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

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

Unique Roles Political Party Electorate Local Government 

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

Project Overview Stage Three (Visioning & Validating) What will councillors be doing in years? How will this effect the political skills they require? –Questionnaire 300 Councillors & Officers

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

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

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

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 )Excellence in Leadership

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 (-)

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 (-)

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

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