Job Description for elected members, Stoke on Trent Council

8/9/2019 Job Description for elected members, Stoke on Trent Council

1/26


2/26

2

Introduction

The set of role descriptions have been designed to be a working document essentially tobe used as a guide to both members and officers. These role descriptions are in essencefor guidance and are not to be considered as prescriptive or exclusive.

The draft set covers the following roles:

Elected Member (Generic for all Elected Members)

Leader

Deputy Leader

Cabinet Member

Chair of a Regulatory Committee (e.g. Licensing, Development Management)

Regulatory Committee Member

Chair of Overview and Scrutiny

Overview and Scrutiny Committee Member


3/26

3

Elected Member Role Description

1. Accountabilities

To the electorate of the Ward that the member represents.

To the electorate of the City of Stoke-on-Trent.

To Full Council

2. Role Purpose and Activity

Representing, Supporting and Enabling Communities Represent ward interests, and deal with constituents enquiries and representations

Be an advocate for Stoke-on-Trent City Council in the ward and communities they serve

Be a channel of communication to the community on Council strategies, policies,procedures and services.

Represent individual constituents and local organisations, undertaking casework on theirbehalf and serving all fairly and equally

Champion community concerns and causes to Stoke-on-Trent City Council or their partners

Liaise with other council members, council officers and partner agencies to ensure that theneeds of the local communities are identified, understood and supported

Promote tolerance and cohesion in local communities

Seek high performance across the public sector to improve quality of life in Stoke-on-Trentas a whole

Be available and visible, allowing constituents to raise issues of importance or personalconcern and take action on issues raised.

`Ensure local people are informed about:- Services in their area- Decisions that affect them- The reasons why decisions are taken by the Council- Their rights as constituents in The City of Stoke-on-Trent

Making Decisions and Overseeing Council Performance Attend full Council and other meetings and contribute to and inform debate reaching and

making informed and balanced decisions, and overseeing performance that you believe isin the best interests of Stoke-on-Trent.

Participate in informed and balanced decision making on committees and panels to whichthey might be appointed

Adhere to the principles of democracy and collective responsibility in decision making

Promote and ensure efficiency and effectiveness in the provision of Stoke-on-Trent CityCouncil and other public services in the discharge of their functions to serve the needs ofthe people of Stoke-on-Trent.

Help decide service priorities and participate in agreeing and setting a budget; attendingbriefing and information sessions in preparation for the budget process.

Inform the expenditure of ward budgets delegated to Chief Officers for locally basedinitiatives.

Providing Scrutiny and Challenge Participate fully in the activities of Stoke-on-Trent City Councils Overview and Scrutiny

function, delivery of the work programme and any associated task and finish groups.

Contribute actively to the formation and scrutiny of the authoritys policies, budget,strategies and service delivery

Challenge strategies and policies using objective, evidence based approaches


4/26

4

Assess the impact of existing strategies and policies

Monitor the performance of service providers against the agreed standards and targets

Contribute to the identification and mitigation of risk Promote the role of scrutiny within and outside the council

Use scrutiny as a means to address community issues and engage the public

Representing the Council (subject to appointment and where appropriate, to

further the agreed policies of the Council) Represent Stoke-on-Trent City Council on local, regional and national bodies as an

appointee of the Council and keep the Council informed of the business of such bodies Represent Stoke-on-Trent City Council on local partnership bodies, promoting common

interest and co-operation for mutual gain Represent and be an advocate for Stoke-on-Trent City Council at local, regional and

national events

Internal Governance, ethical standards and relationships Promote and support good governance of Stoke-on-Trent City Council and its affairs

Provide community leadership and promote active citizenship

Promote and support open and transparent government and contribute to democratic

renewal through active encouragement of the community to participate generally in thedemocratic process

Develop and maintain a working knowledge of Stoke-on-Trent City Councils services,management arrangements, powers/duties, and constraints, and develop good workingrelationships with relevant officers of the authority

Conduct the confidential business of Stoke-on-Trent City Council within the Council and notthrough the written or broadcast media

Abide by the Councils Constitution

Adhere to the Members Code of Conduct and ethics, the Member/Officer Protocol andmaintain the highest standards of behaviour in the performance of public office andassociated activities.

Personal and Role Development Actively consider own and others learning and development needs and seek to realise

them through opportunities provided for members through Stoke-on-Trent City Council.

Take the opportunity to actively engage in the Stoke-on-Trent City Council CouncillorForum and Policy and Strategy Development Forums

3. Principles of Conduct

To be committed to the values of the Council and the following principles of conduct in publicoffice1:

Selflessness

Honesty and Integrity

Objectivity Accountability

Openness and Transparency

Personal Judgement

Tolerance and Respect

Duty to Uphold the Law

Stewardship

Leadership

1See Appendix 1 for definitions Committee on Standards in Public Life


5/26

5

4. Core Knowledge and Skills

The six core skills outlined in the political skills framework are required. The six core skill areasinclude2:

Local Leadership

Political Understanding

Partnership Working Scrutiny and Challenge

Communication Skills

Regulating and Monitoring

2See Appendix 2 Political Skills Framework


6/26

6

Leader (and Deputy) Role Description

1. Accountabilities

To the electorate of the City of Stoke-on-Trent

To the Cabinet (through collective responsibility)

To Full Council To Officers (Team approach)


In addition to carrying out the functions outlined for an elected member:

Provide Political Leadership to the Council Provide effective political leadership to Stoke-on-Trent City Council

Be the political figurehead for Stoke-on-Trent City Council and principal politicalspokesperson.

Develop and maintain a strategic vision and direction for Stoke-on-Trent City Council andthe community

Provide strong, clear leadership in the co-ordination of strategies, policies and servicedelivery

Promote the long term financial, business and economic stability of Stoke-on-Trent CityCouncil

Ensure effective Corporate Governance including working with opposition groups to seek toachieve cross party co-operation around Council policies

Appoint the Cabinet Appoint appropriate elected members to the Cabinet Agree the number of required portfolios

Designate appropriate elected members to each portfolio

Designate Deputy Leader, if deemed necessary by the Leader

Agree areas of responsibilities of Cabinet Members taking into account the interests andcapabilities of individual members

Lead and Manage the Work of the Cabinet Ensure the effective running of the Cabinet by managing the forward work programme and

ensuring its continuing development Ensure that the work of the Cabinet meets national, regional and local policy objectives

Advise and mentor other Cabinet members in their work

Chair the Cabinet meetings in line with the Constitution

In the Leaders absence the Deputy Leader (if appointed by the Leader) should fulfil thisrole

Participate in Collective Decision Making of the Cabinet Work closely with other Cabinet members to ensure the development of effective

strategies, policies, budgetary frameworks, and the delivery of high quality services byStoke-on-Trent City Council to meet the needs of the local community.

Accept collective responsibility and support decisions made by Cabinet once they havebeen made.


7/26

7

Work with Officers to Lead the Organisation

Work alongside the Chief Executive, and other appropriate officers on a regular basis Ensure employees of Stoke-on-Trent City Council recognise that it is a member led

organisation and the management roles of officers and the development of strategy andpolicy issues follows from this

Communicate the Administrations policies and priorities to the Corporate Directors Boardand to receive their advice

Leading partnerships and community leadership

Promote partnership working in the pursuit of common aims and priorities for the City Negotiate and broker in cases of differing priorities and disagreement

Act as a leader of the local community by showing vision and foresight

Ensure that the voice of local communities within Stoke-on-Trent is heard at local, regional,national and international levels.

Representing and Acting as Ambassador for the Authority Represent Stoke-on-Trent City Council to a high standard. Providing strong, competent and

high profile leadership on behalf of Stoke-on-Trent City Council at local, regional, nationaland international levels.

Represent Stoke-on-Trent City Council on partnership bodies Provide leadership and support key local partnerships and key organisations

Be the key contact for outside organisations (including Central and Regional Government,Local Authority Associations and Council partners) and the Councils Corporate DirectorsBoard

Internal Governance, Ethical Standards and Relationships

Ensure the integrity of the Cabinets decision making and his/her own role by adhering tothe Code of Conduct and other constitutional and legal requirements

Encourage the highest standards of probity and Corporate Governance for the well being ofthe city of Stoke-on-Trent

Provide an example to all other members of Stoke-on-Trent City Council and to enhance

the reputation both within and outside Stoke-on-Trent of the City Council. Understand the respective roles of members, officers and external parties in the

governance of the Council

Personal and Role Development

Be responsible for continuous personal development. Take advantage of learning

opportunities to build understanding and knowledge, and develop relevant skills


To be committed to the values of the Council and the following principles of conduct in public

office: Selflessness


Objectivity

Accountability Openness and Transparency

Personal Judgement

Tolerance and Respect Duty to Uphold the Law


8/26

8

Stewardship

Leadership


In addition to the six core skills outlined in the political skills framework the following arerequired:

Provide Political Leadership to the Council Ability to build respect and trust of other members Knowledge of community strengths, areas of improvement and key issues

Understanding of the relationship between national and local politics Good strategic awareness of issues facing Stoke-on-Trent City Council

Understanding of Stoke-on-Trent City Councils strategy, policies and operations

Appoint the Cabinet Understand the rules for the appointment of Cabinet Members

Ability to recognise talent among members

Ability to negotiate the most advantageous appointment within and across political groups

Appraise, guide and mentor senior members

Lead and Manage the Work of the Cabinet Understanding of Cabinet procedures and rules Skills to chair meetings, including encouraging participation from all members

Knowledge and understanding of local and national policy objectives and the aspirations ofother relevant organisations

An overview of the work being carried out by Cabinet Members Ability to work as part of a team

Participate in Collective Decision Making of the Cabinet Ability to participate in and support collective decision making of the Cabinet

Ability to constructively challenge decisions and suggest alternatives Understanding of the Councils priorities and budgets

Work with Officers to Lead the Organisation

Ability to work with senior officers to lead the organisation Understanding of the roles and responsibilities of the Chief Executive and other key officers


Adaptive leadership skills

Ability to negotiate and broker Creative and lateral thinking skills with the ability to scenario plan for the future

Representing and Acting as Ambassador for the Authority High level communication skills to communicate to the media, regional and national bodies,

local community and wider audience

Good presentation and public speaking skills


Understanding of the roles of officers, members and different agencies

Respect for, and desire to work with, different groups and individuals

Knowledge and understanding of the Code of Conduct and Member/Officer Protocol


9/26

9

Cabinet Member Role Description

1. Accountabilities


To the Leader of Stoke-on-Trent City Council

To the Cabinet (through collective responsibility) To Full Council

To Officers (Team approach)



Portfolio Leadership Engender strong working relationships with relevant senior officers within portfolio

Giving political direction to officers working within the portfolio and contribute to the

planning framework of Stoke-on-Trent City Council as a whole Gain the respect of officers within the portfolio; provide support to officers in the

implementation of portfolio programmes

Aim for Stoke-on-Trent City Council to be at the forefront of service development andprovision where possible; take an active interest in related performance indicators andrankings, including visiting Councils demonstrating good practice

Liaise with the appropriate overview and scrutiny chairs and receive scrutiny reports asrequired

Be accountable for choices and performance in the portfolio

Be aware of the key budgetary issues affecting the portfolio

Have an overview of the performance management, efficiency and effectiveness of theportfolio

Keep abreast of related developments and policies at national, regional and local levels Enhance the Councils reputation though taking the national stage where possible and

participating in regional and national networks Make executive decisions within the Portfolio in accordance with delegated authority and

the political context

Contribute to the setting of strategic agenda and work programme for Stoke-on-Trent City Council and the portfolio. Work with officers to formulate policy documents both strategic and statutory. Ensure that

the political will of the majority is carried to and through the Cabinet

Provide assistance in working up and carrying through a strategic [programme both politicaland statutory.

Carry out consultations with stakeholders as required.

Make sure that the portfolios forward work programme is kept up to date and accurate Take collective responsibility for delivering the Corporate Plan as authorised by the Council

Provide Representation for the Portfolio Provide a strong, competent and persuasive figure to represent the portfolio. Take the lead

in meetings with stakeholders


10/26

10

Participate in Collective Decision Making of the Cabinet Work closely with other Cabinet members to ensure the development of effective

strategies, policies, budgetary frameworks, and the delivery of high quality services byStoke-on-Trent City Council to meet the needs of the local community.

Show an interest in and support for the portfolios of others

Recognise and contribute to issues which cut across portfolios or are issues of collectiveresponsibility

Accept collective responsibility and support decisions made by Cabinet once they havebeen made.

Reporting and Accounting

Report as appropriate to the Leader, Full Council, Cabinet, appropriate chair of overviewand scrutiny, regulatory bodies and the media in consultation or as directed by the Leader

Be the principal political spokesperson for the portfolio along with the Leader and otherCabinet colleagues

Appear before scrutiny committees in respect of matters within the portfolio


Give leadership to local strategic partnerships and local partners in the pursuit of commonaims and priorities

Negotiate and broker in cases of differing priorities and disagreement

Act as a leader of the local community by showing vision and foresight

Ensure that the voice of local communities within Stoke-on-Trent is heard at local, regional,national and international levels


Ensure the integrity of the Cabinets decision making and his/her own role by adhering tothe Code of Conduct and other constitutional and legal requirements


Provide an example to all other members of Stoke-on-Trent City Council and to enhance

the reputation both within and outside Stoke-on-Trent of the City Council. Understand the respective roles of members, officers and external parties in the

governance of the Council


Be responsible for continuous personal development. Take advantage of learningopportunities to build understanding and knowledge, and develop relevant skills


To be committed to the values of the Council and the following principles of conduct in public

office: Selflessness

Honesty and Integrity Objectivity

Accountability


Personal Judgement



Stewardship


11/26

11

Leadership



Portfolio Leadership Understanding of Stoke-on-Trent City Councils strategy, policies and operations in the

portfolio Knowledge and understanding of local and national policy objectives and the aspirations of

other relevant organisations related to the portfolio Ability to build respect and trust of other members and officers

Skills to chair meetings, including encouraging participation from all members/officers

Contribute to the setting of strategic agenda and work programme for Stoke-on-Trent City Council and the portfolio. Ability to contribute to the strategic agenda and work programme for the portfolio

Knowledge of community strengths, areas of improvement and key issues in relation to theportfolio

Ability to work as part of a team

Provide Representation for the Portfolio High level communication skills to communicate to the media, regional and national bodies,

local community and wider audience Good presentation and public speaking skills

Participate in Collective Decision Making of the Cabinet Ability to participate in and support collective decision making of the Cabinet

Ability to constructively challenge decisions and suggest alternatives

Understanding of the Councils priorities and budgets


Ability to present complex issues and information in a clear and consistent manner

Ability to account for progress on portfolio strategies and action plans


Adaptive leadership skills

Ability to negotiate and broker

Creative and lateral thinking skills with the ability to scenario plan for the future Understanding of the dynamics within the local partnerships


Understanding of the roles of officers, members and different agencies Respect for, and desire to work with, different groups and individuals Knowledge and understanding of the Code of Conduct and Member/Officer Protocol


Ability to learn from a range of situations and translate this into being an effective CabinetMember


12/26

12

Chair of Regulatory Committee Role Description

1. Accountabilities


To Full Council

To the members of the regulatory committee, where appropriate



Lead and Manage the Work of the Committee Provide confident and competent chairing of meetings to facilitate teamwork, ensuring

effective engagement and clear decision making by all Committee members

Ensuring consistency in the quality and effectiveness of decision making Ensure that applicants and other interested parties are satisfied as to the transparency of

the regulatory process Ensure that Committee decisions are properly recorded with full justifications

Demonstrate integrity and impartiality in decision making and accord with legal,constitutional and policy requirements

Ensure that adequate resources (financial and officer support) are identified and soughtfrom Stoke-on-Trent City Council

Encourage Committee members to obtain the necessary skills to contribute to the work ofthe Committee and to work with officers to provide suitable briefing and learningopportunities if necessary

Delegate actions to sub-committees as appropriate

Promoting the Role of this Committee and Quasi-judicial Decision Making Act as an ambassador for the regulatory committee, facilitating an understanding of the role Act within technical, legal and procedural requirements to oversee the functions of the

committee fairly and correctly

Ensure thoroughness and objectivity in the committee, receiving and responding toprofessional advice in the conduct of the meetings and in individual cases/applicationsbefore the formal committee meetings

Be consulted on matters of business between meetings


Ensure the integrity of the committee decision making and his/her own role by adhering tothe Code of Conduct and other constitutional and legal requirements


Provide an example to all other members of Stoke-on-Trent City Council and to enhancethe reputation both within and outside Stoke-on-Trent of the City Council.

Understand the respective roles of members, officers and external parties operating withinthe committees areas of responsibility





13/26

13


To be committed to the values of the Council and the following principles of conduct in publicoffice:

Selflessness Honesty and Integrity

Objectivity

Accountability


Personal Judgement

Tolerance and Respect Duty to Uphold the Law

Stewardship

Leadership



Lead and Manage the Work of the Committee Understanding of committee procedures, protocols, standing orders and other constitutional

requirements

Skills to chair meetings, including encouraging participation from all members andfacilitating effective discussions

An overview of the work being carried out by Committee Members


Promoting the Role of this Committee and Quasi-judicial Decision Making

High level communication skills to communicate to the media, regional and national bodies,local community and wider audience


Have an understanding of own knowledge and skill limitations and the need to request andreceive professional advice


Understanding of the roles of officers, members and different agencies in relation to thecommittee

Respect for, and desire to work with, different groups and individuals Knowledge and understanding of the Code of Conduct and Member/Officer Protocol


14/26

14

Regulatory Committee Member Role Description

1. Accountabilities


To Full Council

To the Chair of the Regulatory Committee



Understand the Nature of the Regulatory Committee Quasi-Judicial DecisionMaking Promote an awareness of the quasi-judicial nature of regulatory decision making Apply sound technical, legal and procedural knowledge to contribute fairly and correctly to

the work of the Committee.

Be thorough and objective in receiving and responding to professional advice in theconduct of meetings and individual cases/applications before the Committee

Participate in Meetings and Quasi-judicial Decision Making Participate effectively in meetings of the Regulatory Committee, ensuring that both local

considerations and policy recommendations are balanced to contribute to effective decisionmaking

Make informed and balanced decisions, within the terms of reference of the committee,which accord with legal, constitutional and Council policy requirements.


Ensure the integrity of the committee decision making and his/her own role by adhering to

the Code of Conduct and other constitutional and legal requirements Encourage the highest standards of probity and Corporate Governance for the well being of

the city of Stoke-on-Trent







Selflessness


Objectivity


Personal Judgement Tolerance and Respect


15/26

15


Stewardship

Leadership



Understand the Nature of the Regulatory Committee Quasi-Judicial DecisionMaking Understanding of the committee procedures, protocols, standing orders and other

constitutional requirements

Skills in analysing data and information to enable effective participation in Committeediscussions

Have an understanding of own knowledge and skill limitations and the need to request andreceive professional advice


Participate in Meetings and Quasi-judicial Decision Making Ability to participate in and support quasi-judicial decision making of the Regulatory

Committee

Ability to constructively challenge to ensure the robustness of decisions


Knowledge and understanding of the Code of Conduct and other constitutional and legalrequirements



16/26

16

Chair of Overview and Scrutiny Committee Role Description

1. Accountabilities


To Full Council

To the members of the overview and scrutiny committee, where appropriate To external regulatory bodies



Lead and Manage the Work of the Committee Provide confident and competent chairing of meetings to facilitate teamwork, participation

and the development of clear recommendations/actions Promote the role of Overview and Scrutiny within and outside Stoke-on-Trent City Council,

liaising effectively both internally within the Council and externally with the Councilspartners

Develop a balanced work programme of the committee which includes pre-decisionscrutiny, policy development and review, investigative scrutiny, and performance monitoring

Ensure the programme takes account of relevant factors such as: the work programme ofthe Cabinet and other committees, strategic priorities and risks, partnership dynamics andrelevant community issues

Ensure the work programme is delivered

Demonstrate an objective and evidence based approach to scrutiny Evaluate the impact and added value of scrutiny activity and identify areas for improvement

Ensure that adequate resources (financial and officer support) are identified and soughtfrom Stoke-on-Trent City Council to deliver the work programme

Consider own learning requirements and encourage Committee members to obtain the

necessary skills to contribute to the work of the Committee and to work with officers toprovide learning and development opportunities if necessary

Delegate actions to sub-committees or task and finish groups as appropriate


Report on progress and outcomes of the work programme as appropriate to the Leader,Full Council, Cabinet, the Corporate Directors Board, regulatory bodies and others

Be the principal political spokesperson for Overview and Scrutiny Evaluate the validity of Cabinet decisions and challenge inappropriate decisions through

call in

Call additional meetings of the Committee as may be considered appropriate.

Community Leadership

Act as a focus for liaison between Stoke-on-Trent City Council, community and externalbodies in relation to the overview and scrutiny function

Build understanding and ownership of the overview and scrutiny function within thecommunity

Identify relevant community based issues for overview and scrutiny Involve fully external stakeholders for example, service users, expert witnesses and

partners in overview and scrutiny


17/26

17


Ensure the integrity of the committees operations and his/her own role by adhering to theCode of Conduct and other constitutional and legal requirements


Provide an example to all other members of Stoke-on-Trent City Council and to enhancethe reputation both within and outside Stoke-on-Trent of the City Council.

Understand the respective roles of members, officers and external parties and partnersoperating within the committees areas of responsibility






Selflessness


Objectivity


Personal Judgement



Stewardship

Leadership



Lead and Manage the Work of the Committee Understanding of committee procedures, protocols, standing orders and other constitutional

requirements Understanding of partnership agreements and protocols

Understanding of how national and local government operates including statutory andfinancial frameworks throughout each one

Skills to chair meetings, including encouraging participation from all members andfacilitating effective discussions

Project management and time management skills

Ability to analyse and grasp complex issues including the interpretation of financial andperformance information

An overview of the work being carried out by Overview and Scrutiny Committee Members Ability to work as part of a team

Reporting and Accounting Ability to present complex issues and information in a clear and consistent manner Ability to account for progress on the overview and scrutiny work programme

Ability to provide objective and rigorous challenge to a range of committees, bodies,members and officers as appropriate


18/26

18


Understanding of the social and economic issues affecting the communities of Stoke-on-Trent

High level communication skills to communicate to local, regional and national bodies, localcommunity and wider audience



Understanding of the roles of officers, members and different agencies in relation to thecommittee


Knowledge and understanding of the Code of Conduct and Member/Officer Protocol


19/26

19

Overview and Scrutiny Committee Member Role Description

1. Accountabilities


To Full Council

To the Chair of Overview and Scrutiny



Participating in the Work of Overview and Scrutiny Committee Promote the role of Overview and Scrutiny within and outside Stoke-on-Trent City Council,

liaising effectively both internally within the Council and externally with the Councilspartners

Support the development of a balanced work programme of the committee which includes

pre-decision scrutiny, policy development and review, investigative scrutiny, andperformance monitoring Ensure the programme takes account of relevant factors such as: the work programme of

the Cabinet and other committees, strategic priorities and risks, partnership dynamics andrelevant community issues

Actively participate in the work programme to ensure that it is delivered Make adequate preparation for meetings through research and briefings

Demonstrate an objective and evidence based approach to scrutiny

Assist with the evaluation of the impact and added value of scrutiny activity and identifyareas for improvement

Consider own learning requirements and obtain the necessary skills to contribute to thework of the Committee and to work with officers to provide learning and developmentopportunities if necessary

Participate in sub-committees or task and finish groups as appropriate

Reporting and Accounting Support the evaluation of the validity of Cabinet decisions and challenge inappropriate

decisions through call in


Build understanding and ownership of the overview and scrutiny function within thecommunity

Identify relevant community based issues for overview and scrutiny

Encourage external stakeholders for example, service users, expert witnesses and partnersin overview and scrutiny

Build a dialogue around priorities, objectives and performance among communities andstakeholders


Ensure the integrity of the committees operations and his/her own role by adhering to theCode of Conduct and other constitutional and legal requirements



20/26

20

Understand the respective roles of members, officers and external parties and partnersoperating within the committees areas of responsibility





To be committed to the values of the Council and the following principles of conduct in publicoffice: Selflessness Honesty and Integrity

Objectivity


Personal Judgement Tolerance and Respect

Duty to Uphold the Law Stewardship

Leadership



Participating in the Work of Overview and Scrutiny Committee Understanding of the role of the scrutiny committee Skills in analysing data and information to enable effective participation in Committee

discussions Project management and time management skills Have an understanding of own knowledge and skill limitations and the need to request and

receive professional advice


Reporting and Accounting Ability to provide objective and rigorous challenge to a range of committees, bodies,

members and officers as appropriate


Understanding of the social and economic issues affecting the communities of Stoke-on-Trent

Ability to work effectively with all members of the community and build understanding andownership of scrutiny

Knowledge of individuals and organisations in the community especially those traditionallyexcluded


Knowledge and understanding of the Code of Conduct and other constitutional and legalrequirements



21/26

21



22/26

22

Appendix 1 - General Principles of Conduct

Selflessness

Councillors should serve only the public interest and should never improperly confer an

advantage or disadvantage on any person.

Honesty and IntegrityCouncillors should not place themselves in situations where their honesty and integrity may

be questioned, should not behave improperly and should on all occasions avoid the

appearance of such behaviour.

Objectivity

Councillors should make decisions on merit, including when making appointments,

awarding contracts, or recommending individuals for rewards or benefits.

Accountability

Councillors should be accountable to the public for their actions and the manner in whichthey carry out their responsibilities, and should co-operate fully and honestly with any

scrutiny appropriate to their particular office.


Councillors should be as open and transparent as possible about their actions and those of

Stoke-on-Trent, and should be prepared to give reasons for those actions.

Personal Judgement

Councillors may take account of the views of others, including their political groups, but

should reach their own conclusions on the issues before them and act in accordance with

those conclusions.

Respect for Others

Counsellors should promote equality by not discriminating unlawfully against any person,

and by treating people with respect, regardless of their race, age, religion, gender, sexual

orientation or disability. They should respect the impartiality and integrity of Stoke-on-

Trents statutory officers and its other employees.


Councillors should uphold the law and, on all occasions, act in accordance with the trust

that the public is entitled to place in them.

Stewardship

Councillors should do whatever they are able to do to ensure that Stoke-on-Trent City

Council use its resources prudently and in accordance with the law.

Leadership

Councillors should promote and support these principles by leadership, and by example,

and should act in a way that secures or preserves public confidence.


23/26

23

Appendix 2 Political Skills Framework

Local Leadership

Characteristics:Engages enthusiastically and empathically with the community in order to

learn, understand and act upon issues of local concern. Mediates fairly and constructively,

encouraging trust by representing all sections of the community.

Positive Indicators Negative Indicators

Engages with their community,

canvasses opinion and looks for

new ways of representing people

Keeps up to date with local

concerns by drawing information

from diverse sources, including hard

to reach groups

Encourages trust and respect by

being approachable and

empathising with others

Creates partnerships with all

sections of the community and

ensures their participation in

decision-making

Mediates fairly and constructively

between people and groups with

conflicting needs

Acts as a champion for others by

campaigning with enthusiasm,

courage and persistence.

Doesnt engage with their

community, waits to be approached

and is difficult to contact

Keeps low profile, not easily

recognised in their community

Treats groups or people unequally,

fails to build integration or cohesion

Has a poor understanding of local

concerns and how these might be

addressed.

Concentrates on council processes

rather than people

Is unrealistic about what they can

achieve and fails to deliver on

promises.

Partnership Working

Characteristics:Builds positive relationships by making others feel valued, trusted and

included, and by working collaboratively to achieve goals. Maintains calm and focus,

recognises when to delegate or provide support, and is able to take a long-term view in

developing partnerships.


Builds good relationships with

colleagues, officers and community

groups

Focused on achieving goals by

maintaining focus and co-ordinating

others

Knows when to delegate, provide

support or empower others to take

responsibility

Makes people from all backgrounds

Habitually prefers to use status to

exert control and impose solutions,

rather than involve others

Fails to recognise or make use of

others skills and ideas

Finds it difficult to collaborate or

work across the political divide

Prefers to act alone rather than as

part of a team

Often uses divisive tactics to upset


24/26

24

feel valued, trusted and included

Understands and acts on their role

in building and shaping key local

partnerships

Remains calm and focused when

criticised or under pressure

Is prepared to assert authority inresolving conflict or deadlock

relationships within their group, or

council policies and decisions

Defensive when criticised, blames

others and doesnt admit to being

wrong

Political Understanding

Characteristics:Acts ethically, consistently and with integrity when communicating values

or representing group views in decision making or actions. Works across group boundaries

without compromising values or ethics.


Clearly represents the groups views

and values through their decisionsand actions

Helps to develop cohesion within the

group and good communication

between the group and council

Communicates political values

through canvassing and

campaigning

Actively develops their own political

intelligence (e.g. understanding local

and national political landscapes)

Looks for ways to promotedemocracy and increase public

engagement

Is able to work across political

boundaries without compromising

their political values

Lacks integrity, has inconsistent

political values and tends to saywhat others want to hear

Puts personal motives first or

changes beliefs to match those in

power

Has poor knowledge of group

manifesto, values and objectives

Fails to support political colleagues

in public

Doesnt translate group values into

ways of helping the community

Shows little understanding of centralgovernment policy or its implications

for council and community

Communication Skills

Characteristics: Listens sensitively, uses appropriate language and checks for

understanding. Communicates regularly with individuals and groups in the community,

speaks clearly and confidently in public and makes sure that people are informed.


Regularly informs and

communicates with their community

using newsletters, emails, phone

and local media

Listens to others, checks for

understanding and adapts their own

Slow to respond to others,

communicating only when

necessary

Doesnt listen when people are

speaking and uses inappropriate or

insensitive language


25/26

25

style when necessary

Creates opportunities to

communicate with different sectors,

including vulnerable and hard to

reach groups

Speaks confidently in public

avoids the use of jargon or councilspeak

Provides regular feedback to

people, keeping them informed and

managing expectations

Speaks and writes clearly, using

appropriate language

Communicates in a dogmatic and

inflexible way

Unwilling to deliver unpopular

messages, uses information

dishonestly to discredit others

Doesnt take part in meetings and

lacks confidence when speaking inpublic

Presents confused arguments using

poor language and style

Scrutiny and Challenge

Characteristics:Acts as a critical friend by seeking opportunities for scrutiny and providing

constructive feedback. Analyses information quickly and presents arguments in a concise,

meaningful and easily accessible way.


Identifies areas suitable for scrutiny

and ensures that citizens and

communities are involved in the

scrutiny process

Quickly understands and analyses

complex information

Presents concise arguments that

are meaningful and easilyunderstood

Understands the scrutiny process,

asks for explanations and checks

that recommendations have been

implemented

Objective and rigorous when

challenging process, decisions and

people

Understands and acts on judicial

role to meet legal responsibilities

(e.g. duty of care, corporate

parenting)

Doesnt prepare well or check facts

and draws biased conclusions

Too reliant on officers, tends to back

down when challenged

Fails to see scrutiny as part of their

role

Too focused on detail, doesnt

distinguish between good, poor orirrelevant information

Prefers political blood sports to

collaboration: uses scrutiny for

political gain

Regulating and Monitoring

Characteristics: Understands and executes judicial role by following protocol, evaluating

arguments and making decisions that balance public needs and local policy. Ensures

progress by monitoring and intervening where necessary.


26/26


Uses evidence to evaluate

arguments and make independent,

impartial judgements

Chairs meetings effectively, follows

protocol and keeps process on track

Follows legal process, balancespublic needs and local policy

Monitor others performance and

intervenes when necessary to

ensure progress

Seeks feedback for self and looks

for opportunities to learn

Understands and acts on their

judicial role in meeting legal

responsibilities (e.g. duty of care,

corporate parenting)

Doesnt declare personal interests,

makes decisions for personal gain

Fails to check facts and consider all

sides and makes subjective or

uninformed judgements

Habitually leaves monitoring andchecks on progress to others

Makes decisions without taking

advice, considering regulations or

taking account of wider issues

Doesnt recognise or address limits

of own knowledge or expertise

Misses deadlines, leaves business

unfinished and lacks balance

between council and other

commitments

Documents

Job Description for elected members, Stoke on Trent Council