The one in which I explore how effective one can be as a Parish Councillor...

There are, as at any level of government, limits upon what you, as an elected representative, can do or achieve.

There are the financial ones - what discretionary spending is available, if any, what resources you can bring to bear in terms of staff, the ability to increase income. There are personal ones - how much time you have available, how much casework you get, your level of commitment. And there are cultural ones - how empowered you are, how much information you can obtain.

At Parish Council level, the 'debate' is more philosophical in nature than elsewhere. The general lack of elections means that the motivation to work for the electorate has to come from within, rather than through any fear of defeat at the polls. The absence, for the most part, of partisan politics means that there is a risk of isolation, balanced by an enhanced sense of independence.

It is also much more personal. The staff are not faceless, he or she is all that you have. If the relationship is good, based on mutual respect, a shared sense of purpose and an understanding of each other's needs, it works very well. If, however, you are not lucky enough to have this, it is unlikely to end well. And, because you are on your own, there is a lack of support - nobody to explain why, or how, nothing to ensure that you are included. In short, there is the scope for conflict.

The financial aspects are, at this level, far less complex, but far more personal. The money I spend as part of the Parish Council is raised from my immediate neighbours. If I waste money, they know about it and, given that I can't hide behind a large, faceless bureaucracy, there is nowhere to run. And, as a fiscal conservative, I fret about spending money 'because we can'. It could be a toxic combination, if you allow it to become one.

Next time: how your commitment and the council culture can boost, or reduce, your effectiveness...