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
Why Have a Publication to Assist
Women into Local Government?
5
Chapter 2
What is Local Government?
9
Chapter 3
What Does Local Government Do?
15
Chapter 4
What Councillors Do
19
Chapter 5
Why Get Involved or
What Are You Letting Yourself in for?
29
Chapter 6
Nomination and the Campaign
37
Chapter 7
Tips for Handling the Media
47
Chapter 8
Mentoring
57
Chapter 9
Surviving and Thriving
61
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
percent 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
are perhaps more likely to have a greater impact on women while they remain the
traditional carers in our society. Elected women Councillors can therefore 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 representation and diversity at
this ‘grass roots’ level of governance.
The workshops provided information about Local Government and its processes, and the
difficulties and triumphs experienced by women Councillors in particular. They also
provided 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 Premier, the Hon. Jim Bacon, MHA to participate in
the workshops and present material based on their own experience. Twenty-nine
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 represent 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 currently
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 resources 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 recent
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 occurred
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 difference, a substantive difference, 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
Year
Representation of women in Local Government in Tasmania
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?
HISTORY
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 Local
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 Act 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 Government
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
Break O’Day
Brighton
Burnie (City)
Central Coast
Central Highlands
Circular Head
Clarence (City)
Derwent Valley
Devonport (City)
Dorset
Flinders
George Town
Glamorgan-Spring Bay
Glenorchy (City)
Hobart (City)
Huon Valley
Kentish
Kingborough
King Island
Latrobe
Launceston (City)
Meander Valley
Northern Midlands
Sorell
Southern Midlands
Tasman
Waratah-Wynyard
West Coast
West Tamar
what is local government?
Index no.
1
2
3
4
5
6
7
22
8
9
10
11
12
13
14
15
16
17
18
19
20
21
23
24
25
26
27
28
29
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
Government. While each sphere has separate responsibilities there are linkages through
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
Foreign Affairs
Defence
Trade Relations
Communications
Immigration
Pensions
National Highways
STATE GOVERNMENT
Public Hospitals
Public Schools
Infrastructure
Police Service
Fire Brigades
Ambulance Service
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 program
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 review
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 different, 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
resource. In Glenorchy, 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
Agreements with the University of Tasmania and the Aboriginal and Torres Strait Islander
Commission.
what is local government?
11.
Partnership Agreements currently in place
There are eight signed Agreements: Circular Head, Launceston City, Glenorchy City,
Flinders, Hobart City, Kingborough, Northern Tasmanian Municipal Organisation (a regional
Agreement with eight northern Councils) and Cradle Coast Authority (a regional
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 Premier’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
Government. The Council is chaired by the Premier and includes representatives of all Local
Government in Tasmania. So far, two State-wide Partnership Agreements have been
developed on waste management and simplifying planning schemes. Other issues being
addressed include communication and consultation protocols and State-Local Government
financial relations.
The Local Government Board
The independent Local Government Board is required 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
Government 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
Government 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 Representative
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
proportional representation 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 represent people of like interest
and need, young and old people, Aboriginal and Torres Strait Islander people and those
from 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
Break O'Day
8
1
9
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
Female Mayor
√
√
Derwent Valley
7
2
9
Devonport
10
2
12
√
Dorset
6
3
9
√
Flinders
4
3
7
√
George Town
6
3
9
Glamorgan/Spring Bay
7
2
9
Glenorchy
7
5
12
Hobart
8
4
12
Huon Valley
8
1
9
Kentish
7
3
10
King Island
7
2
9
Kingborough
9
3
12
Latrobe
9
0
9
Launceston
7
5
12
√
√
√
√
Meander Valley
7
2
9
Northern Midlands
6
3
9
√
√
Sorell
7
2
9
Southern Midlands
6
3
9
Tasman
7
2
9
Waratah/ Wynyard
7
3
10
West Coast
7
2
9
West Tamar
8
1
9
Totals
214
71
285
Female Deputy
Mayor
√
√
√
8/29
6/29
Local Government Division
Sources 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 differences 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 bathroom
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 trees,
the paths and tracks are cared for by Council.
• After breakfast the children may be driven to school along a road provided
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
are also part of Council’s responsibility. The younger child may be taken to
the health clinic for a triple antigen booster under the vaccination program
administered 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 returned 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 government
that is closest to the people’, the ‘grass roots’ form of government.
what does local government do?
15.
Duties
The Local Government Act 1993 provides 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 resources 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
community. 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 projects
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
across 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 Elected
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.
Sources for this chapter: Cr. Cheryl Arnol; Cr. Helen Cooper; Ald. Sandra French; The Tasmanian Local Government
Division
at
http://www.dpac.tas.gov.au/divisions/lgo/services/links.html;
Georgetown
Council
at
www.georgetown.tas.gov.au; Devonport City Council at http://www.dcc.tas.gov.au; Local Government Act 1993 a copy of the Act can be purchased at the Government Printer or is available on the Internet at
http://www.dpac.tas.gov.au/divisions/lgo/legislation/lgact.html; Local Government Association of Tasmania, Elected
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 responsibility. 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 research, advice from
Council Management and consultation, both formal and informal. Most Councillors also
serve on committees working on and researching 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
facility. 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 great
deal about her community during the door-knocking phase of her campaign. This helped
to shape her ideas and prepare 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 different 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 property. Residents feel they
can ring you any hour of the day or night, on any matter regardless 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, bedmaking, 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 problem.
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
sure you know whom to address and in what order. About 5 o’clock, you could be asked
to attend a Reception. You need to mix and mingle (and you will have to be appropriately
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 Director. This entails decision-making which may involve financial management
and the allocation of resources (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 requires Councillors to be impartial and, in fact,
they have a duty to maintain impartiality.
This will require 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 professional
officers before making decisions. Cr. Flora Fox who was Deputy Mayor of Kingborough
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.
LEADERSHIP
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 represent 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 respond
appropriately to these issues.
Leadership is also exercised through the implementation of the strategic plan based on an
agreed 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.
Cr. 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.
Cr. Flora Fox advises on the importance of achieving a professional and friendly relationship
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 provides 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
• Vision
- or creating the future
• Versatility
- 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 represent the TOTAL community. It will be easier to
learn 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 groups)
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 prepare for meetings by study
of agenda papers and financial reports.
Time management is, therefore, a skill that Councillors need to acquire if they are to be
effective 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.
Awar eness of meeting pr ocedur 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 procedure and have presentation skills to permit them to put
forward effectively both their views and those of the residents they represent.
Negotiation and being assertive:
Negotiation and lobbying skills are also needed if a
Councillor is to effectively represent potential solutions to fellow Councillors and to
communicate Council decisions to residents or other sectors of Government.
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 considered
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 resources, 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):
Effective decision making and negotiation rely on a firm
knowledge base. Therefore, it will be essential that you can acquire an understanding of
issues. This will entail time in reading background papers and researching 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 improve
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: There are some great tips on public speaking in The Women’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
Cr. June Smith from George Town Council provided a summary of the skills required 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
Sources 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
Raynor, The Women’s Power Handbook, 1999; Local Government Association of Tasmania Elected Members
Handbook, 2001 at http://www.lgat.tas.gov.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 required can appear overwhelming in the first instance
but you will become used to it and absorb information more easily as the subject becomes
more 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 Osborne
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.
FAMILY
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 Taylor, 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 prepare 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.
FINANCES
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
prescribed 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)
prescribes that ‘any allowance payable to a mayor or deputy mayor is additional to the allowance payable to a
councillor’.
Cr. 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 records need to be kept. In some
cases the allowance may need to be taxed. See also the Elected Members Handbook, 2001
(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 Councilendorsed activities as a Councillor provided actions are undertaken in good faith and for
purposes related to Council activities.
However, 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!
There may be situations where you are required to declare any pecuniary interest which
could advantage or disadvantage you or a close member of your family. You will need to
declare that interest in a formal manner at a Council meeting should the situation arise. For
example, in simple terms, Council may be required to approve an application for a
commercial 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
Many, 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
strong, have confidence in themselves and believe in what they can do. Men use their
strength to shout women down!" Another stated that, "never in her life had she been
treated 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 relations
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.
Cr. 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
strongly 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 The
Women’s Power Handbook. Being forewarned of these strategies is to be forearmed.
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.
Cr. 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.
Cr. Joan Walters has provided a comprehensive set of statements about why she decided to
stand for election to Launceston City Council. Several reasons reaffirm 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 requirements. 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
NOMINATING
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 provide
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 Officer
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 Officer
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
chapter. 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 ovided.
Extracted and adapted from Tasmanian Local Government Elections, Information for Candidates. Tasmanian
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 afford 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
more. This does not take into account all the help and in kind support you will receive
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 earnest.
There 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 Office
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 returned to ‘reality’ they found themselves elected! Both of these women,
however, 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 resources before you decided to stand. But now
‘make a list’. Judy Horacek presents a wonderful cartoon in The Women’s Power Handbook
captioned ‘Behind every great woman there’s rather a lot of lists’. Make lists of resources
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.
campaign manager should be:
Your
• 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
there 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
Councillors.
1. Analyse the voting patter
and where.
ns and issues in your electorate – what matters to who
2. Leafleting/letterboxing
– distributing brochures 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. You
will meet people in gardens and get to chat. However, what you do will depend on your
resources.
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 recommends
weatherproof 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 Women’s Power Handbook, Joan
Kirner and Moira Raynor offer some practical useful hints.
• Never go alone (your supporters can work with you in the same street)
• 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
ensure 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
want someone to comment.
42. chapter 6
– you will pick up on the issues and be there if the press
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 press
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 careless.
13. In Tasmania there is no Election Day as such. People may vote as soon as they receive
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 preference
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 preference. Think about
preference swapping with other candidates.
A CHECKLIST OF TASKS
In the last chapter we provided a check list of the skills and resources 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
workshops.
nomination and the campaign
43.
Table 4
A Checklist of Tasks
44. chapter 6
Task
When
Identify key people for advice. Find a mentor and
supporters.
Months before
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
develop a strategy – (list community groups you want to
talk to and start making contact – plan door-knocking,
leaflet drops etc.) and allocate tasks.
Months before
Develop your message, the precursor of your candidate
statement – and put the important dates in your diary ie.
when you have to nominate. Meet regularly with your team
and keep lists.
Months before
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
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.
A couple of months before if possible
Prepare your candidate statement – draft and redraft – ask
for input from your supporters.
A couple of months before deadline
Doorknock, letterbox, attend functions, aim for media
attention, put your signs up.
From nomination day on to close of polls
Prepare for vote counting you may want to have a
scrutineer at the vote counting.
Close of polls
Thank all your friends and supporters and thank you
notices on bill boards. Evaluate all that went well and all
that did not and prepare for next time.
After the results
Finalise your election accounts and carefully file all your
records and press cuttings for next time.
After the results
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 difference in her campaign material
when she used a good graphic artist, with professionally produced material to bromide
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.
Sources for this chapter: Bob Batchelor, Tasmanian Electoral Office; Ald. Pru Bonham; Ald. Leona Bradley; Ald. Lyn
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.electoral.tas.gov.au; Local Government
Act 1993 at www.thelaw.tas.gov.au; Joan Kirner and Moira Raynor,1999, The Women’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!
HINT : 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
escribed
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.
Where: Where is the event taking place? Be specific about the address, include an address
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 Tasmania’s
future prosperity). Use colourful, active words. Use direct quotes. Sentences and
paragraphs should be short (2-3 lines). Never write more than two pages. Clearly address
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
Government 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?
It’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 resource
allocation according to news priorities.
Monday, Tuesday or Sunday are usually good opportunities to get ‘a run’ but be aware that
electronic 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 morning,
midday, 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.
HINT : 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
efully , so that you can refer to them easily. This
ar chive 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!
INTERVIEWS
No matter what the media (radio, television, or newspaper) and no matter who the
interviewer, 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 prepared. 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
misperceptions 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?
Regardless of the length, do not try to get more than three main points across in any
interview. 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 rehearsed.
You want to appear sincere and personable.
50. chapter 7
REMEMBER: Most of your interviews will be ‘on the r
ecor 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
ound
information only and do not want direct attribution but this may not be published.
You can also go "off the r ecor d" which means that the journalist will r
eceive
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 reporter. They may also give you an opportunity to say your piece
before 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 prepared 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
are 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.
INTERNET
If you have the time and resources, 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.
There is strong evidence that mentoring assists women (and men) to achieve success, lessen
stress 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 three
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 reference’ and help you hit the
ground running.
Provision 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-history
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
nment . 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 government.
Having someone for advice on how to best handle the issues or even to share
them with, makes a real difference. The same comes to issues that you want your
local council to take on. Time is precious and mentors are great as sounding
boards 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
Cr. Jan Edwards pays tribute to Joan Kirner and Moira Rayner for their work The Women’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 rewarding 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).
Sources 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.
Here 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.
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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 roles
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
share 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 Deirdre 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. Deirdre
travels widely and knows that each community she visits will have different 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 differences have already been noted.
Everywoman’s Guide to Getting into Politics notes that in spite of the fact that Local
Government deals with so many of the issues related to women’s interests and is relatively
free 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 relationship
difficulties is The Women’s Power Handbook by Joan Kirner and Moira Raynor. It deals with
learning 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 Bromfield’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 from
school!
4. Making women feel inadequate
Women may be given too much to do and not enough resources. 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 offered 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 effective
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
learn about the ways their Council and community worked and also informed Councillors
or the needs of young people.
Cr. 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 required
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
architect. 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
were 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.
Cr. 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.
Cr. Judy Bromfield from the Derwent Valley Council worked with the State Government to
gain overtaking lanes on a treacherous 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 Waratah/Wynyard 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. Elected
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
Office of the Director of Equal Opportunity in Public Employment in NSW, 1996, Mentoring
Made Easy: A Practical Guide for Managers
Office of Status of Women, 1995, Every woman’s guide to getting into politics,
Commonwealth of Australia, Canberra
Sinclair, 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
www.dpac.tas.gov.au/divisions/lgo
Division,
Directory
of
Tasmanian
Councils,
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 .