Yours sincerely. Rosalyn Gwynn Committee Support Manager On behalf of Alison Ward CBE, CHIEF EXECUTIVE

Transcription

1 CHIEF EXECUTIVE Prif Weithredwr Alison Ward CBE Your re/eich cyf: Please contact/cysyllter â Ros Gwynn Our ref/ein cyf: RG/DS.DSC Direct line/llinell union: Date/Dyddiad: 5 March 2013 Direct fax/llinell ffacs: ros.gwynn@torfaen.gov.uk Dear Councillor You are invited to attend a MEETING of the DEMOCRATIC SERVICES COMMITTEE to be held on TUESDAY 11 MARCH 2014 at 2pm in the COMMITTEE ROOM 1, CIVIC CENTRE, PONTYPOOL, NP4 6YB to consider the business set out in the attached agenda. Yours sincerely Rosalyn Gwynn Committee Support Manager On behalf of Alison Ward CBE, CHIEF EXECUTIVE To: Councillors: in alphabetical order Kelvin Harnett JP (Chair) Mary Barnett Glyn Caron Fiona Cross Mike Jeremiah Alan S. Jones Raymond Mills Norma Parrish Phil Seabourne Colette Thomas Officers: Alison Ward CBE, Chief Executive Richard Edmunds, Head of Strategic and Democratic Services Richard Gwinnell, Lead Officer Council and Member Support Ros Gwynn, Committee Support Manager Lynda Willis, Chief Legal Officer and Monitoring Officer Delyth Harries, Deputy Chief Legal Officer and Monitoring Officer For Information Only: All Other Members THIS DOCUMENT IS AVAILABLE IN LARGER PRINT AND WELSH UPON REQUEST You are welcome to correspond in Welsh or English / Mae croeso i chi ysgrifennu yn Gymraeg neu Saesneg Civic Centre, Pontypool, Torfaen NP4 6YB Tel Fax Y Ganolfan Ddinesig, Pont-y-pŵl Torfaen NP4 6YB Ffon Ffacs M:\Deputy Chief Executive\SSU - Democratic Services\DEMOCRATIC SERVICES Committee\Agenda Pages\ Agenda Page for DSC.doc

2 Additional requirements Please do not hesitate to contact Democratic Services on the number or address below if you wish to attend a meeting and you would like us to take into account any special requirements you may have. Induction loops for hearing aid users operate in Committee Rooms 1, 2 and 3. An infra-red system for use with headsets operates in the Council Chamber, (where we also use microphones). Please contact us if you require a headset. Agendas and copies of reports can be provided in large print, on audio cassette and, where print deadlines permit, in Braille. Please contact us for further details. All Committee Rooms are accessible by Wheelchair. Please contact us before the meeting and we can ensure that the room is arranged appropriately. Cyfieithiadau Cymraeg Os hoffech dderbyn copio r agenda hwn neu unrhyw adroddiad arall yn Gymraeg, cysylltwch â ni ar y rhif ffôn neu r cyfeiriad e-bost uchod. Welsh Translations If you would like a copy of this agenda or a particular report in Welsh or any other Community Language, please contact us on the telephone number or below. We support the responsible use of social media to share, comment on and discuss the content of council meetings. You can follow Torfaen Council on and Facebook Telephone: ros.gwynn@torfaen.gov.uk

3 DEMOCRATIC SERVICES COMMITTEE TUESDAY 11 MARCH 2014 at 2pm Committee Room 1, Civic Centre, Pontypool AGENDA PAGE NO. 1. Apologies for absence - 2. Declarations of interest - 3. Minutes of Democratic Services Committee 12 December Update on Actions Review of Member Charter for Support and Development Members ICT Support Package Democratic Services Committee Work Programme Date of next meeting: Tuesday 10 June 2014 in Committee Room 1, Civic Centre, Pontypool, NP4 6YB. THIS DOCUMENT IS AVAILABLE IN LARGER PRINT AND WELSH UPON REQUEST You are welcome to correspond in Welsh or English / Mae croeso i chi ysgrifennu yn Gymraeg neu Saesneg Civic Centre, Pontypool, Torfaen NP4 6YB Tel Fax Y Ganolfan Ddinesig, Pont-y-pŵl Torfaen NP4 6YB Ffon Ffacs M:\Deputy Chief Executive\SSU - Democratic Services\DEMOCRATIC SERVICES Committee\Agenda Pages\ Agenda Page for DSC.doc

4 Agenda Item No. 3 MINUTES OF DEMOCRATIC SERVICES COMMITTEE HELD AT THE CIVIC CENTRE, PONTYPOOL THURSDAY 12 DECEMBER hrs to 1535hrs COMMITTEE MEMBERS Assistant Chief Legal Officer and Deputy Monitoring Officer Head of Strategic and Democratic Services (HoD&SS) Committee Support Manager Senior Members Services Officer Member Development Officer Research and Participation Manager Kelvin Harnett JP (Chair) Mary Barnett Fiona Cross Glyn Caron Raymond Mills Colette Thomas Mike Jeremiah Delyth Harries Richard Edmunds Rosalyn Gwynn Nikki Marsh Jacquelyn Tranter Andy Wilson 1. APOLOGIES 1.1 Councillors Alan Jones and Norma Parrish gave apologies for their absence. The Lead Officer Member and Council Support (LOM&CS) had also given apologies for absence. 2. DECLARATIONS OF INTEREST 2.1 The Deputy Chief Legal Officer and Monitoring Officer stated that she was not aware of any personal interests to declare. No interests were declared by members. 3. MINUTES OF DEMOCRATIC SERVICES COMMITTEE HELD ON 10 SEPTEMBER The Assistant Chief Legal Officer and Deputy Monitoring Officer pointed out that her job title had been incorrectly quoted in the minutes. 3.3 It was agreed, subject to the amendment, that the minutes were a true and accurate record of the meeting held on 10 September ACTION SHEET 4.1 The HoD&SS explained that many of the actions listed were now complete and would be removed from the action sheet if members 1

5 agreed:- Webcasting would be discussed later in the meeting, but the maintenance and monitoring of the system would cost 12,000 per annum Use of the system to record and not webcast a meeting was limited to the cost of a blank DVD Every recorded meeting was archived for future use for six months It was cheaper to make recorded meetings available via the Public.i website The entire Performance team would make themselves available to carry out Ffynnon training and the Independent Group had requested training 4.2 It was confirmed that there were now sufficient secure lockers for members use. The HoD&SS explained that it would have been more expensive to have new holes cut in lockers than to replace them with new lockers. It was agreed that members would be updated by the Members Services team. 4.3 The following points were discussed:- The request to keep the door closed to Members Common Room would be made more formal It was suggested that there could be a swipe access fitted to the Railway Carriage to ensure contents would remain secure A swipe access could not be fitted on the stairs due to access to the canteen RNG HoD&SS 4.4 The Members Services Officer explained that she was seeking the committee s agreement to recommend the generic members role descriptions as laid out in paragraph 4.5 to Council. These role descriptions related to the Chair and members of the Democratic Services Committee and this process was being carried out across Wales. 4.5 Members commented that Torfaen was well in advance of much of Wales and they welcomed job descriptions for members as they would help explain their duties to the public. 4.6 Members agreed to recommend the additional role descriptions and specifications for councillors as listed in the report to Council for adoption, publication and inclusion in the Constitution. 5. MEMBERS SERVICES SURVEY The Research and Participation Manager was introduced to the committee and it was explained that he had conducted the survey in March The HoD&SS made the following observations to the committee: Members Services officers had tried hard to get members to 2

6 respond to the survey The report contained some positive and negative feedback and also details of actions already carried out by the team The survey would be repeated every autumn to ensure the team was doing what is expected of them in aiding members carry out their duties There had been a tendency for members to delay completing the survey although they had been reminded to do so by the team The survey had been made as simple as possible to answer 5.3 The Research and Participation Manager explained that the response rate was very important as results could be challenged for robustness if response was inadequate. When a small group of people were surveyed, it needed virtually all to respond to make the results meaningful and this difficulty was understandable. 5.4 Members commented and questioned as follows: Sometimes it was better to quote numbers rather than percentages It was better to hold councillors surgeries where there was internet access, so s could be sent during the surgery if lap tops were used Some members preferred to use the old tablets than the new lap tops as they were easier to transport The lap top bags were not practical and too heavy for some members to carry Members had not been able to speak directly to officers and they did not always return calls There was no IT support out of office hours Was there a filter system to prevent unwanted junk mails as they took a long time to delete? 5.5 The HoD&SS offered to provide carrying bags for laptop if that helped and said that lack of funding prevented the purchase of i-pads. He added the following observations: If we were still suffering from IT problems, then even new equipment would not work properly The Chief Operating Officer SRS had made a commitment that he would meet with members and although they had been unable to retain the services of Paul Clothier, outreach surgeries worked well for Monmouthshire County Council members as they had a team of people available to solve members problems Comments made by members were often less about Member Services Support and more about IT support Members were asked to contact him independently about their issues It was explained that members could contact SRS if they wanted to access a blocked website Members Services officers would attend the outreach surgeries and queries could be lodged with Members Services who would facilitate a solution. Members could also use the Autoheat HoD&SS 3

7 Service to send an direct to Helpdesk Unwanted s could be prevented by clicking on the unsubscribe link at the bottom of the The HoD&SS concluded by suggesting a specific section would be needed relating to IT in the survey and would aim to get 100% response rate to achieve a meaningful statistical response. He undertook to arrange for the Chief Operating Officer SRS to attend the meeting of members as promised. HoD&SS 5.6 Members noted the results of the survey, the actions since them and the initial plans going forward. 7. WEBCASTING IN TORFAEN 7.1 The HoD&SS informed the committee that over 4000 people to date had watched the webcasted meetings with some meetings being watched more than others. It had been found that even with the best planning, things could still go wrong for example if people sat in the wrong seat they would be incorrectly identified on the web cast. 7.2 He added that if a particular scrutiny subject was felt to be of interest to the public and the Chair was in agreement then the meeting could be broadcast as it would benefit democracy. 7.3 Members suggested that it would be of benefit to inform politics students in schools and colleges that we now webcast meetings and they might find it would be of benefit for them to watch the recordings of the meetings. It was felt that webcasting was a really successful useful tool and people would get more of the essence of the meeting than by just reading the minutes. 7.4 Members also commented as follows: that Overview & Scrutiny Committees should be broadcast in preference to Members Seminars in respect of a particular project if the Chair was in agreement The HoD&SS and his team should be congratulated for their web casting work and although it had felt uncomfortable at first members were now getting used to it and the cameras were unobtrusive The public would now be able to see the amount of discussion and debate that took place before members had to make difficult decisions 7.5 The HoD&SS thanked members for their comments and their engagement with the process. 7.6 Members discussed aspects of webcasting and how extra hours of webcasting could be purchased if required. They were advised by the Assistant Chief Legal Officer and Deputy Monitoring Officer that the 4

8 Council s Constitution stated that videoing and recording of meetings needed prior permission of the Mayor and Chief Executive. 7.7 The HoD&SS made the following points to the committee: There had been tacit agreement by the Chair to have their meeting webcast but other members could question that Door notices could be amended to inform press and public that they could not record the meetings Overview and Scrutiny meetings could be webcasted as deemed appropriate A condition of the grant from the Welsh Government was that we try remote attendance at our meetings. The Welsh Government was keen to facilitate members being able to access meetings from anywhere in the world 7.8 Members commented as follows: Remote attendance would be very useful for any members who were severely disabled and might find it difficult to access the Civic Centre This proposal might benefit working members and encourage more engagement We would have to ensure we record when members leave a meeting Time could be saved by this proposal We also need to consider bi-lingual facilities 8. WORK PROGRAMME 8.1 Members considered the updated work programme for the Democratic Services Committee and agreed to receive the report on Members ICT Support Package at the next meeting on 11 March It was suggested that members could questions in advance if they wished, so officers would have information ready for members at the meeting. The HoD&SS agreed to facilitate this. HoD&SS 8.8 The Chair thanked everyone for attending and closed the meeting at 3:35pm. Date Chair of Democratic Services Committee Minutes prepared by Rosalyn Gwynn, Lead Officer Regulatory Support on 9 January

9 This page has been left blank intentionally, for printing purposes.

10 DEMOCRATIC SERVICES COMMITTEE 11 MARCH 2014 UPDATE ON ACTIONS AGENDA ITEM NO. 4 NB the action sheet lists decisions previously taken by the Democratic Services Committee (or the former Members Services Committee if applicable) which require specific follow-up action. Decisions/actions are removed when the committee has been informed that they are complete. Meeting and date MSC 12 March 13 DSC 30 Apr 13 DSC 30 Apr 13 DSC 12/12/13 DSC 12/12/13 DSC 12/12/13 Minute para Action to be taken By whom Action taken 6.5 Report to Council recommending a policy position on HoSDS Report to DSC in March and then telephony for elected members Council in June Include other meetings which members attend in the HoSDS Adequacy report scheduled for June 14 next adequacy report 4.12 Explore options for secure member mailboxes Senior Members 22 Members have expressed an interest Services Officer in having access to a secure locker. (SMSO) Discussions continue. 4.2 It was confirmed that there were now sufficient secure lockers for members use. The HoD&SS explained that it would have been more expensive to have new holes cut in lockers than to replace them with new lockers ) The request to keep the door closed to Members Common Room would be made more formal 2) It was suggested that there could be a swipe access fitted to the Railway Carriage to ensure contents would remain secure 5.5 1)To provide carrying bags for laptop for members who required them Arrange for the Chief Operating Officer 2) SRS to attend the meeting of members. LOC&MS HoD&SS HoD&SS Members have been asked if they want secure lockable cupboards and most members do. The lockable cupboards are currently located in executive members rooms so are not easily accessible. They will be moved into the Railway Carriage as soon as possible 1) Action complete 2) In progress To update at meeting 6

11 Action sheet created by: Ros Gwynn, Committee Support Manage, on 4 March 2013 * denotes that the action has been or is being taken - so the action will be removed from the list following the committee s meeting on 12 December 2013 Key to abbreviations, officer titles and names DSC = Democratic Services Committee Head of Strategic and Democratic Services / HoSDS = Richard Edmunds Senior Members Services Officer / SMSO = Nikki Marsh Committee Services Manager /CSM Ros Gwynn 7

12 AGENDA ITEM NO. 5 DEMOCRATIC SERVICES COMMITTEE 11 March 2014 WALES CHARTER FOR MEMBER SUPPORT & DEVELOPMENT Report Submitted by: Report Written by: Richard Gwinnell, Lead Officer, Council and Member Support Jacquelyn Tranter, Member Development Officer and Richard Gwinnell, Lead Officer, Council and Member Support 1. Area Affected 1.1 County Borough wide. 2. Purpose of Report 2.1 To consider the gap between what we do now, what we have to do better to attain re-accreditation under the Charter and what we could do even better potentially if we wished to make a submission for the Advanced Charter award; and seek approval to prepare the ground for Advanced Charter status. 3. Recommendation 3.1 That the committee approves the work required to enable the Council to apply for the Advanced Charter for Member Support and Development in Spring Background 4.1 The Welsh Local Government Association s (WLGA) Wales Charter for Member Support and Development was awarded to Torfaen County Borough Council at a Council meeting in February The Charter lasts 3 years. We are required to submit again for re-assessment (which would have to take place in February 2015 at the latest), or else the Charter awarded to us will expire. Alternatively, we could strive for the next level; the Advanced Charter. 4.2 The Wales Charter is a broad framework for planning, self-assessment, action and review, together with networking and comparison amongst authorities and the sharing of good and innovative practice. The adoption of the Charter across Wales has helped raise the overall amount and standard of support for elected members (of local authorities, as well as national park and fire and rescue authorities for example) in Wales. 4.3 The Local Government (Wales) Measure 2011 introduced new requirements for corporate governance and member support and development. The WLGA has a long history of working with authorities to help them develop knowledge and skills, support facilities and support services for elected members. Therefore the Charter criteria were changed over the last year or two, to reflect the Measure. 4.4 In some areas, the Charter requirements go further than the Measure. For example, the Measure requires local authorities to make available to each member of the authority an annual review of the member s training and development needs 8

13 (in other words, to offer an annual review to all members). The Charter on the other hand now says that all members should have detailed role descriptions, and that personal development reviews (which should be based on those role descriptions and contribute to personal development plans for councillors) must be made available for all members and must be undertaken by members in receipt of a senior or civic salary. 4.5 Torfaen Council invests considerable time, resources and effort into training, developing and supporting its elected members, to ensure its members are fully informed and engaged. The award of the Charter in 2012 is evidence of this. 4.6 The Advanced Charter is the next step up. It demonstrates that those authorities who are awarded it have reached a more advanced level. It would be an excellent standard to work towards, to ensure we provide even better member support, including training and development, than we do now. 4.7 Member support and development has progressed considerably in Torfaen over the last few years. We have role descriptions for all members, we offer personal development reviews (PDRs) for all members (and most members choose to have a PDR), we produce personal development plans (PDPs) for those members and we design and organise training and development opportunities for members based on their needs, as expressed in their PDRs and PDPs. The training and development delivered is consequently led by members and ensures they are well equipped with appropriate and relevant knowledge and skills to undertake their roles effectively. We also have this committee, and officers, clearly charged with member development responsibility, we have demonstrably appropriate and high quality training and development, we invest considerable resources in member support, we support members with their annual reports, and we provide good facilities, equipment and other support for members, among other things. 4.8 As stated already, the Charter lasts only 3 years, so we will have to re-submit early in 2015, if we wish to retain it. Alternatively, we could strive for the Advanced Charter. If we are to opt for the Advanced Charter, then there is further work to be done, as detailed in the draft gap analysis at Appendix B. The gap analysis shows that, even if we resubmit for the Charter we already have, there are things we would need to do better, because the Charter has been updated (e.g. in respect of members roles on outside bodies and remote attendance at meetings). 4.9 As shown in the position statement at Appendix A to this report, the only authorities to have been awarded the Advanced Charter to date are Rhondda Cynon Taff and the Brecon Beacons National Park Authority. Clearly, if Torfaen is to go for the Advanced Charter, we would remain in the driving seat of member support and development in Wales. 5. Consultation 5.1 The Democratic Services Committee is being consulted as its role (amongst other things) is to: drive the Member Support and Development process for the Council, including ensuring the Council builds on its successes in line with the Wales Charter for Member Support and Development 9

14 take overall responsibility for deciding what should be regarded as reasonable training and development opportunities for councillors, keeping the Member Development Strategy updated and ensuring its delivery act as a sounding board for issues affecting elected Members, including members annual reports, personal development reviews for councillors, role descriptions for councillors and other appropriate matters develop policies on other matters relating to the role of the Elected Member identify potential Member support/development needs and solutions. 5.2 The Member Champion for Member Training and Development (Councillor Mary Barnett) will also be invited to this meeting, to give her views to the committee on the way forward. 6. Policy Impact Assessment and Implications 6.1 There are no specific financial or other implications arising from this report. As the Member Development Strategy (adopted in November 2011) says however, better informed members make better decisions. Whether we go for re-submission or the Advanced Charter, this will be met from within existing resources. 7. Risks 7.1 There is a risk that, if the Council loses or does not re-attain the Charter, its reputation will suffer. Officers and members have worked hard to date to gain and build on the Charter and are enthusiastic to attain the Advanced Charter. The risk of applying for and not attaining the Advanced Charter would again be reputational hence this report, seeking members views, informing members of further work needed and (if the Advanced Charter is to be sought) seeking commitment to do what is needed to overcome any barriers to success. 8. Action to be taken following meeting 8.1 If the committee agrees to progress towards the Advanced Charter, officers will undertake the necessary actions, continuing to work closely with members. 9. Monitoring and Evaluation 9.1 The committee will be kept informed of progress at subsequent meetings. 10. Conclusion/summary 10.1 The current Charter award expires in February The committee is asked to decide whether we should re-submit for the existing Charter or work towards the Advanced Charter. 11. Recommendations 11.1 That the committee approves the work required to enable the Council to apply for the Advanced Charter for Member Support and Development in Spring

15 Appendices A Extract from WLGA Charter position statement B Draft Gap Analysis Advanced Charter for Member Support and Development For further information about this report, please telephone: Member Development Officer, Jacquelyn Tranter, Background papers: Wales Advanced Charter for Member Support and Development (see Welsh Local Government Association website) 11

16 Appendix A What is the Charter? Elected members today face increasing challenges. Under the modernisation agenda, there are heightened expectations on them to undertake a diversity of roles ranging from that of community leader to their special responsibilities within the Council. Throughout Wales, authorities are striving to provide the best possible support for their members to enable them to meet these challenges. This takes the form of skill and knowledge development, support facilities, and support services. The Welsh Local Government Association has a long history of working with authorities to help them develop these activities. To provide structure to the national programme of support, the Wales Charter for Member Support and Development was developed collaboratively by the Association, members representing each of the political groups and member support officers from each authority. The Charter aims to provide a broad framework for local planning, self-assessment, action and review together with networking and comparison amongst authorities and the sharing of good and innovative practice. Its wide adoption has raised the overall amount and standard of support given to members in Wales. What is the Current position? The Charter and Advanced Charter have been awarded to the following authorities Caerphilly County Borough Council Rhondda Cynon Taf County Borough Council The Vale of Glamorgan Council 2008 Flintshire County Council Mid and West Wales Fire Authority Wrexham County Borough Council 2009 Brecon Beacons National Park Authority Conwy County Borough Council Denbighshire County Council North Wales Fire and Rescue Authority Gwynedd County Council Snowdonia National Park Authority 2010 Bridgend County Borough Council Merthyr Tydfil County Borough Council Pembrokeshire Coast National Park Authority 12

17 Rhondda Cynon Taf County Borough Council - Advanced Level South Wales Fire and Rescue Service 2011 Blaenau Gwent County Borough Council Brecon Beacons National Park Authority - Advanced Level Caerphilly County Borough Council (Renewed) Flintshire County Council (Renewed) Powys County Council Torfaen County Borough Council 2012 The Local Government (Wales) Measure 2011 has introduced legislative requirements for corporate governance and member support and development. Therefore in 2012 the Charter criteria were developed to enhance and enable these legal requirements Bridgend County Borough Council - Good Practice and Innovation Award Isle of Anglesey County Council Mid and West Wales Fire and Rescue Authority (Renewed) 13

18 Appendix 1 A. Member Roles and Responsibilities 1. Members are supported with role descriptions. Charter Requirement Role descriptions are adopted for the: Leader Deputy Leader Cabinet Members Scrutiny members Scrutiny Chairs Scrutiny Cooptees Chairs of statutory committees Chairs of area committees(n/a) Chair of the Audit Committee Members of Audit Committee Chair of Democratic Services Member of Democratic Services Ward Member, including community leadership and case work Chair of Standards committee Charter Expansion and Clarification What does adopted mean? Role descriptions exist and have been formally adopted for all the roles listed. There is no need at this level for members to evidence that they perform the roles outlined in the descriptions but they should understand what their role is and what is expected of them. What can be defined as a role description? See the WLGA model role descriptions for Welsh Authorities and the WLGA document The Role of Councillors in Collaboration and The Model Role description for a Scrutiny Co optee Appendix A local Government (Wales) Measure 2011 Advanced Charter Requirements Role descriptions are available for all members covering all aspects of their role. Members are undertaking the responsibilities described in the role descriptions. Role descriptions inform the PDR process Advanced Charter Expansion and Clarification Every member has a role description which matches what they do. Including guidance for members of a working or task and finish group not a role description as such but some information to help members understand what is expected of them. All members need to be undertaking their roles in accordance with their role descriptions evidenced by having individually developed and/or agreed their RD. TORFAEN POSITION Generic role descriptions adopted for all but Scrutiny cooptees Outside bodies role descriptions required for all aspects of the role Members to be provided with terms of reference of outside bodies to which they are appointed 14

19 Appendix 1 2. Members are supported in undertaking their duties according to high standards of conduct. 3. Members are supported in understanding their roles and responsibilities Member of Standards Committee Leader of the Opposition Member Champion Guidance is provided to members on their role on outside bodies. All members are provided with training and development in the detail of the local code of conduct, taking into account any changes in the model or local codes as they emerge. All members have received training on and understand the contents of the constitution, including: Outside Bodies Where members are responsible for formally representing the authority or making decisions that could impact on the authority or have legal obligations as - for example trustees of an organisation, they should be provided with a role description. In all instances members should be provided with guidance on their role on the outside body. Officers should secure (where available) terms of reference from outside bodies. What can be interpreted as training and development? Any activities which help members understand what the code is and how they need to work within it. This could include written guidance, induction sessions, workshops, Q&A sessions. Training has been made available to all members and take up of this has been high. The constitution sets out the Training is updated and delivered regularly. Potential breaches are addressed internally, as set out in the Ombudsman s report concerning local resolution. There are few justifiable referrals to the Ombudsman because members do not understand the code. The Constitution and related documents listed at level one change in line with requirements. Changes include governance arrangements due to the introduction of structures to Code of Conduct delivered Monitoring Officer available when requested Advise through s and meetings Training has been provided on the rules of debate and meeting 15

20 Appendix 1 as set out in the Constitution. B. Member Development the roles, responsibilities and limits to the roles of committees the role of individual members and officers Member/officer protocols meeting practice standing orders rules of debate roles and responsibilities of every committee and broadly the role of the key players at each committee, for example chairs, support officers and regular/key participants. Role descriptions may be in the constitution or as a separate document but should be formally adopted and valued. support collaborative services. procedure. 15/44 members attended. Training is required on roles(perhaps on-line training?) B1. A member learning and development strategy has been adopted. A local member development strategy is in place. The strategy sets out the approach that the authority and the Democratic Services Committee takes to member development. It includes: a commitment to and methodology for undertaking development needs analyses through a PDR scheme or TNA for those members not All aspects of the strategy are in place and functioning effectively, with an effective methodology for monitoring and reviewing the strategy over time. Democratic Services Committee monitor and review the strategy 16

21 Appendix 1 B2. Arrangements are in place for all members to requesting a PDR, which identifies the local and national, collective and individual development needs of all members. a commitment to and methodology for developing members according to the needs of the organisation. a commitment to and methodology for creating personal development plans for all members. a methodology for responding to the development needs of members identified in their personal support and development reviews or TNAs. Personal support and development reviews which are: based on role What is a PDR? An opportunity for a member to discuss with any senior member or other suitably The majority of members undertake PDRs regularly and at least annually The outcomes effectively and regularly inform the member Training provided to officers by WLGA 17

22 Appendix 1 be offered a PDR. descriptions contribute to personal development plans are conducted by senior members or other deemed suitably qualified as set out in the Measure guidance are made available for all members and must be undertaken by members in a receipt of a senior/civic salary. Note, although the measure does not require the leader to undertake a review, the Charter does. The Charter requires that all members in receipt of a senior salary undertake this. The Measure is voluntary but for all members. qualified person their own requirements for training and development. This should include some examination of current duties as set out in the role descriptions listed above and may include some self or supported reflection on current performance as a starting point. The outcomes of the discussion should feed into a personal development plan held by the member with the required development activities and also be recorded by the authority so that development activities can be arranged to support every members needs. The WLGA document Guidance for Authorities Planning to Implement Personal Development Reviews for Member provides guidance in this area. according to the requirements set out in the first level. The PDR provides opportunities for members to identify the level at which development is required. development strategy and programme. Members report that the process is useful and that their needs are, where possible, being met in terms of content and level. Anyone conducting reviews should have received training in their purpose and methodology. B3. A An annual development There is an annual The development Levelling new 18

23 Appendix 1 development programme for councillors is in place with a mechanism for its annual review. All councillors are made aware of, guided to and are able to access the development activities equally. programme informed by the member development strategy is in place The annual development programme is planned and publicised in advance. Members are made aware of development opportunities provided in response to their needs. The timings and settings of activities are varied to enable equal access by all, including those members who are working, are carers or have child care responsibilities. programme of events and learning opportunities for members both collectively and individually. This programme is informed by the organisational priorities set out in the strategy and in any requirements identified in the personal development plans which emerge from PDRs and TNAs. The programme should be developed by relevant officers and members for example the DSC/MDWG/ MD Champion, DS/HR officers and directors/service heads. The programme includes specialist areas of development reflecting the needs of members in developing skills and understanding in both corporate governance and thematic or service areas. The programme is provided to members giving sufficient notice for attendance. programme is updated every year following monitoring and evaluation of the previous year and is demonstrably in line with member needs and the MD strategy. The content of the programme is made available to suit the needs of members with different skills and experience. i.e there is some levelling to development activities. members, seminars, licensing, planning, Induction Basic Principles Annual Development Programme report to committee Members are notified of specific events in which they have expressed an interest. The programme is designed to offer choice or variety of 19

24 Appendix 1 opportunities to attend. B4. Prospective candidates, candidates and new members are informed of their role and responsibilities. The Council uses the national guidance and support materials available for candidates and prospective candidates. All new or returning members are provided with a programme of induction. What is the national Guidance? This refers to the materials provided by the Association and others, to people in the community (not just those who have decided to stand) to encourage them to stand for office and to those who have already declared their intention to stand. These will be different for each election and at different times in the political calendar. The Association will have an overview of what is available. What constitutes an induction programme? This will vary between authorities but should at the base level be any activity that introduces new members to their roles both within and outside the council and the work of the authority generally. Use is made of the national induction materials provided by the WLGA. Use is/planned or made of the national questionnaire to inform the development of candidates information for the next elections The candidates profile is measured in the national questionnaire and steps are taken or planned to inform groups or individuals who are not standing in the next elections. Local information is provided to candidates in addition to that available nationally. Every member moving to a new role has received an induction for that role. Notable practice might include road shows, media/social media campaigns. Website/printed promotional material. Electoral Commission website Visits to 6 th form in schools as well as encouraging voting includes introduction to becoming a councillor (last visit ) Local information Website to be updated to include details on becoming a councillor and relevant local information Lead Officer for Elections review national questionnaire results to determine groups to target 20

25 Appendix 1 B5. Development activities are relevant and of high quality. Learning activities are provided in appropriate styles and settings based on the learning needs and styles of individuals and committees. The authority has a systematic and effective approach to commissioning, developing, providing and evaluating its training and development activities. This could include internal, external and collaborative arrangements. What are appropriate styles and settings? A mix of for example formal/informal group/individual, interactive/passive working environment/away day The authority would need to demonstrate an effective selection process for commissioning training. This might include working with the WLGA and should include working collaboratively where appropriate with other authorities to share intelligence or undertake joint procurement. Training and development is provided to a consistently high standard, commissioning and evaluation is effective and systematic. The authority works regularly with other authorities to pool experiences and consider the sharing or coordination of joint programmes. Collaborative session being organised on Community Casework B6. There is a clear responsibility for leading the programme, driving the strategy and monitoring the out comes. The Authority has clearly defined the arrangements for developing, implementing and monitoring its strategy for member support and development. Individual members and officers have clear roles in leading and championing this Internal training, (rather than briefing) should be designed and provided with the support of training/od professionals in addition to member support or policy/service officers. This role should be undertaken by the Democratic Services Committee and its chair or other appropriate fora such as a member support and development working group. Individual member(s) and officer(s) have clear overall responsibility for developing, These arrangements are mature and effective in representing the views of all members and the needs of the organisation in sponsoring and developing the strategy and Reported to Democratic services committee 21

26 Appendix 1 B7. Resources are identified and provided for member development. B8. Members are offered the opportunity to be mentored by member peers. area. The needs of all political groups and independent members are taken into account regardless of political affiliation. Dedicated resources are identified and provided for member development activities. The authority provides the reasonable level of development required by the Measure. The authority is exploring the needs of members to be mentored. Any member who has requested a mentor is provided with one. Mentors are trained in mentoring skills. implementing and monitoring the strategy and progress of the programme. How dedicated is dedicated? Resources are specifically put aside and used for member development. The development activity can be very widely interpreted but should not be the usual business of the council. It could include traditional briefing, workshops or seminars handbooks, e. learning, induction activities. Resources should also include staff time, shared where possible between authorities. The authority is speaking to members about the concept and benefits of mentoring to gauge interest. Mentoring might include member to member or working with member or officer buddies The authority should be monitoring the training programme and outcomes. Attendance, satisfaction and outcomes for members are monitored and low levels of attendance addressed. Resources, whether people or money, are allocated according to the priorities in the strategy arising from organisational needs or those expressed by members in their PDRs and TNAs. Consideration has been given to sharing resources between authorities and (where a clear benefit exists) collaborative arrangements have been made. The authority has a mentoring strategy to support the needs of members who have requested mentors. Yes and in process of organising collaboratively NO strategy explore possible options 22

27 Appendix 1 C. Member Support exploring the need to provide Leadership mentoring for the Leader and Cabinet if requested. C1. Officer support is provided for member development, support and scrutiny. Every member committee, panel, forum etc. has officer support provided. Members are also supported in their case work. Overview and scrutiny committees have dedicated support from officers who can provide impartial research, support and advice. The nature of the support has been clearly articulated to members Officer support should be provided for every council meeting and committee. Systems should be in place to support members in non Party Political case and community work whether from member support or other service areas. Support for collaborative governance arrangements such as joint committees and commissioning boards should also be evidenced. There needs to be a resource (dedicated or otherwise) in the authority who can provide members with advice in relation to the discharge of the authority s scrutiny function, and support for scrutiny members or committees by impartially researching information. This should be in direct response to the needs of members when they are undertaking Members are satisfied with the level of support provided. Survey needs to be undertaken are members satisfied with their support? 23

28 Appendix 1 C2. Arrangements made for the business of the Council are flexible and enable members to participate fully regardless of personal circumstances C3. Contact management and communication A review of the arrangements for council business has taken place and as a result, meeting times, arrangements and venues reflect the needs of members as closely as possible. Members have been involved in developing the approaches to remote attendance as set out in the standing orders as/when required by the Measure. Systems are in place to enable members to liaise with council officers regarding services provided both within and outside the authority. Community groups and their legitimate scrutiny role. Authorities should have undertaken a review in line with Measure guidance i.e at least once every term, preferably shortly after the new council is elected which at least measures whether daytime or evenings are preferred and if particular times cause problems for individual members. Individual committees should be able to define what is convenient for members of that committee. What should be demonstrated is an awareness of the restrictions placed on members by holding council meetings at certain times and some evidence of flexibility in meeting arrangements as a result. These systems should include agreed standards for response times, complaints procedures and processes to support community and casework. Members should be provided with information The authority can demonstrate that it knows the requirements of its current members and has met them. i.e meetings are arranged to suit the convenience of the majority of members expected to attend the meeting. Special arrangements are made for those members who have special access requirements. Arrangements for remote attendance should be in place. Note The criteria for remote attendance should only be applied when the Measure has been enacted. The systems required for level one are working effectively. Members can effectively access officers regarding service delivery and Democratic Services Officers support arrangements : May 12 survey circulated on election night June 12 agreed 10am meetings of Council. Special meetings are held at 4pm. Planning site meetings time changes Scrutiny times changed form 2pm start to 1.30pm start facebook, , members seminars, the word, yammer, e-bulletin in Neighbourhood Services, we 24

29 Appendix 1 C4. Annual reports C5. Personal support for members individuals are also assisted in contacting local members. Members are able to contact stakeholders. The authority makes arrangements for all members to be able to publish annual reports, according to the guidance in the measure. Members are provided with access to guidance on their rights and benefits as members. regarding which officers to contact regarding complaints and casework relating to any service delivered by or on behalf of the council. Linda ASh Members are provided with support and guidance on using the authority s systems. Members are provided with general advice on what might be described as employment rights and benefits relating to their role as councillors. This includes member salaries, family absence, allowances, tax and benefits, pensions, indemnities, data protection and freedom of information. individuals and communities can access members. Members in receipt of a Senior/Civic Salary publish annual reports. Members report that this information and advice is adequate. send every press release via to every member, Swoop, My say consultation, ward surgeries, ward newsletters, webcasting Arrangements in place Need members to do reports, currently 19/44 have been published Leaflets being revised pensions and insurance Part 3 of Constitution Survey required D. Member Facilities D1. All members are provided with adequate Members are provided with the equipment, or connectivity Members are provided with equipment for their individual use to undertake council business. Members are routinely using the provisions required for level one and 25

30 Appendix 1 access to ICT. required to undertake their role. They are shown how to use the equipment and packages. report that this is sufficient. Basic training is provided in its use and help desk facilities are available. They are able to have assistance if they are experiencing problems with using the equipment or it is faulty. Members are supported in remote working through the use of remote access codes and Skype etc. Members are provided with support to enable them to remotely attend meetings according to the standards set out in the standing orders (when implemented through the Measure). Members are advised on the use of mobile communications and digital and social media and have access to relevant social media sites, discussion fora and communities of practice such as is required to undertake their role. All council agendas and meeting papers are provided electronically. Members are able to communicate with the council and the public electronically. 26

31 Appendix 1 D2. Information resources are provided A central collection of information dedicated to member needs is provided as part of the information and research support available to members. An up to date and regularly revised collection of information resources is available specifically for members. This contains agendas, minutes, training opportunities, links to web resources and access to performance data. Members routinely use the provisions required for level one and report that this is sufficient. Good practice might include an interactive portal dedicated to members. D3. Facilities for members to work in the Council are available. Member needs have been reviewed and where required the following are provided: Shared areas for example for each political group. Members are informed about the information that is available. The needs of members must have been assessed. Rooms must be available but not necessarily permanently dedicated. Members report that facilities are sufficient and that their needs are regularly reviewed. Survey required Private rooms for meetings. Offices for senior office holders. 27