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The Member Development Charter - Self-assessment Template 2017 (London Councils)

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The Member Development
Charter
Self-assessment template
Guidance
Produced in conjunction with the following organisations
3
The Member Development Charter: Self-assessment template
Member Development Charter
This template aims to help councils that sign
up to aspire to the principles of the Charter for
Member Development. It provides a guide for
self-assessment and for drawing up an action
plan to achieve the required award. Councils
wanting to use their own action planning
format should do so.
Whichever style of action plan is used it
should identify:
• future planned action
• when action is expected to be completed
• who is responsible for the action
• who is responsible for monitoring
implementation of the action plan.
Councils may find it useful to have a team
of people responsible for pulling the action
plan together, such as the all party member
development group with officer support.
Those responsible for drawing up the
action plan should look at each point on the
guidelines and ‘What this means in practice’
section and ask:
1. What evidence do we have that suggests
we are following good practice?
2. What action do we need to take, if any,
to follow good practice or continuously
improve? (Taking account of any resource
implications and constraints)
3. When will this action be taken by?
4. Who will be responsible for the action?
A named person should be identified as being
responsible for monitoring the action plan.
4 The Member Development Charter: Self-assessment template
Member Development Charter
self-assessment template
Criterion 1. There is a clear commitment to councillor development and support
Elements Requirements for Charter Evidence Action By when By whom
1. Political and managerial
leadership is committed
to the development of
councillors
• Clear commitment from the
political and managerial
leadership
• Established cross party
councillor development task
group (CDTG) that meets
regularly
• There is a clear councillor
development strategy which
is embedded into practice
and regularly reviewed
• Named councillor(s) and
officer(s) responsible for
councillor development
5
The Member Development Charter: Self-assessment template
Criterion 1. There is a clear commitment to councillor development and support
Elements Requirements for Charter Evidence Action By when By whom
1.2 The council actively
encourages citizenship
and publicises the
role of councillors as
community leaders
as part of promoting
local democracy so as
to encourage under-
represented groups to
become councillors
• The council holds a range
of activities and events
to encourage people to
become councillors
1.3 The council is committed
to ensuring equal
access to learning and
development for all
councillors
• Statistical analysis of
cultural and personal
circumstances
• Timing of councillor
development takes account
of cultural and personal
circumstances
• All councillors have equal
access to councillor
development
• The development
programme includes
a range of delivery
methods to meet the
different learning styles of
councillors
• Councillors are regularly
updated on councillor
development activities
6 The Member Development Charter: Self-assessment template
Criterion 1. There is a clear commitment to councillor development and support
Elements Requirements for Charter Evidence Action By when By whom
1.4 The council has a
designated budget for
councillor development
which is adequate to meet
priority development
needs
• Budget is explicit and
clearly identified and
monitored
1.5 Designated ofcer/s
of the council have
responsibility for
coordinating councillor
development
• Appropriate and adequate
officer resources are in
place to support councillor
development
7
The Member Development Charter: Self-assessment template
Criterion 2. The council has a strategic approach to councillor development
Elements Requirements for Charter Evidence Action By when By whom
2.1 The council has a
councillor development
strategy in place
• The strategy is developed
and monitored by the cross
party member development
task group
• Strategy identifies priority
development needs and
makes stated and clear links
with council’s corporate/
strategic objectives
• The strategy is regularly
reviewed (at least once
every three years) by
the cross party member
development task group
• The strategy includes an
induction process that
is evaluated after each
election
2.2 The council has a
structured process for
regularly assessing
councillors’ individual
learning and development
needs based on focused
objectives
• A process exists to identify
individual development
needs in the form of a
Training Needs Analysis
(TNA) or Personal
Development Plans (PDPs)
and is working effectively
8 The Member Development Charter: Self-assessment template
Criterion 2. The council has a strategic approach to councillor development
Elements Requirements for Charter Evidence Action By when By whom
2.3 The various councillor
roles are clearly
dened and outline
how they contribute
to the achievement of
community, political and
council objectives
• Councillors demonstrate an
understanding of the skills
and knowledge required in
their ward and council wide
roles
• Councillor role descriptions
exist and are maintained for
all key roles including the
ward councillor
• Councillors are clear about
what the council is trying
to achieve and the key
role they play in this as
councillors
2.4. The council has a
structured process
for assessing current
and future leadership
and executive team
development needs
• Structured process to
assess current and future
leadership development
needs
• A development plan is in
place that supports the
political and management
teams in learning about
each other and working
effectively together
• Leadership development
is used to support future
succession planning
9
The Member Development Charter: Self-assessment template
Criterion 2. The council has a strategic approach to councillor development
Elements Requirements for Charter Evidence Action By when By whom
2.5 There is a corporate
councillor development
plan in place
• Councillor learning and
development plan links
to council’s corporate
objectives and the
development of councillors
• The councillor learning and
development plan includes
individuals, committees and
political leadership needs
10 The Member Development Charter: Self-assessment template
Criterion 3. Learning and development is effective in building capacity
Elements Requirements for Charter Evidence Action By when By whom
3.1
Investment in learning
and development is
regularly evaluated in
terms of the cost benet
and impact
• Evaluation strategy is in
place to analyse the cost
and benefits of councillor
development
• Political and managerial
leadership display a good
understanding of both
the costs and benefits of
development activities
• Councillors can describe
why they did certain
activities, what they learnt
and what difference it has
made to them carrying
out their various roles as
councillors
3.2 Learning is shared with
other councillors and
where appropriate, with
ofcers and stakeholders
to encourage capacity
building in the
council and a learning
organisation culture
• Knowledge and learning
is shared with councillors,
peers, officers and others
11
The Member Development Charter: Self-assessment template
Criterion 3. Learning and development is effective in building capacity
Elements Requirements for Charter Evidence Action By when By whom
3.3 The council demonstrates
a commitment to an
effective councillor
learning and
development programme
by implementing
improvements to learning
and development
activities as they are
identied
• Continuous improvement in
the approach to developing
councillors is identified and
implemented
Local Government Association
Local Government House
Smith Square
London SW1P 3HZ
Telephone 020 7664 3000
Fax 020 7664 3030
Email info@local.gov.uk
www.local.gov.uk
For a copy in Braille, larger print or audio,
please contact us on 020 7664 3000.
We consider requests on an individual basis.
REF 11.32
© Local Government Association, December 2016
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