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Developing My Political Awareness: A Personal Reflection

Developing My Political Awareness: A Personal Reflection. Tuesday 4 June 2013 Liz Blyth, Director of Culture and Neighbourhood Services LEICESTER CITY COUNCIL. Three Themes: Leadership Experience Political Context Reflections. A Bit of Background…..

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Developing My Political Awareness: A Personal Reflection

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  1. Developing My Political Awareness: A Personal Reflection Tuesday 4 June 2013 Liz Blyth, Director of Culture and NeighbourhoodServices LEICESTER CITY COUNCIL

  2. Three Themes: Leadership Experience Political Context Reflections

  3. A Bit of Background….. 9 years at Leicester City Council in Cultural Services, 5 as part of senior management team, 2 as director 4 years part time as director/ sub regional lead for Cultural Improvement Partnership East Midlands Prior experience in neighbourhood management, voluntary sector, multi-agency work on crime and disorder, Oxfam Graduate of Leading Learning

  4. The Division: Arts and Museums, Sports, Heritage, Libraries and Community Services. £15 million budget, 600 staff In last 8 years, big investment – Curve theatre, new library, new leisure centre, 3 creative industries workspaces, digital media centre In last 2 years taken out c £2.5 million in efficiency savings/ budget reductions But counterbalanced by further investment in heritage, Richard III, Rugby World Cup, UK City of Culture bid

  5. Political landscape……. Election in May 2011 of City Mayor, Sir Peter Soulsby, ex MP and prior to that Leader of the Council for 17 years Replaced traditional Cabinet system Deleted post of Chief Executive, retained post of Chief Operations Officer EVERYTHING changed!

  6. Leicester’s Political Structure Directly Elected City Mayor 54 Elected Councillors Executive Team Full Council Scrutiny

  7. Who decides what? • By virtue of his position in law, all Executive authority lies with the City Mayor, with a small number of areas held in the Constitution still approved by full Council (egsetting the budget) • The general approach is flexible & informal, with certain decisions taken by other Executive Members on a case by case basis • All other matters, not specifically referred to in the Scheme of Delegation are delegated to officers, but the City Mayor can repeal the delegation to officers on any matter at any time.

  8. POLITICAL AWARENESS: WHAT PoliticIans Say They WANT FROM US • Understanding of the roles of the City Mayor & Executive • Understanding of the role of Scrutiny • Understanding of the role of Ward Members • Using this understanding to ensure that the City Mayor and Assistant Mayors have the right information, at the right time, presented in the right way when needed for decision making. And to ensure that they are properly briefed on key issues where they may be asked for a view by the media, constituents or another Member

  9. POLITICAL AWARENESS: What I TELL MY TEAM • Enough time for planning and working through any issue before a political decision is required – think ahead • Provide reports/ briefing notes in advance of meetings • High quality advice and reports – accurate and concise • Clear information required – with facts and figures • Ensure that City Mayor/ Exec are not put in an difficult position e.g. no leaks or negative comments to public or stakeholders about budget cuts • Do not wish to hear from media any information that they should have been briefed on first by officers – no surprises • Invite City Mayor and Executive to events and brief them • No lobbying of Members • Flexibility and team work 

  10. What I’ve learned: The best relationship is a partnership of mutual understanding, trust and honesty between portfolio lead and the Director In basic terms Members do Strategy and Policy, Officers make it happen In reality, both shape Policy and Strategy, both provide leadership Political leadership and managerial leadership are separate but interdependent

  11. What else I’ve learned: Relationships, relationships, relationships Listen and observe Be responsive – have a plan and make it happen! Use your expertise and networks to enable good decision making Keep an ear to the ground about politics but don’t meddle in it Act with integrity, think about the newspaper headline…. Be adaptable and flexible in changing and challenging times Consider timing, remember that politicians will be mindful of the next election Be a good bungee jumper…

  12. What’s helped to position culture and sport as key services Partnerships – new projects and connections Strong leadership - driving innovation and change Developing staff and volunteers – our best assets Champions – politicians and other key stakeholders Clear strategy and action plan Aligning services corporate priorities – City Mayor’s Delivery Plan, Economic Action Plan, Children’s Priority Board, Health etc Demonstrating impact – key indicators and case studies

  13. Questions and comments?

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