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Political Skills What Makes a Good Councillor?

Appendix 2. Political Skills What Makes a Good Councillor?. Prof. Jo Silvester Goldsmiths College University of London. Project Aims. New demands - New needs Developing capacity Attracting new talent Understanding Unique roles Elected not Selected Complex. Unique Roles. Electorate.

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Political Skills What Makes a Good Councillor?

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  1. Appendix 2 Political SkillsWhat Makes a Good Councillor? Prof. Jo Silvester Goldsmiths College University of London

  2. Project Aims • New demands - New needs • Developing capacity • Attracting new talent • Understanding • Unique roles • Elected not Selected • Complex

  3. Unique Roles Electorate Political Party  Local Government

  4. Project Overview • Stage 1 (role analysis) • 30 interviews & 2 focus groups • 8 Leaders • 10 Cabinet • 12 Non-Cabinet or Officers • Stage 2 (skills analysis) • 37 interviews & 3 focus groups • 6 Leaders • 11 Cabinet • 28 Non-Cabinet or Officers

  5. Project Overview • Stage Three (Visioning & Validating) • future-focus@dti • What will councillors be doing in 10-15 years? • How will this effect the political skills they require? • Questionnaire • 300 Councillors & Officers

  6. Daventry East Staffs Islington Kent Leeds Newham Oldham South Northants Torbay Torridge Warwick (LBBD) (Essex) Participating Councils

  7. Elected Members 1) Community Leadership 2) Regulating & Monitoring 3) Scrutiny & Challenge 4) Communicating with Others 5) Working in Partnership 6) Political Understanding*

  8. Cabinet Members 1) Community Leadership 2) Regulating & Monitoring 3) Scrutiny & Challenge 4) Communicating with Others 5) Working in Partnership 6) Political Understanding ------------------------------------------- 7) Providing Vision 8) Managing Performance

  9. Leaders 1) Community Leadership 2) Regulating & Monitoring 3) Scrutiny & Challenge 4) Communicating with Others 5) Working in Partnership 6) Political Understanding 7) Providing Vision 8) Managing Performance ----------------------------------------- 9) Excellence in Leadership

  10. Community Leadership 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. • Campaigns with enthusiasm, courage & persistence on behalf of others (+) • Fails to engage in community activities, waits to be approached & is difficult to contact (-)

  11. Political Understanding Acts ethically, consistently and with integrity when communicating values or representing group views in decisions and actions. Effectively works across group boundaries without compromising values or ethics. • Actively represents group views & values through decisions & actions (+) • Demonstrates inconsistent political values, lacks integrity & tends to say what others want to hear (-)

  12. What Next? • Capacity framework is a basis for: • Development Needs Analysis & Training Design • Self-assessment • Personal Development Plans • Recruitment • Organisational Culture • Opportunities

  13. The Team • Prof. Jo Silvester (Project Director) • Emma Myring MSc • Dr Mairé Kerrin • Prof. Fiona Patterson • Sandy Hobley MBA • Anna Koczwara MSc • Helen Wilkin MSc

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