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Annex A Councillors' role profiles/description
All councillors:
Key purpose/roles
- To represent the views and interests of your Ward and its individual constituents and deal with their enquiries and representations fairly and without prejudice
- To contribute actively to the formulation and scrutiny of the Council's policies, budgets, strategies and service delivery
- To champion the best interests of the council and the community as they relate to the improvement of the quality of life, social, economic and environmental well-being of the community and its citizens
- To work in partnership with others in the Council, partnership organisations at council and community level to help to achieve the above.
Key tasks/accountabilities
- To represent and act as an advocate for the interests of your Ward, liaising and working with local organisations and representative groups to further the interests of the Ward and its individual constituents
- To be available to represent and deal effectively with constituents' enquiries and representation on individual and community interests
- To contribute effectively to the debates and decision making activities of the Council prior to setting policies, budgets, strategies and service delivery targets
- To participate effectively as a member of any committee or panel to which you are appointed, including related responsibilities for the services/ resources falling within the committee's terms of reference such as human resource issues, staff appointments, setting fees and charges
- To participate in the scrutiny or performance review of the services of the Council including the scrutiny of policies and budgets and their effectiveness in achieving the Council's objectives
- To support the creation of an inclusive working environment and develop effective working relationships with other elected members and officers of the Council.
- To support the creation of a constructive working relationship with the others councillors representing the same ward.
- To participate in the activities of any outside body or partnership forum to which you are appointed by the Council, providing two way communications between the Council and the body. Also to develop and maintain a working knowledge of the Council's policies and practices in relation to that body and of the community's needs and aspirations in relation to that body's role and functions
- To liaise on behalf of the Council and represent and promote the Council's interests with other public bodies to promote better understanding and partnership working
- To fulfil the statutory and locally determined codes of conducts and standards for elected members and maintain the highest standards of conduct at all times
Senior councillors
In addition to the roles/tasks and accountabilities expected of all councillors the following are expected of councillors with significant additional responsibilities:
Key purpose/roles
- To provide leadership in relation to policy formulation, implementation and monitoring of the Council's policies, budgets, strategies and service delivery in relation to your specific area of responsibility, and to contribute to the effective governance of the Council
- To ensure that your area of responsibility contributes to promoting the best interests of the Council and the community and improve the quality of life, social, economic and environmental well-being of the community and its citizens.
Key tasks/accountabilities
For your area of responsibility:
- To facilitate policy development via appropriate mechanisms - committees, working groups, working with officers and working in partnership with partner organisations
- To give political direction to senior officers of the council in your area of responsibility
- To chair effectively relevant committees, sub-committees and working groups
- To take responsibility for decisions taken within these committees or other forums
- To support and encourage participation and debate by all councillors in relevant forums including committees, scrutiny panels and working groups and respond to scrutiny of decisions and service delivery/performance
- To ensure that effective working relationships with all councillors, officers and relevant partner organisations are developed and maintained
- To represent and communicate the views and best interests of the council in relevant forums including the community, the media, partnership organisations and national bodies
- To monitor, review and comment on performance and budget, to ensure that Council policies are implemented; and where necessary initiate relevant action
- To be fully aware of relevant legislative and national and local policy frameworks
In contributing to the effective governance of the council:
- To work with the Council leadership to ensure the effective governance of the authority
- To contribute to policy formation on corporate strategy, policies and overall budget matters and participate constructively in relevant forums
- To represent the Council at appropriate civic and/ or other engagements including as a substitute for the Council Leader or Civic Head of the Council
Council leaders:
In addition to the roles/ tasks and accountabilities expected of all councillors the following are expected of Council Leaders.
Key purpose/roles
- To lead the political administration of the Council
- To provide leadership in relation to policy formulation, implementation and monitoring of the council's policies, budgets, strategies and service delivery and to contribute to the effective governance of the Council
- To provide strategic leadership and clear political direction and guidance to promote the best interests of the Council and the community and improve the quality of life, social, economic and environmental well-being of the community and its citizens.
- To ensure that effective working relations are developed throughout the Council and between the Council and external partners in order to promote the best interests of all its communities.
Key tasks/accountabilities
- To provide strategic, political and cultural leadership for the Council in partnership with the Chief Executive
- To give direction to the Chief Executive on political matters and participate in the performance review and development of the Chief Executive
- To have an overview and facilitate corporate and cross cutting policy formulation, strategy development and financial planning
- To promote partnership working with partner organisations and other service providers, including Community Planning partners
- To act as the principal Council representative in discussions and negotiations with national bodies
- To ensure that the political decision making structures of the Council operate effectively
- To take responsibility for, and promote the Council's policy and political decisions
- To be the political figurehead and provide an external focus for the Council including handling media and press enquiries
- To develop and maintain effective working relationships with councillors and senior officials
Competencies framework
The competencies shown in this framework are cumulative - that is, the competencies shown for councillors will also be held by councillors with significant additional responsibility and by Council Leaders.
The framework has eight competencies:
- Change - adapting to and leading change and improvement
- Communication - communicating using appropriate media to different groups
- Corporate focus - taking collective responsibility for decisions affecting the Council as a whole
- Decision making - problem solving, analysis and the decision making cycle
- Leadership and team working - working with others and providing leadership and direction
- Partnership working - providing community leadership and working in partnership with other organisations
- Personal effectiveness - skills and techniques of managing and developing personal skills
- Political awareness - working effectively within the political environment
1. Change - adapting to, and leading change and improvement
Councillors | Senior Councillors | Leaders |
|---|
Responds positively to change and promotes the change process Supports others in responding to change Has an understanding of the modernising government agenda, including the role that councillors should play in promoting Best Value | Supports the change process and encourages the strategic development of own area | Initiates and supports change across the council Builds support for change across the council Promotes a culture in which people are encouraged to identify and try out new ideas |
2. Communication - communicating using appropriate media to different groups
Councillors | Senior Councillors | Leaders |
|---|
Expresses self clearly and concisely in writing and in oral presentations Debates objectively when challenging a position Adapts communication style appropriate to recipients and situations Approachable and easy to talk to | Identifies information needs of audiences/groups Deals effectively with conflicting interests and is able to summarise competing arguments Demonstrates the ability to negotiate and manage discussion at appropriate level Demonstrates an ability to influence others, on a one to one basis and/ or in meetings | Demonstrates the ability to negotiate and to manage discussions on controversial issues at the highest level Deals effectively with conflicting interests where there are hidden or competing agendas Demonstrates ability to communicate using appropriate media to a wide cross section of groups, internal to the council and external Is capable of influencing others at the highest level either on a one to one basis and/or in meetings |
3. Corporate focus - taking collective responsibility for decisions affecting the council as a whole
Councillors | Senior Councillors | Leaders |
|---|
Has a good understanding of the Council's Corporate Plan and other strategic plans Has a good understanding of how the Corporate Plan translates into Departmental/ Service Plans Promotes the council's services Contributes to the monitoring and scrutiny of the council's performance and budget | Has a high level of awareness of how the corporate plan translates into the clear and achievable plans for their area of responsibility Has a high level of awareness of how their area of responsibility can contribute to the council's objectives Demonstrates the ability to work effectively with senior officials to ensure that their area of responsibility contributes to, and that the relevant Departmental/Service Plans are implemented in accordance with, the council's corporate objectives | Is able to set and promote the corporate vision and direction for the council Assumes corporate political responsibility for achieving the Council's Corporate Plan and meeting performance objectives Promotes the Corporate Plan and vision across the council and to external agencies and partnership bodies Translates the Corporate Plan into core values and corporate organisational priorities and policies Identifies and supports strategic level partnerships key to achieving the council's corporate objectives |
4. Decision making - problem solving, analysis and the decision-making cycle
Councillors | Senior Councillors | Leaders |
|---|
Has a positive attitude to problem solving Identifies and can evidence the selection of appropriate information on which to base a decision Demonstrates the ability to interpret and analyse relevant information to support decision making | Demonstrates the ability to reason logically and can evidence reasons behind decision making Has ability to bring others along side when taking decisions Demonstrates ability to confront difficult or awkward decisions Encourages environment within committees for effective decision making | Provides leadership in decision making and has highly developed negotiation skills to bring others along side at the highest level Demonstrates the capability to take decisive and appropriate action required to ensure that Corporate decisions are implemented Is able to encourage an environment across council conducive to effective decision making Has the ability to take decisive action by assessing risk and reaching a clear conclusion |
5. Leadership and team working - working with others and providing leadership and direction
Councillors | Senior Councillors | Leaders |
|---|
Has the capability to work and contribute effectively across multi-party and multi-agency teams Works with and contributes effectively to partnership agencies and organisations at community and council wide levels | Generates enthusiasm and commitment within multi-party and multi-agency teams Demonstrates ability to lead in own area of responsibility Is capable of working with councillors and officers to deliver on departmental and service objectives Is capable of working effectively with cross function groups and disparate professional teams | Is able to command respect across the council and at the highest levels of outside agencies and partner organisations Leads the council by setting a clear direction and a positive example for other to follow and by providing visible leadership Fosters a culture which encourages effective working across the council Is capable of working with the Chief Executive and other senior officials to deliver the council's objectives |
6. Partnership working - providing community leadership and working in partnership with other organisations
Councillors | Senior Councillors | Leaders |
|---|
Is able to command respect in the local community and can provide community leadership Contributes to partnership initiatives as required at community and council wide levels Works effectively with partner agencies at a ward level | Demonstrates the ability to work in partnership, establish joint working practices to support achievement of objectives Is able to support the creation and development of internal and external partnerships and lead them meeting the council's objectives Makes an effective contribution to partnership working in own area of responsibility | Promotes and supports partnership working at council level Provides clear leadership on partnership bodies Supports external partnerships and is able to promote the interests of the council in such partnerships at the highest level Initiates opportunities to work with partner agencies to meet council objectives |
7. Personal effectiveness - skills and techniques of managing and developing personal skills
Councillors | Senior Councillors | Leaders |
|---|
Maintains effective working relations with colleagues and partners Manages own time effectively Deals effectively with paperwork and record keeping Carries out personal development appropriate to improve own performance in fulfilling councillors' role | Able to develop effective working relationships with senior officers in order to ensure that goals and objectives are met Sets challenging standards of performance for self and others and leading by example | Able to respond effectively when faced with complex, contradictory or competing situations Able to develop effective relations and represent the council at the highest level outside the council Highly respected by all members of the council Supports senior councillors through a process of evaluation and feedback |
8. Political awareness - working effectively within the political environment
Councillors | Senior Councillors | Leaders |
|---|
Demonstrates an understanding of the Council's decision making and how services are delivered Demonstrates an awareness of the diversity of needs within the community Has a basic understanding of local and national politics, policy and financial frameworks | Demonstrates a sound understanding of local and national politics, policy, financial and legislative frameworks | Demonstrates an excellent knowledge and understanding of local and national politics, policy, financial and legislative frameworks Demonstrate the ability to exert influence at local, regional and national levels |
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