Who would want to be a councillor?

First, you are required to give up a huge chunk of your life, for very little reward. Then you are expected to take on huge responsibilities, for even less recognition.

Perhaps the most responsible post of all is cabinet member for adults and children's services. Few other posts have such direct responsibility for people's lives – their health, welfare and education.

In both posts, there are critical decisions to be made on the welfare of others – and with large budget implications.
And, what's worse, is that some councillors taking on the job are thrown in at the deep end, with no real experience to call on.

Latest research, from the Improvement and Development Agency (IDeA), has revealed there are huge gaps in the knowledge of some cabinet members for adults and children's services.

According to the IDeA, these complex roles often vary from one authority to the next – making it difficult to come up with a ‘one-size-fits-all' description of the role of lead member for children's services.

Andrew Cozens, strategic adviser for children, adults and health services at the IDeA, says the agency is trying to bridge the knowledge gaps. The research has tried to identify what lead members for adults and children's services need to know – and to provide answers for them through an Internet-based resource.

Worryingly, the IDeA found many of the difficulties they identified were in tune with what came out of the Laming report, following the death of Victoria Climbie in 2000. One of the major difficulties includes trying to balance strict government targets with local priorities.

Says Mr Cozens: ‘There is growing concern that the role is hugely complex. There is a big gap in knowledge.'

The IDeA has identified around 20 to 25 areas they think all lead members on adult services should know about, and they will be launched at the National Children and Adult Services Conference in Bournemouth later this month.

Mr Cozens and the IDeA are working with the leadership academy to better equip councillors with the skills they need to take on this role. It is a big step forward, given the turnover they have discovered since they took on this research.

‘One of the most surprising things we have come across is the extent of turnover in this job,' claims Mr Cozens. It was around 50% in the past year. And the rapid rollover leads to a lack of clarity and consistency in this key post.

In part, he claims, this is due to annual elections, but it is still a worrying figure.

The IDeA has also put networks in place, both nationally and regionally, to offer support to lead members of adults and children's services.
It also recognises a need for benchmarking.

Mr Cozens claims many authorities are starting to get round their problems by bringing in help and expertise from other places. They are working with members from other political parties and from partner organisations.

More radical authorities have come up with other innovations – including Herefordshire CC's much-reported joint chief executive with the local primary care trust. 

As with local government minister John Healey's plan for a ‘town hall of all the talents', the plan is to use the knowledge of others to help deliver services more efficiently.

According to Mr Cozens, it will require buy-in from all the political parties, but it will also lead to better care for those who need it most.