Renewing the party

Political parties must ensure voters are more widely consulted if they want to thwart the BNP and st

The prospect of Gordon Brown’s leadership has brought a renewal of interest in Labour. He has said the past decade’s membership decline must be reversed, and the deputy leadership candidates all made calls to rebuild the party. This is a big challenge which requires reform not just of the organisation but of its role in the wider community.

All party memberships are dropping – Tory membership figures continued to fall, even during David Cameron’s first high profile year. There is a perceived malaise which is part of the wider disengagement in politics generally.

What's more, parties are the least trusted of civil institutions and are subject to increasingly active antagonism at elections. In 2005, more than a third of people, without being asked, were actively urging others to vote against a particular party; in 1997 it was just one in seven.

The central question is whether people see political parties as an important part of our democratic system or as a barrier to democracy and good government. Recent research for the Young Foundation shows the answer, perhaps to the surprise of many, is that people do understand the need for political parties and when asked if they believe political parties are good, bad or make no difference for a democratic system, those saying “good” outnumbered “bad” by 7:1. Half those questioned thought that political parties in Britain “enable people to have a voice”, though they are very critical of how they perceive parties to operate.

When then asked what changes would help to make political parties more appealing, the top three responses were, in order: involving people more in local decision-making; listening more to the public; and taking the time to talk to people about their organization and explaining their values. This provides a rich agenda for parties at national and local level: developing as more active forums for debate and deliberation; being more pluralist in culture and composition; campaigning more forcefully on community concerns; acting as a stronger bridge between local level issues and national institutions, policies and debate; and, critically, being seen and strongly supported by the party leaderships to play an essential role in between and not just during elections.

Labour’s Big Conversation in 2004 was a good initiative but it was a one-off.

Now, Brown’s determined devolution of power from the centre – on local government, education, health, crime and economic development – will bring more decisions within people’s reach. It is the opportunity for local parties to act more continuously as a forum for wider public dialogue, active consultation, involvement in decision-making and in holding local government or agencies to account.

[In recent years, however, the locus of mainstream political parties has become more centralized. Parties have moved away from the community and civil society, creating a vacuum which single-issue campaigns or sectional interest groups are filling. This is a particular characteristic of political parties in power when the imperative to support the government inevitably moves them towards the state and further from being either a voice or channel for local and regional viewpoints. Many in the Labour Party would recognise this description of our present position and Conservatives might accept that their party is only now emerging from the long shadow of 18 years in government.]

Two significant shifts are required.

First, membership is central but parties cannot renew their purpose and appeal only through the singular mechanism of membership. With the general decline in collective institutions and identities, the traditional form of political party association – pay to have your say – is too limited. Parties must encourage wider connections through supporter status, online networks, consultative forums, and more joint meetings, training and campaigns. New technologies and electronic communications can help but there is no techno-fix. What parties and politicians do, and crucially how they respond to public interest and views, is the key.

And second, parties must understand and encourage a wider definition of what it means to be politically active. Electoral Commission research shows that the vast majority of people are actively interested in the issues that affect them, their family and the wider world. They want to have a say in the way the country is run. Yet the perception exists that politics is something done by others in formal institutions.

Parties must seek to foster an appreciation that the broad political process is simply individuals seeing things they want to change, making allies, pressing the case and securing the necessary decisions to bring about that change.

The goal is to translate civic activism into a political activism that is not limited to the activities of professional politicians. The Make Poverty History Campaign showed the power of such links, and climate change concerns have a similar potential

No-one should underestimate the challenge in making political parties more interesting and appealing – too often one of the last places to go for anyone with an appetite for political discussion or action is a local Labour Party meeting. The stakes, however, are high. If the major parties fail to meet these challenges of renewal, then the recently rising appeal of BNP anti-politics and “none of the above” will strengthen.

John Healey is the Labour MP for Wentworth and Dearne and was formerly housing minister, local government minister and financial secretary to the Treasury

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“I felt so frantic I couldn’t see my screen”: why aren’t we taking mental health sick days?

Some employees with mental health problems fake reasons for taking days off, or struggle in regardless. What should companies be doing differently?

“I would go to the loo and just cry my eyes out. And sometimes colleagues could hear me. Then I would just go back to my desk as if nothing had happened. And, of course, no one would say anything because I would hide it as well as I could.”

How many times have you heard sobbing through a work toilet door – or been the person in the cubicle?

Jaabir Ramlugon is a 31-year-old living in north London. He worked in IT for four years, and began having to take time off for depressive episodes after starting at his company in 2012. He was eventually diagnosed with borderline personality disorder last January.

At first, he would not tell his employers or colleagues why he was taking time off.

“I was at the point where I was in tears going to work on the train, and in tears coming back,” he recalls. “Some days, I just felt such a feeling of dread about going into work that I just physically couldn’t get up ... I wouldn’t mention my mental health; I would just say that my asthma was flaring up initially.”

It wasn’t until Ramlugon was signed off for a couple of months after a suicide attempt that he told his company what he was going through. Before that, a “culture of presenteeism” at his work – and his feeling that he was “bunking off” because there was “nothing physically wrong” – made him reluctant to tell the truth about his condition.

“I already felt pretty low in my self-esteem; the way they treated me amplified that”

Eventually, he was dismissed by his company via a letter describing him as a “huge burden” and accusing him of “affecting” its business. He was given a dismissal package, but feels an alternative role or working hours – a plan for a gradual return to work – would have been more supportive.

“I already felt pretty low in my self-esteem. The way they treated me definitely amplified that, especially with the language that they used. The letter was quite nasty because it talked about me being a huge burden to the company.”

Ramlugon is not alone. Over three in ten employees say they have experienced mental health problems while in employment, according to the Chartered Institute of Personnel and Development. Under half (43 per cent) disclose their problem to their employer, and under half (46 per cent) say their organisation supports staff with mental health problems well.

I’ve spoken to a number of employees in different workplaces who have had varying experiences of suffering from mental ill health at work.

***

Taking mental health days off sick hit the headlines after an encouraging message from a CEO to his employee went viral. Madalyn Parker, a web developer, informed her colleagues in an out-of-office message that she would be taking “today and tomorrow to focus on my mental health – hopefully I’ll be back next week refreshed and back to 100 per cent”.

Her boss Ben Congleton’s reply, which was shared tens of thousands of times, personally thanked her – saying it’s “an example to us all” to “cut through the stigma so we can bring our whole selves to work”.

“Thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health – I can’t believe this is not standard practice at all organisations.”


Congleton went on to to write an article entitled “It’s 2017 and Mental Health is still an issue in the workplace”, arguing that organisations need to catch up:

“It’s 2017. We are in a knowledge economy. Our jobs require us to execute at peak mental performance. When an athlete is injured they sit on the bench and recover. Let’s get rid of the idea that somehow the brain is different.”

But not all companies are as understanding.

In an investigation published last week, Channel 5 News found that the number of police officers taking sick days for poor mental health has doubled in six years. “When I did disclose that I was unwell, I had some dreadful experiences,” one retired detective constable said in the report. “On one occasion, I was told, ‘When you’re feeling down, just think of your daughters’. My colleagues were brilliant; the force was not.”

“One day I felt so frantic I couldn’t see my screen”

One twenty-something who works at a newspaper echoes this frustration at the lack of support from the top. “There is absolutely no mental health provision here,” they tell me. “HR are worse than useless. It all depends on your personal relationships with colleagues.”

“I was friends with my boss so I felt I could tell him,” they add. “I took a day off because of anxiety and explained what it was to my boss afterwards. But that wouldn’t be my blanket approach to it – I don’t think I’d tell my new boss [at the same company], for instance. I have definitely been to work feeling awful because if I didn’t, it wouldn’t get done.”

Presenteeism is a rising problem in the UK. Last year, British workers took an average of 4.3 days off work due to illness – the lowest number since records began. I hear from many interviewees that they feel guilty taking a day off for a physical illness, which makes it much harder to take a mental health day off.

“I felt a definite pressure to be always keen as a young high-flyer and there were a lot of big personalities and a lot of bitchiness about colleagues,” one woman in her twenties who works in media tells me. “We were only a small team and my colleague was always being reprimanded for being workshy and late, so I didn’t want to drag the side down.”

Diagnosed with borderline personality disorder, which was then changed to anxiety and depression, she didn’t tell her work about her illness. “Sometimes I struggled to go to work when I was really sick. And my performance was fine. I remember constantly sitting there sort of eyeballing everyone in mild amusement that I was hiding in plain sight. This was, at the time, vaguely funny for me. Not much else was.

“One day I just felt so frantic I couldn’t see my screen so I locked myself in the bathroom for a bit then went home, telling everyone I had a stomach bug so had to miss half the day,” she tells me. “I didn’t go in the next day either and concocted some elaborate story when I came back.”

Although she has had treatment and moved jobs successfully since, she has never told her work the real reason for her time off.

“In a small company you don’t have a confidential person to turn to; everyone knows everyone.”

“We want employers to treat physical and mental health problems as equally valid reasons for time off sick,” says Emma Mamo, head of workplace wellbeing at the mental health charity Mind. “Staff who need to take time off work because of stress and depression should be treated the same as those who take days off for physical health problems, such as back or neck pain.”

She says that categorising a day off as a “mental health sick day” is unhelpful, because it could “undermine the severity and impact a mental health problem can have on someone’s day-to-day activities, and creates an artificial separation between mental and physical health.”

Instead, employers should take advice from charities like Mind on how to make the mental health of their employees an organisational priority. They can offer workplace initiatives like Employee Assistance Programmes (which help staff with personal and work-related problems affecting their wellbeing), flexible working hours, and clear and supportive line management.

“I returned to work gradually, under the guidance of my head of department, doctors and HR,” one journalist from Hertfordshire, who had to take three months off for her second anorexia inpatient admission, tells me. “I was immensely lucky in that my line manager, head of department and HR department were extremely understanding and told me to take as much time as I needed.”

“They didnt make me feel embarrassed or ashamed – such feelings came from myself”

“They knew that mental health – along with my anorexia I had severe depression – was the real reason I was off work ... I felt that my workplace handled my case in an exemplary manner. It was organised and professional and I wasn’t made to feel embarrassed or ashamed from them – such feelings came from myself.”

But she still at times felt “flaky”, “pathetic” and “inefficient”, despite her organisation’s good attitude. Indeed, many I speak to say general attitudes have to change in order for people to feel comfortable about disclosing conditions to even the closest friends and family, let alone a boss.

“There are levels of pride,” says one man in his thirties who hid his addiction while at work. “You know you’re a mess, but society dictates you should be functioning.” He says this makes it hard to have “the mental courage” to broach this with your employer. “Especially in a small company – you don’t have a confidential person to turn to. Everyone knows everyone.”

“But you can’t expect companies to deal with it properly when it’s dealt with so poorly in society as it is,” he adds. “It’s massively stigmatised, so of course it’s going to be within companies as well. I think there has to be a lot more done generally to make it not seem like it’s such a big personal failing to become mentally ill. Companies need direction; it’s not an easy thing to deal with.”

Until we live in a society where it feels as natural taking a day off for feeling mentally unwell as it does for the flu, companies will have to step up. It is, after all, in their interest to have their staff performing well. When around one in four people in Britain experience mental ill health each year, it’s not a problem they can afford to ignore.

If your manager doesn’t create the space for you to be able to talk about wellbeing, it can be more difficult to start this dialogue. It depends on the relationship you have with your manager, but if you have a good relationship and trust them, then you could meet them one-to-one to discuss what’s going on.

Having someone from HR present will make the meeting more formal, and normally wouldn’t be necessary in the first instance. But if you didn’t get anywhere with the first meeting then it might be a sensible next step.

If you still feel as though you’re not getting the support you need, contact Acas or Mind's legal line on 0300 466 6463.

Anoosh Chakelian is senior writer at the New Statesman.