|
A Development Framework for
Councillors in Wales 2021
Consideration was given
to the Report upon the Development Framework for Councillors in Wales 2021. It was reported
that the framework had been developed by the WLGA, as a useful guide
to identify priorities for continual personal and professional development
and for providing support and training for members. It includes a range of generic
competencies required by all Councillors as well as specialist competencies
related to specific roles on the Council.
The generic competencies include:
fundamental skills such as understanding the role of the Councillor, and the
Local Authority, conduct, equalities and diversity, ICT skills and work-life
balance etc; skills required by all councillors in
their roles as community leaders such as consultation and engagement;
casework on behalf of the public; partnership and representation; and working
in a political environment. Specific role competencies include an
understanding of the role of Scrutiny, policy development and review, holding
the Executive to account, monitoring performance; Chairing skills; serving on
statutory / regulator committees; Executive Members;
and Council Leadership.
The framework would feed into the training
/ induction programme for Councillors.
Relevant sections to the Ethics and Standards Committee
The table below refers to the
fundamentals: A range of general skills required by all Members.
|
Ref
|
Requirement
|
Knowledge and Skills
|
Effective behaviours
|
|
A3
|
Conduct
|
The ethical framework that Councillors must
work to.
The Code of Conduct. The role of the Monitoring
Officer, Standards Committee, Local Resolution Protocol. the
role of and guidance from the Public Services Ombudsman for Wales.
|
Always abides by the Code of Conduct. Always
declares and defines interests when necessary. Seeks advice from the
monitoring officer when necessary.
|
|
A17
|
Working with Officers
|
The role of officers generally and the ‘rules’
they need to abide by including a deeper understanding of the role of
senior officers such as the Chief Executive, Senior Management Team,
Monitoring Officer and Heads of Finance, Legal and Democratic Services.
Skills in acting as a corporate employer. Understanding of the appointments
process and interviewing skills.
|
Maintains professional relationships with
officers, recognising boundaries and abiding by the Member Officer
Protocol. Acts as an effective member of an appointment panel, applying
sound HR and equality and diversity principles to
make appointments.
|
|
A38
|
Group Discipline
|
Understanding of the behaviours and conduct
required of a group member
|
Works according to the standards of behaviour
required by the Group Leader.
|
|
B8
|
Committee Leadership
|
An in depth understanding of the role of the
committee and its scope.
Ability to liaise with relevant officers,
members, and agencies.
Commitment to enabling all committee members to
develop skills and participate effectively in meetings.
|
Promotes the work and value of the committee in
the Council and to the public. Works with the committee outside of meetings
to make it work more effectively. Communicates with members and officers
with an interest in committee proceedings. Builds relationships with the
relevant Heads of Service/ Directors to ensure that the work of the
committee is relevant, well informed and provides the outcomes needed.
|
|
B16
|
Standards
|
The law and constitution in relation to
conduct.
Local resolution protocols.
Needs of both County Council
and Town and Community Councils for Training in relation to the Code
of Conduct.
Member behaviour, dealing with reports from
Group Leaders and annual reporting
|
Demonstrates objectivity by taking independent
decisions based on evidence and the legal responsibility placed on
committees acting in a semi- judicial role. Transparently adheres to the
Code of Conduct. Seeks appropriate professional officer advice, personal
development or briefing before taking decisions.
|
It was AGREED to note the Development
Framework for Councillors and how it relates to the Ethics and Standards
Committee
|
PDF 825 KB