
Conflict resolution skills and a stout heart: As decision making is a constant task of Councils the ability of individual Councillors to participate effectively in decision making is important to the overall effectiveness and cohesion of the Council. Cr. Flora Fox notes that as decision making is often related to the allocation of re s o u rces, Councils and hence Councillors are constantly dealing with conflict. Being able to focus on issues and not personalities associated with decisions is an important trait which will assist you to survive and thrive in what can be at times an emotionally charged atmosphere .
Reading skills (speed): E ffective decision making and negotiation rely on a firm knowledge base. There f o re, it will be essential that you can acquire an understanding of issues. This will entail time in reading background papers and re s e a rching information about the conflicting demands which impact on which way a particular decision might be made. Several Councillors noted that the volume of reading can seem overwhelming to new Councillors – don’t panic, it becomes easier as you become more familiar with the issues and the language. But a speed reading course will help.
Media skills: Councillors must be able to make effective use of the media if they are to communicate Council decisions or raise issues in the public domain. Establishing a rapport with journalists and understanding the constraints under which they operate will impro v e your chances of having your point of view effectively communicated to residents. Being able to write media releases will also be helpful. See Chapter 7 on Handling the Media.
what do councllors do? 25. Public speaking skills: T h e re are some great tips on public speaking in The Wo m e n ’s Power Handbook. Here are just a few.
• If you are Passionate about what you believe people are more likely to listen.
• Be Prepared – put forward some main ideas.
• Practice what you are going to say, make sure you can read your quotes and notes.
• Take your time Pause and look at people and allow time for people to absorb what you say.
• Let people Participate, ask questions and look for responses.
• Have Presence, be confident and expect to be heard. If nervous pretend its excitement and not nervousness (Joan Kirner and Moira Raynor, The Women’s Power Handbook, 1999, pp 190-194).
In addition there are organisations you can join to help you develop good public speaking skills. In Tasmania you could contact the Penguin Club.
Printed with permission of The Penguin Club of Australia Inc.
26. chapter 4 C r. June Smith from George Town Council provided a summary of the skills re q u i red by Councillors using the ‘shun’, that is, ‘tion’ words.
Have a good APPRECIATION of your community Ensure you have skills in COMMUNICATION Have CONSIDERATION for other points Give DEDICATION to the role you have undertaken Don’t fall for EXPLOITATION or INTIMIDATION Beware of having a FIXATION that you know best Learn to cope with FRUSTRATION Never lose MOTIVATION Don’t fall prey to MULTIPLICATION Recognise and value the tool of NEGOTIATION Don’t neglect your INSPIRATION and IMAGINATION Be generous in giving RECOGNITION Above all be good and true in your REPRESENTATION Work to achieve your ASPIRATIONS
Cr. June Smith, 2000
S o u rces for this Chapter: Cr. Cheryl Arnol; Cr. Heather Barwick; Ald. Mary Binks; Ald. Leona Bradley; Cr. Merilyn Briggs; Cr. Helen Cooper; Cr. Kerry Degrassi; Cr. Flora Fox; Ald Sandra French; Cr. Margaret Osborne; Cr. Helen Scott; Ald Margot Smart; Cr June Smith; Roland Gilbert, LGD; The Advocate 18/7/2000; Joan Kirner and Moira R a y n o r, The Wo m e n ’s Power Handbook, 1999; Local Government Association of Tasmania Elected Members H a n d b o o k , 2001 at http://www. l g a t . t a s . g o v.au; NSW Local Government and Shires Association at http://www.lgsa.org.au.
what do councillors do? 27. f o r e w o r d C H A P T E R 5 why get involved, or what are you letting yourself in for?
Cr. Merilyn Briggs of Dorset Council likened being a Councillor to ‘dancing on a moving carpet’ – constantly adapting to an ever-changing environment. The more skills a Councillor has the better able they are to cope with a smaller piece of carpet that might require more intricate steps. At the risk of discouraging future women Councillors, June Smith uses another analogy. Having to ‘come to grips’ with such a wide array of demands - paperwork, legislation, policies and the wish list of the community - ‘is at times like stepping into a muddy minefield’.
So what are some of the situations you might meet on the moving carpet or the muddy minefield - what are you letting yourself in for?
FINDING OUT THE HANDS-ON WAY
One good way to find out about ‘life as a Councillor’ is to attend Council meetings prior to making up your mind to stand. If you have already decided to stand, attendance at meetings will help you to prepare for your future role. You will get a ‘feel’ for the issues, the values and the level of debate.
Cr. Flora Fox of Kingborough Council (and others) have put forward a comprehensive list of suggestions to help intending Councillors make the decision and prepare.
• Attend Council meetings (full meetings, committees and community consultations) *Flora attended meetings for three years prior to her election.
• Research the issues relevant to your area
• Attend meetings of community groups
• Talk to current and past Councillors
• Read Council’s publications and visit their website
• Become familiar with Council’s Strategic Plan
• Get to know Council staff and what they do
Attending meetings is also likely to alert you to some of the following practical issues you will need to think about.
why get involved, or what are you letting yourself in for? 29. TIME & WORKLOAD
The time you will spend on Council business will vary. Ald. Mary Guy, of Glenorchy City Council said the variation could be as great as 6 to 80 hours per week. It is up to each individual to choose their level of commitment and to be realistic about what they can do. Remember that as a ‘new kid’ on the block you are likely to get lots of phone calls – meet a lot of people in supermarkets – and you can’t do everything.
As noted above the reading that is re q u i red can appear overwhelming in the first instance but you will become used to it and absorb information more easily as the subject becomes m o re familiar. The reports and other reading matter will be the key to enabling you to debate with knowledge. Ald. Mary Guy, Ald. Joan Walters and Cr. Margaret Osborn e recommend that whenever possible discuss reports with their authors, make notes, use highlighters to mark out the things you think are important.
Also as noted earlier, investigate speed reading courses and talk to other Councillors – find out how long it took them to be able to sort through the volume of information and digest the nitty gritty.
F A M I L Y
Thinking about time and workload will no doubt quickly lead you to thinking about your family and how extra demands on your time will affect them. Ald. Adriana Ta y l o r, Cr. Pat Thomson and almost every Councillor who participated at the workshops spoke about the importance of having the total support of family and planning in advance for the changes to family life.
You will need your family’s assistance if you are to dedicate adequate time. You will need their assistance to pre p a re meals and keep the house running, answer the phone and act as a sounding board.
At the same time it is important to recognise when it is necessary to be a mother and not a Councillor and those cases when family does need to come first. Cr. Cheryl Arnol has found that other Councillors and the community respected her need to meet these commitments when they arise.
F I N A N C E S
Apart from campaign costs which will be considered in more detail in the next chapter there will be additional ongoing costs you will have to bear.
Council positions are not paid positions but an allowance is made to Councillors. Until recently most Councils varied as to what allowances would be paid. Some Councils would pay child care costs, others not. A recent amendment to the Local Government Act 1993 has prescribed reimbursement of payments to Councillors.
30. chapter 5 New Clause 1 of Schedule 5 is as follows:
A council is to reimburse a councillor for reasonable expenses incurred in carrying out the duties of office in relation to - (a) telephone rental and telephone calls; and (b) travelling; and (c) care of any child of the councillor.
In addition to reimbursement of costs Councillors, Mayors and Deputies are entitled to p rescribed allowances. Regulations on the size of allowances have recently been increased and varies with the size of the Council (Report of the Board of Inquiry into the Allowances of Local Government Elected Members, August 2000).
Table 3: Remuneration for Councillors
No. of electors in municipal area Mayor Deputy Mayor Councillor Up to 5,000 $11,800 $5,400 $ 4,700 Over 5,000 and up to 10,000 $17,700 $6,800 $5,800 Over 10,000 and up to 15,000 $23,600 $8,200 $7,000 Over 15,000 and up to 20,000 $36,600 $10,000 $8,200 Over 20,000 $49,600 $11,800 $9,400
Report of the Board of Inquiry into the Allowances of Local Government Elected Members. Note: Regulation 29 (2) p rescribes that ‘any allowance payable to a mayor or deputy mayor is additional to the allowance payable to a councillor’.
C r. Joan Walters advises new Councillors to find out how much they will be paid and how often. Find out how to claim against allowances and what re c o rds need to be kept. In some cases the allowance may need to be taxed. See also the Elected Members Handbook, 2 0 0 1 (Local Government Association of Tasmania, http://www.lgat.tas.gov.au).
Becoming a Councillor will involve additional costs and you need to take these into account when considering how far the Councillor’s allowance and your finances will extend. Some of the costs you might incur include the following:
• Clothing – you may have to ‘dress up’ more often.
• Attending functions – entrance fees, cost of lunches and dinners etc.
• Donations and raffle tickets – you will perhaps be expected to donate to specific causes more often.
• Travel – petrol and wear and tear on your car.
• Communications – post, phone, Internet.
• House cleaning – you may need assistance.
• Child Care (there may be other costs only indirectly related to your work as a Councillor).
In addition, if you are employed, you may need or want to cut back your paid hours of work leading to a drop in income.
why get involved, or what are you letting yourself in for? 31. LEGAL RESPONSIBILITIES OF COUNCILLORS
A Councillor is protected from civil liability for undertaking Council-related and Council- endorsed activities as a Councillor provided actions are undertaken in good faith and for purposes related to Council activities.
H o w e v e r, unlike Parliament there is no equivalent to parliamentary privilege in formal debate and defamation law applies to both Councils and Councillors. Great care needs to be taken as debate can at times be heated!
T h e re may be situations where you are re q u i red to declare any pecuniary interest which could advantage or disadvantage you or a close member of your family. You will need to d e c l a re that interest in a formal manner at a Council meeting should the situation arise. For example, in simple terms, Council may be re q u i red to approve an application for a c o m m e rcial development on land owned by a member of your family (NSW Local Government and Shires Association: http://www.lgsa.org.au/lgelct/bac.html).
RELATIONSHIPS IN COUNCIL
M a n y, but not all, women Councillors relate stories of difficulties in their relationships with male Councillors. For some, this is their greatest challenge. One Councillor wrote, "It is not easy to be accepted in Councils by some of the male Councillors. Women need to be s t rong, have confidence in themselves and believe in what they can do. Men use their s t rength to shout women down!" Another stated that, "never in her life had she been t reated so rudely" and yet another recounted how she had been isolated by tactics which had included holding meetings and decision-making processes at the times she needed to pick up her children from school. There can be a kind of prevailing attitude of "if you can’t stand the heat…etc."
But this is not always the case. Women Councillors also reported having good re l a t i o n s with the male Councillors with whom they worked. Cr. Julie Smith, Central Coast Council stated that she felt comfortable and respected by her colleagues and able to voice her opinions. Some male Councillors have also mentored and supported women Councillors and/or been mentored by them.
C r. Helen Scott was for a time the only woman on the Southern Midlands Council. Helen has a history of extensive involvement with the Oatlands Football Association and believes this has helped her to survive and thrive in a male dominated culture. "If you believe s t rongly in what you are doing – stand your ground". Helen feels that she brings a new dimension to Council, that she is accepted by Councillors and staff and would encourage other women to stand. Helen’s experience is not unique and situations similar to hers can be found in Getting the Numbers – Women in Local Government (Amanda Sinclair: 1998, p 115).
Judy Bromfield was one of the first women on the Derwent Valley Council. She stated that she believes men expect women to have ‘tantrums’! Judy had problems getting her motions through at Council meetings. Then she noticed that about six months after she had put forward a motion another Councillor started bringing Judy’s motions back. Judy’s tactic was to second and speak to the motion and say she had to support it as it was hers! Moira Raynor (1999, pp 140-141) has written about an almost identical experience in T h e Wo m e n ’s Power Handbook. Being fore w a rned of these strategies is to be fore a r m e d . Moira also let her colleagues know (in a humorous way as Judy did) that she was aware of their tactics.
32. chapter 5 One Councillor noted that while she had never been criticised on the basis of gender she had noted the clashes that took place between two women on her Council!
The difficulties around gender relationships and isolating tactics that some male Councillors use against women are not specific to Tasmania. They are not only an Australia wide phenomena but are widespread in western European countries and often intensified in rural communities (OSW:1995, pp 26-28; Amanda Sinclair:1998, pp 111-112; Pam Giddy: 2000, passim).
The article below is indicative of the shift in thinking that male Councillors have made at Waratah/Wynyard Council.
20/06/2000. Printed with permission of The Advocate
why get involved, or what are you letting yourself in for? 33. ASPIRATIONS - WHY WOMEN GET INVOLVED
Many women who are interested in becoming Councillors will already have well developed relationships with community groups and a love of community. The desire to change some aspect of life within their community can be the force that triggers off the decision to stand for election. Cr. Margaret Osborne wanted to improve services for young people in her electorate of Break O’Day; Ald. Mary Guy wanted to increase access (in every sense of the word) for people with disabilities in Glenorchy.
C r. Kath Noye’s husband was Mayor of Tasman Council when she made her decision to stand. Kath recounts:
One of the reasons I stood for Council is that I strongly believe that there is a need for more women to take on the role of Local Government representative. I believed I had an insight into the hopes and aspirations of the community and by becoming a member of Council I could help to make those aspirations a reality. Women tend to approach a problem from a different aspect than their male counterparts and there are areas such as health, childcare, social issues and other areas where women’s experience and expertise are of great value.
Kath continues:
My final decision to stand for Council was made one Sunday when I was in Church. The Minister in his sermon said "Do not end up sitting in a Nursing Home saying ’I wish I’d done this and done that‘. Do it now before it is too late". The next day I went down to the Council Chambers and filled in my nomination form.
C r. Joan Walters has provided a comprehensive set of statements about why she decided to stand for election to Launceston City Council. Several reasons re a ffirm what Kath has stated above.
• Recognition that women are under represented in all levels of government.
• Concern about the low level of female representation on Launceston City Council.
• Concern about the narrow focus of Council.
• Need for Aldermen to focus beyond business and consider social, heritage and environmental issues.
• Need for change in behaviour of some Aldermen towards citizens, fellow Councillors and Council employees.
• A key safety issue triggered the desire ‘to do something’.
• A belief that she would have the opportunity to influence decisions in the community.
34. chapter 5 • Encouragement and support by the wider community to run for election.
• A belief in what a partnership between community groups and local government could achieve.
• Personally ready for a new direction in life.
• Ready to accept a challenge to see, if as a woman, she could present a different way of looking at things to make the community
A CHECKLIST FOR MAKING YOUR DECISION TO STAND
Cr. Jan Edwards from Central Coast Council has developed a valuable set of questions to ask yourself, your family and friends when making your decision ‘ to stand or not to stand’. Jan stresses, "be ruthlessly honest with yourself about the answers".
Why do you want to run for Council? What do you have to offer? What difference would you make for your electorate or the issues you believe in? Are you in for the long haul – for as long as it takes to win? Is a seat winnable? What is the support base and networks you have in your community? Are these strong? Can you build a strong and effective campaign? Do you know how to make the most of the media? Do you know how to listen and communicate?
To these questions you might wish to add:
Will your family support you and manage the changes to family life? What effect would becoming a Councillor have on your career and finances? How good are your negotiation skills and how well do you manage conflict? Are you prepared for a steep learning curve? Are you prepared for a rich and rewarding experience?
Sources for this chapter: Ald Mary Binks; Cr. Judy Bromfield; Cr. Kerry Degrassi; Cr Jan Edwards; Cr. Flora Fox; Ald. Mary Guy; Cr. Kath Noye; Cr. Margaret Osborne; Cr Helen Scott; Ald. Adriana Taylor; Cr. Pat Thomson; Ald. Joan Walters; The Advocate, Coast to Coast News 20th June 2001; Pam Giddy for the Local Government Association, 2000, A woman’s place is in the chamber ; Joan Kirner and Moira Raynor, 1999, The Women’s Power Handbook; Office of Status of Women, 1995, Every woman’s guide to getting into politics; Amanda Sinclair et al. 1998, Getting the Numbers – Women in Local Government. Westwood, F. et al 2000, Report of the Board of Inquiry into the Allowances of Local Government Elected Members, NSW Local Government and Shires Association at http://www.lgsa.org.au/lgelct/bac.html).
why get involved, or what are you letting yourself in for? 35. f o r e w o r d C H A P T E R 6 nomination and the campaign
GETTING STARTED
One of the first steps you will need to take in your campaign is to find out about the nomination process. You will need to determine whether you are eligible to stand for election as a Councillor, what you will have to do to nominate and when you will have to do it.
Remember that your campaign can start months before the Notice of Election and the call for nominations (and the earlier the better) but it will be useful to have these processes in mind from the commencement of your campaign. You can think about your Statement well in advance and already have incorporated your major objectives into your platform and your prepared literature.
The following information about nominations was obtained from the website of the Tasmanian Electoral Office but only the major points have been extracted.
Check with the Electoral Office prior to the election to ensure you are aware of full details and the latest re q u i rements. Regulations for the electoral process are provided for in the Local Government Act 1993. A copy of the Act is available on the internet at www.thelaw.tas.gov.au
N O M I N A T I N G
Nomination as a Councillor
To nominate, you must be an elector in the municipal area and must not – • be a Councillor of another council whose term of office will continue after the issue of the certificate of election; • have been barred by a court; • be an employee of the council in that municipal area; • have previously been removed from the office of Councillor because of inadequacy or incompetence; • be bankrupt; • be subject to an order under the Mental Health Act 1966; • be undergoing a term of imprisonment; or • have been sentenced for a crime but the sentence has not been executed. • be a candidate for the office of Councillor in more than one municipal area.
nomination and the campaign 37. Nomination Forms
Councillor and Mayor/Deputy Mayor nomination forms are available from the Tasmanian Electoral Office and on its website www.electoral.tas.gov.au, the Returning Officers and Councils offices.
A nomination form (referred to as a ‘notice of nomination’ in the Act) must be: • signed by at least two electors of the municipal area; • signed by the candidate; and • lodged, posted or faxed so as to be received by the Returning Officer before the close of nominations. (The notice of election may state that a person at the Council Office has also been appointed for this purpose).
If your name has changed from that which appears on the electoral roll you must pro v i d e the Returning Officer with: • evidence in writing of the change of name; and • a statement specifying the form in which your name is to appear on the ballot paper.
The Returning Officer may accept a second nomination form in substitution for the first up to 24 hours after the close of nominations if satisfied that the first form: • needs to be altered, completed, corrected or substituted; and • was lodged, posted or faxed, and received by the close of nominations.
Lodging your form: You must lodge your completed nomination form with the Returning Officer during the nomination period.
Following nomination: After the close of nominations, each candidate will be sent the list of candidates, draft candidate statements, scrutineer appointment forms and electoral advertising returns. A scrutiny timetable will be forwarded as soon as available.
Acceptance or Rejection of Nomination
The Returning Officer may accept the nomination if satisfied that: • the form has been completed; • your name is on the electoral roll for the municipal area; • your name is the name you normally use; and • your name is not obscene, frivolous or assumed for an ulterior purpose.
A person may appeal to the Chief Electoral Officer against the rejection of a nomination no later than 24 hours after the end of the nomination period.
In considering an appeal, the Chief Electoral Officer may either direct the Returning Off i c e r to accept the nomination or confirm the rejection of the nomination. A decision of the Chief Electoral Officer is final.
38. chapter 6 Withdrawal of Nomination
You may withdraw your nomination for an election by lodging, posting, or faxing a notice in writing (which you have signed), which must be received by the Returning Officer before the close of nominations.
Display of Notice of Nominations
As soon as possible after 12 noon on the day after nominations close, the Returning Off i c e r will display a notice at the Council office, listing the name and address of each person whose nomination has been accepted. A draw will also be conducted at this time to determine the order of candidate’s names on the first rotation of ballot papers.
Candidate Statements
The importance of these statements in the overall campaign is emphasised later in this c h a p t e r. Candidate statements constitute part of the nomination form and must be received before the end of the nomination period. Their purpose is to provide information about candidates to assist voters in making an informed choice. They are intended to supplement, rather than replace, other means, which candidates may use to bring their candidature to the attention of electors.
Candidate statements: • will accompany the postal ballot paper/s sent to each elector; • will appear in alphabetical order; • are limited to a maximum 150 words; • will be shortened by the Returning Officer or the Chief Electoral Officer if they exceed 150 words; • may be amended or rejected if, in the opinion of the Chief Electoral Officer, such amendment or rejection is appropriate; • may not mention another candidate unless the written consent of that candidate is received by the Returning Officer with the notice of nomination; • will be printed in substantially the same type, format and spacing; and, • are not compulsory. (If a candidate statement is not received by the Returning Officer this fact will be indicated where the statement would otherwise appear).
Candidate statements may include: • age, personal and family information; • qualifications; • experience - local government, community, business, administration, work etc.; • your personal philosophy; • goals you would pursue if elected; and • any other information you consider relevant.
Integrity of candidate statements: The Chief Electoral Officer will publish candidate statementsnwith the qualification that individual candidates are personally responsible for the accuracy and integrity of the statements they have pr o v i d e d .
Extracted and adapted from Tasmanian Local Government Elections, Information for Candidates. Ta s m a n i a n Electoral Office August 2000 at www.electoral.tas.gov.au.
nomination and the campaign 39. THE NEXT STEPS
Finances
You have already considered your finances should you be elected. Now you must work out how much can you aff o rd to spend on your campaign. At a minimum you will need posters and pamphlets. Some Councillors spend as little as $500 on their campaign, others m o re. This does not take into account all the help and in kind support you will re c e i v e from friends and family. Make your campaign fit with what you can afford.
Ald. Margot Smart from Launceston City Council advises that if you are embarking on a fund raising scheme it should be completed well before the election period commences. This will enable you to focus on the campaign with a full knowledge of how much you are able to spend.
Advertising
Once you have been formally accepted for nomination, campaigning will begin in earn e s t . T h e re are regulations about the extent of advertising, the size of posters you are able to display and also regulations about the amount of money you can spend on certain types of advertising.
For example, a candidate must not exceed $5000 when purchasing advertising time or space. Candidates are also restricted to 10 minutes of TV, 50 minutes of radio, two pages in newspaper in municipal area, 5 pages in other newspapers in the State and 50 posters of a set size. These are complex regulations so should be checked with the Electoral Off i c e when planning your campaign (Tasmanian Local Government Elections, Information for Candidates. Tasmanian Electoral Office August 2000: www.electoral.tas.gov.au).
Stocktake all of your resources
Women Councillors described a variety of campaign experiences. Ald. Leona Bradley and Ald. Mary Guy from Glenorchy City Council did very little campaigning. Leona was in hospital and Mary was on holidays during the election period for their first term. When they both re t u rned to ‘reality’ they found themselves elected! Both of these women, h o w e v e r, are well known in the community. Other Councillors work very hard indeed and many do not expect to be elected the first time they stand. Ald. Eva Ruzicka and Cr. Flora Fox state that the first campaign can be the first step in making yourself known.
You will have already considered your re s o u rces before you decided to stand. But now ‘make a list’. Judy Horacek presents a wonderful cartoon in The Wo m e n ’s Power Handbook captioned ‘Behind every great woman there ’s rather a lot of lists’. Make lists of re s o u rc e s and tactics including who, when, where and how! (Joan Kirner and Moira Raynor: 1999, pp 203, 114).
40. chapter 6 The following advice is adapted from Ald. Pru Bonham’s presentation.
• Who will support you? Make a note of which members of your family and who among your friends will do what. • Map your community networks – church, sport, P&F, progress associations. • Who do you know in the media? They could be an ally. • Who do you know with good publicity skills? • A mentor can be invaluable at this stage – (see Chapter 8 about choosing a mentor) • Who are the other candidates? Do you share concerns and points of view? Is it possible to have a group campaign? • What linkages do you have at work? (Pru warned against using work time and resources as this might create problems in the work environment.) • What kind of political networks do you have (but beware of ‘deals’); and finally perhaps your greatest resource - Belief in yourself.
Cr. Jan Edwards urges candidates to think about:
• Why people should vote for you; • What values do you advocate; • What do you want to change; • What are the community’s values, needs and experiences; • How will your campaign contrast with the opposition; • What is the central message of your campaign; and • How can you build your campaign around that message. Listen carefully to the community and use your experience, insight and policies to develop your message. This is the message you will use in your candidate statement.
Select a campaign manager and team
Ald. Margot Smart also advises on the ideal qualities of the team you select. Yo u r campaign manager should be:
• Available – that is ‘has the time’ • Able to lead the team • Not afraid to delegate • Know all about networking • Able to meet timelines • Focused and positive
Team members should be:
• Compatible • Resourceful • Able to cover a wide variety of interests • Able to cover most of the geographical area • In possession of a variety of good skills, eg. Knowledge of the media, graphic and writing skills • Able to come up with great ideas for fundraising eg. morning teas, dinners, auctions, raffles • Able to work within given timelines • Positive, and should • Share your views – (hard to sell you if they don’t agree with you)
If you have any skill areas you think are not as strong as they could be then make sure t h e re is someone in your team that makes up for this. For example, you may not know as much about young people’s issues as you would like or be ‘quite hopeless’ in computer design and advertising.
nomination and the campaign 41. THE CAMPAIGN STRATEGIES
The publication, A gender agenda, p.29 lists the most usual kinds of community campaigning. Additional contributions have been made by Cr. Jan Edwards and other C o u n c i l l o r s .
1. Analyse the voting patter n s and issues in your electorate – what matters to who and where .
2. Leafleting/letterboxing – distributing bro c h u res and leaflets at public places such as shopping centres and in letterboxes. Ald. Eva Ruzicka recommends doing the letterboxing yourself and/or with your campaign team rather than through a distributing agency. Yo u will meet people in gardens and get to chat. However, what you do will depend on your re s o u rc e s .
3. Street and garden signs – be strategic; put them where they will be seen by the most people. Your posters will be expensive use them wisely. Jan Edwards re c o m m e n d s w e a t h e r p roof Cor flute signs – though expensive initially, you can put them away until the next election and ‘halve your costs’. Ald. Lyn Dean says keep the message clear and simple and watch spelling.
4. Door knocking – Ald. Margot Smart found door knocking an excellent way to meet people and find out what the issues were. In the The Wo m e n ’s Power Handbook, Joan K i rner and Moira Raynor offer some practical useful hints. • Never go alone (your supporters can work with you in the same stre e t ) • Take a dog whistle • Know where the toilets are • Take a watch and keep to a timetable • Know your issues and local government personalities • Take a clipboard and notepad • Leave a calling card and other campaign material • Wear comfortable clothes with big pockets and wear a hat.
5. Existing events and created events – your networks and supporters can help to e n s u re that you are invited to the right events and can create events such as barbeques, lunches etc to provide you with the opportunity to ‘meet the people’.
6. Telephone and direct mail – these techniques are considered to have high impact but can be expensive in both money and time.
7. Talk back radio .
8. Press coverage - see the next chapter on ‘handling the media’.
9. Talking to key people in your community.
10. Develop your own website – more and more people are using the Internet so this can be a useful way to reach another set of people.
11. Attend Council meetings – you will pick up on the issues and be there if the pre s s want someone to comment.
42. chapter 6 10. Develop your own website – more and more people are using the Internet so this can be a useful way to reach another set of people.
11. Attend Council meetings – you will pick up on the issues and be there if the pre s s want someone to comment.
12. Once again your candidate statement. This is arguably the most important part of your campaign. Bob Batchelor from the Electoral Office stated that this is often the only election material people will read. Hence the importance of developing that clear message. The Electoral Office advises you to limit your use of dot points as space is limited. Make sure your message is proof read by your supporters. Spelling mistakes will make you appear care l e s s .
13. In Tasmania there is no Election Day as such. People may vote as soon as they re c e i v e their ballot papers in the mail or they may wait and take the last opportunity before polls close. So you will be campaigning while people are voting.
And finally Jan Edwards offers an important piece of advice to heed throughout the campaign. Don’t attack your opposition personally. Attack their performance and policies or lack or them.
The publication A gender agenda rates doorknocking, morning teas, created events, telephoning and direct mail as having the highest impact upon voters.
VOTING PREFERENCES
The Tasmanian system of voting, the Hare-Clark system enables voters to give pre f e re n c e votes for other candidates in the election. Encourage members of the public to give you their second vote if you find they are convinced they should give their first vote to another candidate. If that candidate is elected their surplus votes will be distributed and if not their vote will also be distributed according to the second pre f e rence. Think about p re f e rence swapping with other candidates.
A CHECKLIST OF TASKS
In the last chapter we provided a check list of the skills and re s o u rces you would need to stand for election and to succeed as a Councillor in Local Government. All of these skills will be utilised in the tasks ahead. The following list is adapted from one provided in A gender agenda with additional ideas and emphasis derived from Councillors attending the w o r k s h o p s .
nomination and the campaign 43. Table 4 A Checklist of Tasks
Task When
Identify key people for advice. Find a mentor and Months before supporters.
Announce you will stand for election – tell all your contacts. Months before
Appoint your campaign manager and team. Months before
Set your team meeting dates, work out your budget and Months before develop a strategy – (list community groups you want to talk to and start making contact – plan door-knocking, leaflet drops etc.) and allocate tasks.
Develop your message, the precursor of your candidate Months before statement – and put the important dates in your diary ie. when you have to nominate. Meet regularly with your team and keep lists.
Design publicity material and arrange for photographs. A couple of months before if possible
Make a list of media contacts and prepare media releases. A couple of months before if possible
Produce your campaign material – you can start to leaflet A couple of months before if possible drop and door knock before you have nominated. Get your bill boards and garden signs ready. Attend functions and keep talking to people. Do your shopping in the busy times.
Prepare your candidate statement – draft and redraft – ask A couple of months before deadline for input from your supporters.
Doorknock, letterbox, attend functions, aim for media From nomination day on to close of polls attention, put your signs up.
Prepare for vote counting you may want to have a Close of polls scrutineer at the vote counting.
Thank all your friends and supporters and thank you After the results notices on bill boards. Evaluate all that went well and all that did not and prepare for next time.
Finalise your election accounts and carefully file all your After the results records and press cuttings for next time.
44. chapter 6 SOME ADVICE ON CAMPAIGN MATERIAL FROM ALD. EVA RUZICKA
This contribution from Eva emphasizes the value of good words, good photography and good design. Eva states:
campaigning is in part the process of selling yourself through the graphics of words and images. Whether you decide to letterbox all the ratepayers, to put up posters, to advertise in the newspapers, there is no point unless you think about the words, photos and graphics that will campaign for you.
Good words
When writing your message and compiling your brochures Eva advises you to think about:
how many words, how few? Who will read it, will the message get across? Who writes it? Who proofs it? Think about getting someone (trustworthy) outside your election team to read and comment on it. You’ll be surprised by what they actually will comment on. What is obvious to you isn’t always to others. What you know well, others often don’t. Avoid jargon. Simplify what you want to say.
Eva stresses, ‘Find a key phrase that characterises you and what you stand for. Use it repeatedly.’
Good photos
Eva also advises:
to strongly consider including a professional photographer in the budget. If you know one who will do it for a bottle of red, all the better! Acknowledge your photographer on your election material – free advertising for them if they want it. Update the photo – nothing worse that someone saying you look nothing like your photo on your advertising material. If you have a portrait of Dorian Gray tucked away in the attic, then fine!
Good graphic design
When designing a pamphlet make sure people will be able to read your message clearly and easily – leave lots of white space – again keep the message simple – use a 12 point clean font that is easy to read.
You can design your own material or get a graphic artist to do this for you. You don’t have to go to big advertising firms, either.
Eva emphasized that quality is important and noted the diff e rence in her campaign material when she used a good graphic artist, with professionally produced material to bro m i d e level and then photocopied on a high quality copier.
nomination and the campaign 45. Some final pearls from Eva
As a Council candidate you can only claim $1000 back on tax for campaigning expenses so cut your budget cloth accordingly (Note: this amount will be subject to change). You can team up with a group of other candidates to spread the costs but be careful of the Electoral Act requirements. If in doubt ask the Electoral Office and please, please read the "Information for Candidates" booklet the Electoral Office provides.
Letterboxing can be done either by volunteers or a mail company but I would choose volunteers any day. A bit of effort to organise but more reliable and worthwhile in the long term. Don’t put mail in "no junk mail" letterboxes.
Posters as a bare minimum need only include your name with surname the most prominent, an authorisation, and the type of election. Add a catchy phrase but be careful how some wag could change it. Some time ago a collection of candidates called themselves "Hobart’s leading lights" on their campaign material. This got changed to "Hobart’s leading blights". You need very good quality artwork for large posters with photos. Laser printed A4 size with photos look good in shop windows. Keep them simple, lots of white space.
I’ve learned the benefits of good writing, good photos and good graphic design over ten years of campaigning. You get elected for a range of reasons. Well thought out campaign advertising gets the message across better.
S o u rces for this chapter: Bob Batchelor, Tasmanian Electoral Office; Ald. Pru Bonham; Ald. Leona Bradley; Ald. Ly n Dean; Cr. Jan Edwards; Cr. Flora Fox; Ald. Mary Guy; Ald. Eva Ruzicka; Cr. Julie Smith; Cr. Pat Thompson; Tasmanian Local Government Elections, Information for Candidates at www. e l e c t o r a l . t a s . g o v.au; Local Government Act 1993 at www. t h e l a w. t a s . g o v.au; Joan Kirner and Moira Raynor,1999, The Wo m e n ’s Power Handbook; The Stegley Foundation, 1998, A gender agenda.
46. chapter 6 f o r e w o r d C H A P T E R 7 tips for handling the media
This chapter was written by Barbara Pongratz while working as a Communications Officer for Women Tasmania.
How you will develop a media strategy depends on several key questions:
• What is your goal? • What do you want the media to tell the public about you? • Are you working with others or alone? • What resources are available? • Do you or people you know have media contacts?
DEFINE YOUR MESSAGE
By this time you will have a committee of supporters to work with you to develop a media campaign. Determine your goals and objectives. Have a clear idea of what you want to accomplish. As Ald. Eva Ruzicka recommends, create one clear, direct and simple message.
To fine tune your message identify:
1. Why you are standing. 2. What issue/s has spurred you into the campaign? 3. What do you want to achieve? 4. What changes would you like to institute? 5. Why should people vote for you? 6. Do you have greater political aspirations? 7. Do you have a history of community work/local lobbying? 8. Do you have a profile or reputation that can be used to attract media attention? 9. Can you recruit high profile supporters? 10. What admirable characteristics do you have? 11. Do you have any weaknesses or threats that need to be addressed? 12. What is your relationship with other candidates? 13. Do you want to organise media or hire a PR consultant for advice? 14. Will one person in your support team be dedicated to coordinating media liaison?
tips for handling the media 47. IDENTIFY YOUR TARGET AUDIENCE
Who do you want to reach through the media? Try to think like the audience, the media is just the vehicle. Analyse your media outlets and opportunities. Which type of media will help you to reach your target audience? Make a list of media outlets and make use of journalists you know!
H I N T : Media organisations tightly monitor their election reporting to ensure all parties/candidates receive equal coverage. This may create or restrict your opportunities to utilise the media. Also, candidates are restricted to pr e s c r i b e d amounts of radio, television and newspaper coverage.
MEDIA RELEASES
A media release provides one (no more than two) pages of formatted information to announce an issue of importance or an impending event (e.g. announcing your nomination or your campaign platform). It should be brief and to the point. Your credibility is extremely important, so remember to proof read for accuracy.
Use white A4 paper. Find a style and stick to it - continuity will make your release easily identifiable. Include the release date and a contact person with telephone numbers for all hours.
A good press release answers: Who? What? Why? Where? and When?
Who: The subject of the story. It may be a person, group event or activity and should be identified and described.
What: What do you want the media to focus on? What is the "news" aspect? Make it snappy and eye catching so your release is read and reported.
Why: Why is this so important? The reason for your press release should be compelling. Be specific.
W h e re : W h e re is the event taking place? Be specific about the address, include an addre s s if it is an unusual location (perhaps include a map and parking details).
When: The date, day and specific time must be very clear.
What is the best writing style for press releases?
Write in the third person (Ms Smith stated that she believes tourism is the key to Ta s m a n i a ’s f u t u re prosperity). Use colourful, active words. Use direct quotes. Sentences and paragraphs should be short (2-3 lines). Never write more than two pages. Clearly addre s s and date the release.
48. chapter 7 How will I know if the lead or headline is a good one?
Often you will not know until you see your story in print. Remember, a story often is printed straight from your media release, with the journalist editing the release from the top and working down. After you have written the entire media release, go back and revise it until you have what you think is the most compelling lead. Do not be afraid to change the lead. Always check to make sure you have the five W's answered. It is possible to get so involved with trying to make the press release exciting and dramatic that important facts slip out of the final copy.
How do I get the press release to the right person?
Have the names of the person or persons who should receive it printed clearly at the top of the release. If there is not a specific reporter you know would be interested (the Local G o v e rnment rounds-person), get the name of the media outlet’s day editor or chief of staff , the correct spelling and title. This approach is personal and appealing. A list of media contacts is available at the conclusion of this chapter.
When should I send it?
I t ’s preferable to compile a list of media fax numbers and bulk send the release before 9am. Items held in the news diary are allocated to journalists and news priorities are established in the morning. Of course newsrooms are flexible and will always change their re s o u rc e allocation according to news priorities.
M o n d a y, Tuesday or Sunday are usually good opportunities to get ‘a run’ but be aware that e l e c t ronic media has fewer journalists working over the weekend, and so has a limited ability to cover all issues of the day. Television outlets must receive your release before 3pm to have enough time to cover it that evening. Newspapers are put to bed in the evening, and so have more time to look into and develop the issue. Radio has hourly deadlines and may opt to cover your release by telephone, so remember to provide contact details.
Can I use an embargo?
You can specify on the release when you would like it to be published but the media is not bound to comply. The only sure fire way to control the publication of your information is to release it when you are ready for it to be used.
When will it be used?
Radio news and programs have hourly deadlines. Television has deadlines in the morn i n g , m i d d a y, early evening and late evening. Newspapers have daily, weekly or quarterly deadlines depending on the size and frequency of publication. The media is a hungry beast with an enormous turnover of stories. There is no way to determine when your story will be broadcast but you can ask the journalist for an indication. The best way to find out is to watch, read, listen!
tips for handling the media 49. Is there anything else I can do after issuing a press release?
Pick up the ‘phone! Find out who is covering your issue and talk to them. Your effort will create an impression and open avenues for future interaction.
H I N T : Keep an archive of any media coverage of your campaign, including photocopies of newspaper reports, video of television reports and cassettes of radio reports. This task can be divided between your support team; make sure they are labelled and stored car e f u l l y , so that you can refer to them easily. This a rchive is invaluable when analysing what part of your media campaign was successful, identifying what issues have received attention, and assessing your performance - what to repeat and what to avoid!
I N T E R V I E W S
No matter what the media (radio, television, or newspaper) and no matter who the i n t e r v i e w e r, the key principle is that you must always remain in control of the interview. It is not a chat, it is a professional opportunity. Decide what you want to achieve, who is the audience and what is your message.
Most people feel nervous about being interviewed. There are many techniques that you can use to make yourself more comfortable and less anxious but do not expect the anxiety to go away. The best way to overcome nervousness is to be thoroughly pre p a red. Also, practice restating your goals in colourful ways or using interesting analogies, vivid language, unusual examples and illustrations, or uncomplicated data. You should consider a variety of ways to stress the most important points you want to make, eliminate any m i s p e rceptions about what you are trying to achieve and clarify your vision for the future of the issue or the organisation.
Be prepared by ensuring you know:
• What is the date and time of the interview? • Where will the interview be held? Make sure you have exact directions if you are not familiar with the location. • What is the full name of the interviewer? • What is expected of you? Why have you been chosen for the interview? • Will the interview be live or taped? When will the program be on the air? • Will you be interviewed alone or as part of a panel? • How long will the interview be?
How do I prepare for an interview?
R e g a rdless of the length, do not try to get more than three main points across in any i n t e r v i e w. Write them down and practice relaying them in memorable ways. Try to avoid numbers and statistics. Do not carry notes, it will look unnatural and sound re h e a r s e d . You want to appear sincere and personable.
50. chapter 7 REMEMBER: Most of your interviews will be ‘on the r e c o r d’. Whatever is said may be published and directly attributed to you. It is by far the best way to get your message across. You can tell the journalist you are providing backgr o u n d information only and do not want direct attribution but this may not be published. You can also go "off the r e c o r d" which means that the journalist will r e c e i v e information that is not to be published under any circumstances. This should not be used lightly as it places a large burden on the journalist and source.
How do I start the interview?
Start with your three points. In most cases, you will have a few minutes before the interview to talk to the re p o r t e r. They may also give you an opportunity to say your piece b e f o re asking you any questions. Most important, make sure you start with one of the three points that you want to make in the interview.
What if the interviewer moves away from my points?
Be polite but firmly bring the interview back to the points you want to make by using 'bridges,' such as: Let me add... I'm often asked... That's not my area of expertise but I do know that... It seems the most important issue is...
What if the reporter asks a question I don't want to answer?
Swim back to a safe area. Use a story to illustrate one of the three points you pre p a red in advance. People remember stories.
What if the reporter asks negative questions?
Do not repeat the negative! Your job is to make your three positive points. Do not get upset or defensive. Correct any misinformation quickly and then go on to state one of your positive points. If it is a harsh criticism, you can say, 'I'm glad you asked me that, many people might have that misconception but the truth is'...and then get back to your safe areas.
What if the reporter keeps interrupting me?
Let the reporter interrupt. You may say, 'you've asked me several questions' and then answer the question you want to answer with one of your three points. If the interruptions a re far from the points you were making and you want to get back, you may say 'as I was saying' and then continue your answer with one of your three points.
tips for handling the media 51. What if there is a long silence?
Stay silent. Do not volunteer unnecessary information. Do not be afraid of the silence. The interviewer is responsible for that time. In a confrontational interview, silence is often a method used to get a person to volunteer revealing information.
What if I'm asked to add more or say more than I want to say?
Go back to your safe areas. They are important enough to elaborate on and repeat, possibly with different stories or examples to illustrate the points.
What if I don't know the answer to a question?
Be honest. If you do not know the answer, say so: 'I'm sorry, I don't have that information, but I'll be happy to get back to you with it.' When you say that, make sure you do get the information to the reporter.
HINT: If a journalist treats you badly or is unethical and you decide not to deal with that person again, tell them so and explain why. The Journalists’ Code of Ethics can be found on the Internet: www.alliance.org.au or by contacting the Media, Entertainment and Arts Alliance on (03) 6234 1622.
How long should my answers be?
Television wants a ‘grab’ of 5 -15 seconds. Radio is looking for a sound bite of 20-30 seconds. Print answers can be as long as required. Let the journalist guide you.
What about how I look and sound (for TV and radio)?
More than 90 percent of communication is nonverbal, so how you look and sound will be very important. Be enthusiastic and energetic. Take your time - the journalist will understand you’re nervous and make allowances. If your interview is for radio (face to face or via telephone): • alert the journalist/broadcaster that you are new to interviewing • get a glass of water - taking a sip can give you time to relax and think • clear your throat away from the microphone • breathe deeply and concentrate on your message, not the setting
If your interview is for television: • wear solid colours • do not wear flashy, striped, checked or shiny fabric • keep your accessories small and simple • make sure a hat does not cast a shadow or hair is in your eyes • apply normal makeup and check in the mirror before you go on • do not wave your hands, sway, fidget or touch your face
52. chapter 7 What do I need to know about television interviews?
Always look directly at the interviewer. Never look at the camera or television monitor. Do not worry about the camera, a professional is responsible for it. Try not to look away when you are thinking of an answer; maintain eye contact with the person asking the questions.
Where do I look if being interviewed via a satellite connection?
If you are in a studio, being interviewed by a reporter in another studio, you should look DIRECTLY AT THE CAMERA. Imagine the camera is a friendly, smiling face!
What will the first few minutes on camera be like?
A sound recordist will usually ask you for a voice level, to make sure the microphone is set correctly. State your name, spell your last name, your title if you have one, and the subject of the interview. The journalists may ask you a couple of dummy questions while the camera crew sets up. Before answering, ask if you are being recorded. The journalist has a duty to tell you when the camera is ‘rolling’.
Can I say something to a reporter and expect it not to be used?
Never. Always assume the microphone or recorder is on and never say 'no comment,' as it usually gives the impression that you have something to hide and the journalist will dig deeper!
What if I get an impromptu call from a reporter?
Find out the reporter's name, telephone number and deadline, and ask if you may call him/her back in a few minutes. Compose yourself. Think about your three positive points. Practice the 'interview' out loud. Then, relax and call the reporter.
What if I have to use technical terms and statistics in my answers?
Use as few numbers and statistics as possible. Instead, create word pictures. If you hear someone say 'about the size of a football or soccer field' it makes more of an impression than if someone said '4,300 square metres.'
LETTERS TO THE EDITOR
This is one of the most widely read sections of a newspaper. It is a wonderful opportunity for you to express yourself about an issue of great concern to you. Most important, even if your letter is not printed, it is great practice for you to compose your thoughts in a clear and concise manner. You will have the best chance of getting your letter printed if you comment directly on an article. Be as brief as possible. Refer to the article by title, date of publication and reporter. Ideally a letter to the editor is about 200 words.
tips for handling the media 53. I N T E R N E T
If you have the time and re s o u rces, set up your own website to explain why you are campaigning and your opinion on current issues. A question and answer format works well and voters can email their questions to you.
HINT: Make sure you include the website address (URL) on any promotional material or media releases.
MEDIA OUTLETS
*Note that these details may become outdated over time.
Newspapers
THE MERCURY NEWSPAPER, THE SUNDAY TASMANIAN, TASMANIAN COUNTRY, TREASURE ISLANDER, THE GAZETTE. • 93 Macquarie 7000 Hobart Tel: 6230 0622 Fax: 6230 0711 • 70 St John St Launceston 7250 Tel: 6331 9144 Fax: 6331 1042 • 25 Ladbroke St Burnie 7320 Tel: 6432 1202 Fax: 6432 1203 • Internet: www.news.com.au.
ADVOCATE NEWSPAPER • 51 Elizabeth St Launceston 7250 Tel: 6331 7999 Fax: 6331 8337 • 56 Mount St Burnie 7320 Tel: 6440 7409 Fax: 64487461 • 11 Stewart St Devonport 7310 Tel: 6498 7811 Fax: 6498 7880 • 26 Reiby St Ulverstone 7315 Tel: 6490 8770 Fax: 6425 4356 • Editorial copyline: Sun-Fri 4pm-10pm; Freecall: 1800 625 947; Email: [email protected]
EXAMINER NEWSPAPER, SUNDAY EXAMINER, LAUNCESTON WEEK, LAUNCESTON ADVERTISER. • Head Office 71-75 Paterson St Launceston Tel: 6336 7111 Fax: 6334 7328 • Sunday Examiner Tel: 6332 0362 • Emergency News Items & After Hours Tel: 6332 0352 Fax: 6334 7328 • 70 Rooke St, Devonport Tel: 6423 0211 Fax: 6423 2538
OTHER NEWS AND REGIONAL PUBLICATONS • Central Coast Courier Rheban Rd Orford 7190 Tel: 6257 1312 /1371 Fax 6257 1312 • Forest Logger & Sawmiller P.O. Box 1507 Mornington 7018 Tel: 6248 5653 Fax: 6248 5677 • Tasmanian Business Reporter Tel: 6224 8044 Fax: 6224 8232 • The Australian 9 Liverpool St Hobart 7000 Tel: 6234 8588 Fax: 6234 6874 • Circular Head Chronicle 36 Smith St Smithton 7330 Tel: 6452 3333 Fax: 6452 3131 • The Country Courier 33 Packenham St Longford 7301 Tel: 6391 1435 Fax 6391 1763 • Eastern Shore Sun 1 Cambridge St Bellerive 7018 Tel: 6244 6255 Fax: 6244 6800 • Huon Newspaper Main Rd Franklin 7113 Tel: 6266 3104 Fax: 62663133
54. chapter 7 • North Eastern Advertiser 24 a King St Scottsdale 7260 Tel: 6352 2642 Fax: 6352 3380 • Southern Business Services 95 Mary St Cygnet 7112 Tel: 6295 1708 Fax: 6295 1964 • Sun Coast News 20 Cecilia St St Helens 7216 Tel: 6376 1900 Fax: 6334 7324 • The Gazette 31 Burnett St New Norfolk 7140 Tel: 6261 2133 Fax: 6261 3974
Television
ABC • Liverpool St Hobart 7000 Tel: 6235 3333 Fax: 6235 3364 • 45 Ann St East Launceston 7250 Tel: 6323 1030 Fax: 6323 1038 • 81 Mount St Burnie 7320 Tel: 6430 1211 Fax: 6430 1299
Southern Cross Television • 34 Argyle St Hobart 7001 Tel: 6238 3838 44 Fax: 6231 3763 • Formby Rd Devonport 7310 Tel: 6424 5011 Fax: 6424 9401 • Watchorn St Launceston 7250 Tel: 6344 0202 Fax: 6343 0340
WIN Television • 48- 52 New Town Rd New Town 7008 Tel: 6228 8999 Fax: 6228 8998
Radio • HO-FM 254 Liverpool St Hobart 7000 Tel: 6231 0277 Fax: 6231 1101 • Heart FM 95.7 Poatina Tel: 1300 362724 and 6397 8280 Fax: 6397 8264 • 7 LA 109 York St Launceston 7250 Tel: 6331 4844 Fax: 6331 2720 • 7 SD King St Scottsdale 7260 Tel: 6352 2331 Fax: 6352 2031 • 7 The FM 92.1 17 Alma St Bellerive 7018 Tel: 6244 1900 Fax: 6244 8310 • 7AD 2 Hillcrest Rd Devonport 7310 Tel: 6424 1919 Fax: 6424 9613 • 7BU (ABC Radio) 73 Mount St Burnie 7320 Tel: 6431 2555 Fax: 6431 3188 • 7NT (ABC Radio) 45 Ann St East Launceston 7250 Tel: 6323 1011 Fax: 6235 3364 • 7TAB P.O.Box 812 Launceston 7250 Tel: 6334 4944 Fax: 6334 3838 • 7XS West Coast 89 Conlan St Queenstown 7467 Tel: 6471 1711 Fax: 6471 1783 • 88 FM / TCT FM Country Music P.O. Box 444 Devonport 7310 Tel: 6423 4444 Fax: 6424 1600 • 89. 3 FM Main Rd Nubeena 7184 Tel: 6250 1000 Fax: 6250 1002 • 99.3 FM / 87.6 FM Studios Forth Rd Don 7310 Tel: 6424 1118 Fax: 6424 1600 • 936 ABC Radio Liverpool St Hobart 7000 Tel: 6235 3220 Fax: 6235 3220 • City Park Radio 103.7 FM 43 Tamar St Launceston 7250 Tel: 6334 3344 • WAY FM PO BOX 1111 Launceston 7250 Tel: 6334 0100 Fax: 6334 0300 • FM 106.1 (Coastal FM) 2 Inglis St Wynyard 6442 3666 Fax: 6442 3829 • Magic 107 75 Liverpool St Hobart 7000 Tel: 6231 1073 Fax: 6234 3030 • Sea FM 107.7 2 Hillcrest Rd Devonport 7310 Tel: 6424 1919 Fax: 6424 9613 • 95.3 Huon FM School Rd Geeveston 7116 Tel: 6297 1706 Fax: 6297 1733 • TOTE Sport Radio 1080AM 52 New Town Rd New Town 7008 Tel: 6278 2777 Fax: 6278 2630 • Triple J 92.9FM Liverpool St Hobart 7000 Tel: 6235 3333 Fax: 02 9333 1500 • TTT 100.9 FM 75 Liverpool St Hobart 7000 Tel: 6231 0422 Fax: 6234 8694
tips for handling the media 55. f o r e w o r d C H A P T E R 8 mentoring
The Goddess Athena is said to have been the first ‘Mentor’. She taught by example and provided opportunities for learning.
T h e re is strong evidence that mentoring assists women (and men) to achieve success, lessen s t ress and improve the quality of their working environment (NSW Ministry for the Status and Advancement of Women: 1994).
Cr. Jan Edwards defines a mentor as:
A person who agrees to share their knowledge and experience with you, so that you can access power.
Jan believes that mentoring is a strategy that can help women to take their place successfully in government. She describes mentoring as:
a way of linking a less skilled and experienced person with someone from whom they will willingly accept advice, knowledge, analysis and feedback on how to achieve their goals.
The following extract was presented at the workshops by Ald. Eva Ruzicka and offers a highly personal account of the value of mentoring in a Local Government environs.
What a Mentor Can Offer and How to Choose One
I’m in local government as an elected member today in part because I had and still have a good mentor. I never would have run if it hadn’t been for that person.
I choose to have as a mentor someone who had been elected for well over four years, was versed in the workings of Council and shared many of my values. This runs counter to what many believe, in that the person should not be elected. Sometimes there isn’t the choice. My mentor had been mentored herself by a previously elected female. She has often commented that the most valuable thing that person did for her was, within thre e weeks of being elected, taking her in person around to the Council and introducing her to all the Council staff.
The value of the mentor
‘Inside knowledge’ on the workings of local government . It can take up to six months to a year to find your feet in local government as a Councillor. I have heard some of them say it takes the full four years. In part this is because elected members are not treated as you would a valuable headhunted employee. They are not properly inducted, they have to make crucial decisions from the moment of election and finding out how to make the best of this situation is fraught with stepping on toes and egos.
mentoring 57. The knowledge of how to best get your issues through the labyrinthine workings of Council early and effectively is key to your success as an elected member. Knowing how to apply committee rules, how to interpret the Local Government Act, how to frame letters and petitions, are all things you learn over time. Better still is to have someone who is a ‘ready re f e rence’ and help you hit the g round running.
P rovision of distance from own issues – a perspective on the timeliness of issues. Not only during the election campaign but also once elected. Knowledge of what has occurred when you were not even an elected member, the pre - h i s t o r y of the Council, has been vital when planning strategy for achieving goals. My mentor was invaluable in assisting with election material by identifying other key issues that could assist me in getting elected that I hadn’t thought of.
A reality check about what can be achieved in local gover n m e n t . Lets face it, once you are elected, you think you’ll be able to change the world. And so will the ratepayers. And they will come to you with a range of issues that don’t even concern local govern m e n t .
Having someone for advice on how to best handle the issues or even to share them with, makes a real diff e rence. The same comes to issues that you want your local council to take on. Time is precious and mentors are great as sounding b o a rds to test issue strategies on.
Choosing the mentor to suit you
The key to choosing a mentor is identifying what you need from the relationship. Don’t restrict yourself to one. Each mentor may have some quality you admire but not all that you need.
Some points about choosing mentors:
Shared Goals and Values - Mentors need to share your values and goals – you have to respect their point of view also where there is a difference of opinion.
Good Working Knowledge - Mentors must have a good working knowledge of local government, either as an elected member or someone with a sound knowledge of local government issues. Past councillors add to your pre-history of council workings, but do some checking to make sure their experience and memory of events is reasonably accurate.
Elected members from other tiers of government can contribute shared experiences and perspectives on local government issues that those closer to the fray cannot. People who work in local government are also a good source of advice on issues.
Experience - Mentors have to know what it means to be in public life. Preferably that they have run for election before or worked as a campaign manager.
Skills - Mentors need to have good listening skills, the capacity to give constructive criticism.
58. chapter 8 Confidentiality - Mentors must respect your need for confidentiality. The ability to blow off steam or say indiscreet things is vital if you are going to survive in local government.
Finally, because your mentor will likely become a good and trusted friend, it is really a good idea to think carefully before choosing someone who is outside your campaign and local government area or is a former councillor. Why? Politics. Mentoring is a two-way relationship that can be strained when differences arise. Trust is essential in this relationship.
WHAT YOU CAN BRING TO A MENTORING RELATIONSHIP
C r. Jan Edwards pays tribute to Joan Kirner and Moira Rayner for their work The Wo m e n ’s Power Handbook and draws out some of the qualities you will need to bring to a mentoring relationship to help ensure its success.
• The ability to listen, learn and teach • The ability to be comfortable and at ease with your mentor • Commitment to following the advice received • The ability to negotiate change • The willingness to be a mentor yourself when ready • The ability to be rewarded.
BROADER ASPECTS OF MENTORING
Ald. Joan Walters, Ald. Margot Smart and Cr. Julie Smith emphasise the value of mentoring and being mentored and feeling the support of other women. Through mentoring you can become a role model for other women who will in turn become mentors.
Individual mentoring can be broadened to using support networks. Mrs. Faith Layton has initiated a support group for women involved in Local Government in Launceston. This wider ‘mentoring ‘ group can pool their expertise and wisdom to assist and advise women Councillors and aspiring candidates as the need arises.
Several women Councillors attending the workshops had been mentored by men and/or had themselves mentored men. Ald. Margot Smart advised that there was no need to afraid of being mentored by the opposite sex – it can be a re w a rding relationship. Ald. Pru Bonham was mentor to the Lord Mayor of Hobart City Council, Ald. Rob Valentine.
DIFFICULTIES IN MENTORING
In all relationships there can be difficulties and mentoring relationships can also have their ups and downs. However because mentoring is a constructed relationship, safeguards can be built in to the relationship rules. Difficulties that might arise include:
• mentors lack of time (this may be construed as a lack of interest); • inability to balance the professional and personal sides of the relationship; • unrealistic demands by the mentor or mentoree;
mentoring 59. • possessiveness by one or both partners; • mentors may exploit the relationship and take credit for the work of the mentoree; and, • women are more likely than men to feel inhibited in a mentoring relationship believing that they are imposing on their mentor (See: Value for the mentor below).
The publication Guidelines on Mentoring for Women has identified some difficulties that might occur in a male/female mentoring relationship. These include: • pressure on the woman partner to achieve things in the ‘male’ way; • too great an imbalance in the power relationship if the mentor is both ‘senior’ and a male; and, • the possibility of gossip if the relationship is perceived to be close.
SOLUTIONS TO PROBLEMS
The best way to prevent any of the above difficulties occurring is to be open and communicative about the relationship from the start. Be clear about what you, as the person being mentored, need from the relationship and what it is possible for the mentor to provide.
You might like to establish ground rules in the relationship and develop a contract or memorandum of understanding. For example: • work out how much time you think you will need for discussion and support; • think about the specific areas in which you will need advice; • identify the networks and skills you might want to develop; and • think about a strategy you will both be happy with should problems develop.
Balance this against what the mentor can give and her or his levels of expertise and knowledge.
And do remember that the relationship can be of value to both the mentor and the person being mentored.
VALUE FOR THE MENTOR
Ald. Margot Smart stated that it is a great privilege to be a mentor and that it can be a very rewarding experience. These rewards include: • revitalised interest in their work • enhancement of skills • increased self-esteem • satisfaction in assisting someone else • satisfaction in achieving objectives in areas of mutual interest (NSW Ministry for the Status and Advancement of Women:1994).
S o u rces for this chapter: Ald. Pru Bonham; Cr. Jan Edwards; and Ald Eva Ruzicka; Ald Margot Smart; Cr. Julie Smith; Ald. Joan Walters; NSW Ministry for the Status and Advancement of Women, 1994, Guidelines on Mentoring Women; Joan Kirner and Moira Rayner, 1999, The Women’s Power Handbook.
60. chapter 8 f o r e w o r d C H A P T E R 9 surviving & thriving
TIPS ON SETTLING IN
You are about to attend your first Council meeting. You are feeling nervous and not a little overwhelmed. You may or may not have had an induction into the way Council works and you may or not have been introduced to the other Councillors or Council staff.
H e re is a useful and practical checklist of things to think about in your first weeks and months on Council (Adapted from a presentation by Ald. Joan Walters).
• Your first formal event will be the declaration of office and the oath of allegiance is the beginning. • If there is no induction being offered at your Council then find out what is available in other local government areas and use this as a model for asking your own questions about your Council. • Be aware of pecuniary interests. • Understand the Local Government Act 1993. • Read as many Council procedural and planning papers as you can including the Elected Members Handbook. • Learn about the meeting procedure (this is where a mentor on Council will be very useful). • Learn the art of debating and remember there is no parliamentary privilege given to councillors.
PRACTICAL NUTS & BOLTS
Knowing the practical hows, whys and ways that things work can enable you to maximise the opportunities Council can offer you. It will also enable you to plan your workload and your budgets efficiently.
• Find out the means of communication between you and Council – will they telephone, fax or email you information. Will they send messages to you from the members of the electorate and how?
• Do you have any secretarial support?
• Find out about your expenses and allowances. When is your allowance paid and what records are to be kept.
• Meet the members of council staff and find out what they do and who you should contact about certain issues.
• Make sure you have all the meeting schedules and let Council know the best times for you.
surviving and thriving 61. • Take advantage of any and every training opportunity.
• Cr. Kerry Degrassi adds to this list – "Keep a diary".
Ald. Mary Guy suggests that during your first months it is best to listen, learn, read a lot and ‘get the feel’ for what is happening on Council and how it works. Learn your ro l e s and responsibilities and the roles and responsibilities of others.
WORKING FOR WHAT YOU WANT TO ACHIEVE
All of the points mentioned above will provide sound building blocks for you to achieve the vision and goals you have for your community.
When you are feeling confident and ready to work toward your goal find out all you can about the issues and goals you are working on. The Council staff will provide you with information. Talk to fellow councillors and find out their ideas – are they for or against. Have you considered all the ‘pros and all the cons’ and issues around your plans? What kind of strategies will you use?
Being a team player will also give you an edge. If you are known as a hard worker, someone who will assist other Councillors when they need information and do your full s h a re of committee work you will reap the benefits. Remember also to continue to build your relationship with Council staff and thank them for the help that they give you.
Ald. Mary Binks cautions against believing that you will meet the community’s expectations totally.
You may have to say ‘No’ sometimes for something they want you to support. Members of the public will come to Council meetings, sit with their eyes boring into your back, and see you vote against their proposal. Weather the storm!
Crs. Kerry Degrassi and Deird re Flint and many other Councillors stress how important it is to listen to people. This is how you will find out what the issues are for the community and how you can monitor the changes taking place around issues. Always get back to people. Recognise and work with disenfranchised groups eg. young or unemployed people.
If you are holding meetings then organise those meetings to suit the community. Deird re travels widely and knows that each community she visits will have diff e rent needs and expectations. Ald. Eva Ruzicka reminds readers to think about people with disabilities when arranging venues – are they truly accessible?
62. chapter 9 HANDLING THE ‘ROUGH STUFF’
Some of the difficulties that can arise through gender diff e rences have already been noted. E v e r y w o m a n ’s Guide to Getting into Politics notes that in spite of the fact that Local G o v e rnment deals with so many of the issues related to women’s interests and is re l a t i v e l y f ree of party politics women still find that the going can get rough. The sheer numbers of men and dominance of male attitudes not only deters many women from standing for election but can (not always) make the Local Government environment a difficult one in which to work.
One of the most comprehensive written guides for dealing with gender and re l a t i o n s h i p d i fficulties is The Wo m e n ’s Power Handbook by Joan Kirner and Moira Raynor. It deals with l e a rning to handle any personal attacks and turning them to advantage. It deals with managing bad behaviour at meetings and provides strategies to prevent or manage these problems.
For example, Joan and Moira identify five strategies used to marginalise women.
1. Making women invisible Men don’t listen to what you say. Remember Cr. Judy Bro m f i e l d ’s story. She believed her ideas and motions were being ignored until she realised that another Councillor would put forward the same ideas and motions six months later!
2. Making women ridiculous Telling jokes that denigrate women. Silly blonde jokes or jokes about polka dots are not funny if you are blonde or wearing polka dots.
3. Keeping women ignorant Discussing things when you are not there. Remember the story about the Council that held its committee meetings when its only female member had to pick her children up fro m school!
4. Making women feel inadequate Women may be given too much to do and not enough re s o u rces. When you are just starting out you are likely to blame yourself for not making the grade.
5. Training Judas sheep This is one of the most dangerous of all strategies. One woman finds herself off e red all kinds of privileges or favours as long as she joins in with the marginalisation strategies employed against fellow women councillors. The privileges only usually last as long as it takes for the ends to be achieved.
The authors treat all of these areas with humour and compassion and offer great strategies for overcoming the problems. Intrinsic to the strategies is the maintenance of support networks with other women on your Council. If there are none then the most eff e c t i v e way of dealing with these problems is to gather support from women on other Councils and in your community networks. This is the time to talk to your friends and mentors.
surviving and thriving 63. Alderman Mary Binks provides great advice for difficult situations.
Leave feelings of frustration with your fellow Councillors at the Council table. Develop a sense of humour, particularly about yourself. Your fellow Councillors will pick up your idiosyncrasies!
Ald. Joan Walters stresses how important it is to remember that as a Councillor you are part of the wider community and "to treat everyone with respect, value their participation, expertise, knowledge and their basic right to be heard".
YOUR HEALTH
Several Councillors stated how important it is to care for yourself. They advised:
• learn to recognise any signs of stress; • make sure that you get enough sleep and eat properly; • treat yourself to a massage if you are stiff from driving long distances or sitting in long meetings; • spend time with your family; and • make sure you have uninterrupted time at home.
If you are tired at the end of the day and feel you can’t take any more calls then use the answering machine. You will handle matters better when you are fresh from a good night’s sleep.
64. chapter 9 SURVIVING & THRIVING
Being a Councillor can be a stimulating and exciting occupation. It will be full of challenges and steep learning curves and some knocks along the way. But there will also be deep satisfaction when those things you have worked towards are achieved.
For Cr. Kerry Degrassi then Mayor of Sorell Council a high point of her life in Council was to run the ‘mock Council for young people’. This enabled them to voice their concerns, to l e a rn about the ways their Council and community worked and also informed Councillors or the needs of young people.
C r. Cheryl Arnol of Glamorgan/Spring Bay Council states that ”the most difficult thing for a Council to achieve is to provide a health service for the community“. Cheryl worked with a community committee that spent years seeking the 500,000 to 1,000,000 dollars re q u i re d to provide a modern purpose built health centre. Eventually they did receive a grant and worked cooperatively with all the interested parties in the community, including the a rchitect. With the GST at their heels they lost no time and a new Health Centre was operational in Triabunna in May 2000.
Ald. Mary Guy from the Glenorchy City Council recounts her satisfaction at being part of the Council’s initiative to hold community consultations in 12 precincts. The consultations w e re intrinsic to Council’s strategic plan and run by members of the community with an Alderman allocated to each precinct. This enabled Aldermen to communicate with ratepayers and others, learn about their lives and the issues surrounding housing, business, work, visiting, shopping, and entertainment.
C r. Joan Fazackerly from the Tasman Council worked within her Council (similar to Sorell) to encourage young people to have a greater involvement in Council. A Youth worker was engaged and the role of the worker gradually extended to community development. A Youth Council was created and ‘whilst it has it ups and downs’ generally provides a way Council can let young people know what is going on and hear what they have to say. Tasman Council also learned to set aside their suits and ties and hold more informal discussions with young people in a venue that doubled as a holiday activity centre.
C r. Judy Bromfield from the Derwent Valley Council worked with the State Government to gain overtaking lanes on a tre a c h e rous piece of the Lyell Highway between Granton and New Norfolk. Judy said ‘victory is sweet’ and that piece of road is known locally as the ‘Bromfield Highway’.
Cr Denise Rushworth from Wa r a t a h / W y n y a rd Council feels that one her most satisfying tasks has been the restructuring and development of Council’s Child Care Centre. Denise has been able to watch the Centre grow under the guidance of a new director and is aware of the how much it means to the families in her community.
The final words of this publication come from Ald. Leona Bradley, Cr. Kerry Degrassi, Ald. Mary Binks and Cr. Cheryl Arnol.
surviving and thriving 65. Leona says:
‘Local Government is a Wonderful Life – You Meet Wonderful People’.
Kerry’ s message to potential women candidates is:
‘Go for It’.
Mary wants you to know:
‘I Love Local Government’.
Cheryl says:
‘You Can Make a Difference’.
66. chapter 9 r e f e r e n c e s
The Advocate, 18/7/2000, 20/6/2000
Coopers and Lybrand, 1994, Women and Parliaments in Australia and New Zealand. A Discussion Paper, written for the Commonwealth-State Ministers Conference on the Status of Women, Canberra
Devonport City Council, www.dcc.tas.gov.au
Georgetown Council, www.georgetown.tas.gov.au
Giddy Pam, 2000, A woman’s place is in the chamber, Local Government Association, London
Henderson Anne, 1999, Getting Even: Women MPs on Life, Power and Politics, Harper Collins
Hobart City Council, www.hcc.tas.gov.au
Kirner J and Raynor M, 1999, The Women’s Power Handbook, Penguin, Ringwood
Local Government Act 1993 - a copy of the Act can be purchased at the Government Printer or is available on the Internet at: www.dpac.tas.gov.au/divisions/lgo/legislation/lgact.html
Local Government Association of Tasmania and Local Government Division, 2001. E l e c t e d Members’ Handbook, www.lgat.tas.gov.au
Morgan, Leonie and Charlesworth, Sarah, 1998, A gender agenda: A kit for women who want to stand for local government and for those who want to assist others to stand, written for the Stegley Foundation in partnership with the Municipal Association of Victoria
NSW Local Government and Shires Association, www.lgsa.org.au/lgelct/bac.html
NSW Ministry for the Status and Advancement of Women, 1994, Guidelines on Mentoring for Women, Sydney
O ffice of the Director of Equal Opportunity in Public Employment in NSW, 1996, M e n t o r i n g Made Easy: A Practical Guide for Managers
O ffice of Status of Women, 1995, E v e ry woman’s guide to getting into politics, Commonwealth of Australia, Canberra
S i n c l a i r, Amanda et al., 1998, Getting the Numbers – Women in Local Government, Municipal Association of Victoria in conjunction with Hargreen Publishing Company
Tasmanian Electoral Office, 2000, Local Government Election Report, 1999
Tasmanian Electoral Office, 2000, Tasmanian Local Government Elections, Information for Candidates, www.electoral.tas.gov.au
Tasmanian Local Government Division, D i r e c t o ry of Tasmanian Councils, www.dpac.tas.gov.au/divisions/lgo
Westwood, F. et al, 2000, Report of the Board of Inquiry into the Allowances of Local Government Elected Members, www.dpac.tas.gov.au/divisions/lgo/information/allowances.html
refernces 67.