Ward Councillor Role and Responsibilities

Transcription

1 Appendix A Ward Councillor Accountabilities To the Political Group Whip To the Party Group Leader To Full Council Role Purpose and Activities Leadership at Ward Level Leading and championing the interests of the local community and effectively represent the interests of the Ward and its constituents. Meet and liaise regularly with local interested parties and involve and consult them on key Council decisions. Support and promote citizenship locally and empower the community to participate in the governance of the area. Undertake case work for constituents and act as an advocate in resolving concerns or grievances. Communicate with local people and answer enquiries: - about decisions that affect them; - about opportunities in the community; - regarding the rights of constituents within Chesterfield; - as to why decisions are taken. Localism Participate constructively in the good governance of the area. Use influence as an Elected Representative to develop links between groups and communities in the Ward and local area. Forge local partnerships to ensure resources are used to meet the needs of the area. Representation Respond and inform the debate at Full Council meetings Contribute to the effectiveness of the Full Council meeting as the focus of visible leadership. Contribute to the formation and scrutiny of the Council s policies, budget, strategies and service delivery. Contribute to the open and transparent scrutiny of decision making and review of the policies and services of the Council. Represent the authority to the community and the community to the Council. 1

2 Develop and maintain knowledge of the Council and develop working relationships with its officers. Participate in the activities of any political group of which the councillor is a member. Take up membership of any relevant body, organisation or outside body and to participate effectively in the appointed role. Other Fulfil the legal (in accordance with the Council s Code of Conduct for Councillors) and local requirements placed on an elected member. Participate in Member learning and development. And, undergo appropriate training and continuous improvement for any Member role undertaken. Skills Leadership Ability to lead and champion the interests of the local community. Chairing Ability to chair meetings and facilitate discussions. Organisational Skills Manage casework (including the use of IT to support the process). Basic administration skills. Other Skills Ability to use information technology to communicate through Council systems, e.g. s, accessing agenda, minutes, reports, intranet, etc. Ability to interpret Council budgets and accounts. Community engagement skills. Influencing and persuading. Negotiation skills. Managing conflict and mediation skills. Team Working and Relationship Building Ability to develop relationships with key officers and partner agencies. Ability to build effective relationships with all sections of the community so as to be able to represent their needs to the Council. 2

3 Communication Ability to deal with the media whilst being able to identify when additional support from public relations specialists is required, to ensure the Council is positively represented. Ability to communicate with a range of audiences. Active listening and questioning skills. Presentation skills. Public speaking skills Knowledge Understanding of how the Council works. Knowledge of the Council structure, key contact officers and services procedures and eligibility criteria. Knowledge of the political decision making structures. Understanding of the Code of Conduct for Councillors, ethics and standards and the role of the Standards & Audit Committee and the Standards for England. Understanding of national policies and their impact on the Council. Knowledge of the strategic priorities and key policies of the Council. Understanding of legislation and Council policies to which Members must adhere (e.g. Health & Safety Policy, Freedom of Information, Data Protection, Equality legislation). Basic understanding of local government finances and audit processes. Knowledge of the Council s complaints procedure. For Councillors who sit on Regulatory panels, knowledge of legislation and policy relating to planning, licensing, and appeals is required, together with an understanding of the principles and importance of making rational and risk free decisions. 3

4 Leader of the Council This role profile is to be read in conjunction with the role profile for an Executive Member. It identifies the responsibilities, skills and knowledge required of the Leader of the Council that are in addition to those set out for an Executive Member. Accountabilities To the Political Group To Full Council Role Purpose and Activities Provide leadership to the Council. Undertake the role of community leader, building a vision for the area and leading the Council and its partners towards that vision. Represent the Council and provide leadership of the Local Strategic Partnership and other key local partnerships. Chair the Executive and take responsibility for its performance. Represent the authority, and be accountable for, discussions and negotiations with the community and with regional, national and international organisations. Undertake political executive responsibility for proposing and directing the overall strategy, budget, policy arrangements and service reviews. Act as spokesperson for the authority (in consultation with the leaders of the other political group and the Chief Executive as appropriate). Ensure the work of the Executive is conducted in accordance with the Council s Constitution and with due regard for any statutory provisions set out in legislation. Champion and participate in Member learning and development to ensure the effective and continuous personal development of all Members of the Council. Facilitate good communication so that people within and outside the authority are able to contribute constructively to the decision making processes of the Council. Maintain effective liaison with the Chair of the Scrutiny Board. Skills Leadership Excellent Leadership Skills. Ability to develop a vision for Chesterfield Borough Council and drive the Council and its partners towards achieving that vision. Strong Ambassadorial skills to be able to represent the Council both within and outside the Council, particularly at the sub-regional, regional and national level. 4

5 Ability to lead the Council towards continuous improvement. Ability to provide political leadership for their group. Ability to, when necessary, discipline Members of their political group. Team Working and Relationship Building Tact and diplomacy to be able to work across the full range of Council services, partners and political groups, to the benefit of the community. Ability to build effective relationships with other parts of the political management structure, e.g. Full Council, Overview and Scrutiny, Community Forums and other political groups. Political sensitivity to be able to address difficult issues across all groups. Chairing Excellent chairing skills. Organisational Skills Ability to plan and prioritise the business of Council, Executive and its committees having regard to the terms of reference and the key challenges facing the Council. Communication Ability to facilitate effective communication within and across the Council to ensure the community are able to engage in the Council s decision making processes. Excellent, skills in working with the media, and being able to identify when additional support from public relations specialists is required, to ensure the Council is positively represented. Excellent listening and questioning skills. Excellent presentation skills. Excellent public speaking skills. Knowledge A detailed understanding of the strategic role of the Leader of the Council. Detailed understanding of the legally defined role of the Chief Executive and other statutory officers. Detailed knowledge of the work of national, regional and sub-regional bodies and the role of the Leader and Council within them. 5

6 Detailed understanding of the national policy framework and its impact on local policy development. Detailed knowledge of the role of local partners and the services they deliver. Detailed understanding of the Council s constitution, Code of Conduct, budget and audit processes and key internal policies. Understanding of the relationship between national politics and local political leadership. Understanding of the wider, national issues facing elected Members and the practical implications for the authority s Members. 6

7 Deputy Leader of the Council This role profile is to be read in conjunction with both the role profile for an Executive Member and Leader of the Council. It identifies responsibilities specific to the role of Deputy Leader in addition to those of an Executive Member. Accountabilities To the Political Group To Full Council To assist the Leader of the Council in the formal processes and matters of leadership of the authority specifically set out in the profile for the Leader. To work with the Leader of the Council on the budget and policy development. To ensure that appropriate developmental steps are taken to equip the Deputy with the knowledge and skills to carry out the role of the Leader when called upon. To deputise for the Leader in his or her absence and undertake the above mentioned duties set out in the role profile for the Leader of the Council. Skills It is expected that the Deputy Leader is able to deputise for the Leader. And, therefore, the additional skills and knowledge set out for the Leader are copied here as they are also required of the Deputy Leader. Leadership Excellent Leadership Skills. Ability to develop a vision for Chesterfield Borough Council and drive the Council and its partners towards achieving that vision. Strong Ambassadorial skills to be able to represent the Council both within and outside the Council, particularly at the sub-regional, regional and national level. Ability to lead the Council towards continuous improvement. Ability to provide political leadership for their group. Ability to, when necessary, discipline Members of their political group. Chairing Advanced chairing skills. 7

8 Organisational Skills Ability to plan and prioritise the business of Council, Executive and its committees having regard to the terms of reference and the key challenges facing the Council. Team Working and Relationship Building Tact and diplomacy to be able to work across the full range of Council services, partners and political groups, to the benefit of the community. Ability to build effective relationships with other parts of the political management structure, e.g. full Council, Overview and Scrutiny, Community Forums and other political groups. Political sensitivity to be able to address difficult issues across all groups. Communication Ability to facilitate effective communication within and across the Council to ensure the community are able to engage in the Council s decision making processes. Advanced skills in working with the media whilst being able to identify when additional support from public relations specialists is required, to ensure the Council is positively represented. Advanced listening and questioning skills. Advanced presentation skills. Advanced public speaking. Knowledge A detailed understanding of the strategic role of the Leader of the Council. Detailed understanding of the legally defined role of the Chief Executive and other statutory officers. Detailed knowledge of the work of national, regional and sub regional bodies and the role of the Council within them. Detailed understanding of the national policy framework and its impact on local policy development. Detailed knowledge of the role of local partners and the services they deliver. Detailed understanding of the Council s constitution, code of conduct, budget and audit processes and key internal policies. Understanding of the relationship between national politics and local political leadership. Understanding of the wider, national issues facing elected Members and the practical implications for Members. 8

9 Chair of Planning Committee Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Planning Committee in accordance with its terms if reference and agreed protocols. Foster and maintain a disciplined approach by the Members involved having regard to high standards of behaviour and ethics including the protocol relating to planning procedures. Ensure that contributions by the public to meetings are facilitated and controlled in accordance with agreed procedures. Represent the Council in all dealings with the public, media and other bodies in respect of the work of the Committee. Skills Leadership Ability to represent the Planning Committee to the community and the media. Chairing Strong chairing skills Organisational Skills Ability to plan and prioritise the business of the Planning Committee having regard to its terms of reference and key challenges facing the Planning function. Team Working and Relationship Building 9

10 Relationship building particularly with senior officers involved in the planning function, other councillors and Group Leaders. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Planning Committee. Strong presentations skills. Strong public speaking skills. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the Planning function is positively represented. Knowledge In-depth understanding of planning issues and protocol relating to Planning procedures, the Planning Committee and its Sub Committee. Understanding of the role of Ward Councillors in the Planning process. And, how to handle conflicts of interest between being a Ward Member and a member of the Planning Committee. Understanding of the role of Planning Officers. 10

11 Chair of Appeals & Regulatory Committee Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Appeals & Regulation Committee in accordance with its terms of reference. Foster and maintain a disciplined approach by the Members involved having regard to high standards of behaviour and ethics. Represent the Committee s decisions in appeals to the Tribunals, Magistrates and higher Courts. Be aware of legislation and ongoing local and national developments on employment and licensing regulatory matters and their implications. Represent the Council in all dealings with the public, media and other bodies in respect of the work of the Committee. Skills Leadership Ability to represent the Appeals & Regulatory Committee to the community and the media. Chairing Strong chairing skills. Organisational Skills Ability to plan and prioritise the business of the Appeals & Regulatory Committee having regard to its terms of reference and key challenges facing its function. 11

12 Team Working and Relationship Building Relationship building particularly with senior officers involved in its function, other councillors and Group Leaders. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Appeals & Regulatory Committee. Strong presentations skills. Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the Appeals & Regulatory function is positively represented. Knowledge In-depth knowledge of the Council s appeals processes, employment and licensing regulatory issues, and the relevant Council policies and practise. Good knowledge and understanding of relevant legislation and local/national developments on employment and regulatory licensing matters and their implications. Understanding of the role of ward Councillors in the appeal and regulatory process. And, how to handle conflicts of interest between being a ward Member and a member of the Appeals & Regulatory Committee. 12

13 Chair of Licensing Committee This role profile is also relevant for the Chair of a Licensing Panel Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Licensing Committee in accordance with its terms of reference. Foster and maintain a disciplined approach by the Members involved having regard to high standards of behaviour and ethics. Represent the Council in all dealings with the public, media and other bodies in respect of the work of the Committee. Represent the Committee s decisions in appeals to the Magistrates and higher Courts. Be aware of legislation and ongoing local and national developments on licensing matters and their implications. Be the elected member spokesperson in regular scheduled meetings with the taxi vehicle trade and with other interested parties so that the Council maintains relationships and can have positive dialogue on licensing issues. Skills Leadership Ability to represent the Licensing Committee to the community and the media. Chairing Strong chairing skills. Organisational Skills Ability to plan and prioritise the business of the Licensing Committee having regard to its terms of reference and key challenges facing the licensing function. 13

14 Team Working and Relationship Building Relationship building particularly with senior officers involved in the licensing function, other councillors and Group Leaders. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Licensing Committee. Strong presentations skills. Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the licensing function is positively represented. Knowledge In-depth knowledge of licensing issues, the Council s licensing policies and practise. Good knowledge and understanding of relevant legislation and local/national developments on licensing matters and their implications. Understanding of the role of ward Councillors in the licensing process. And, how to handle conflicts of interest between being a ward Member and a member of the Licensing Committee. 14

15 Chair of Overview & Scrutiny Board Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Board in accordance with its terms of reference. Lead and promote the overview and scrutiny function. Maintain effective liaison with the leader of the Council, the Chief Executive and the corporate management team to ensure that scrutiny contributes to effective decision making in the Borough. Represent scrutiny in Full Council and be accountable to Council for the actions of scrutiny. Maintain an overview of the work of the scrutiny annual work programme, and the work and progress of all the scrutiny review panels. Monitor the use of the call-in procedures to advise on whether the procedure is being used appropriately. Ensure the continuing development of the scrutiny function. Encourage the involvement of all interested parties, stakeholders, individuals, voluntary and community groups in scrutiny. Represent the Scrutiny and Overview Board on relevant boards and panels. Skills Leadership Leadership of the scrutiny function within and outside the Council. Ambassadorial skills through the representation and championing of the scrutiny function inside and outside the authority. Objective setting and progressing those objectives on behalf of the scrutiny function. Chairing Strong chairing skills. Organisational Skills 15

16 Ability to plan, prioritise and manage the business of the Overview & Scrutiny Board having regard to its terms of reference and key challenges facing its function. Co-coordinating the work of the scrutiny review panels. Team Working and Relationship Building Relationship building particularly with Board colleagues, members, and corporate management team/ officers. Relationship building with external partners and stakeholders. Ensuring effective contributions from each member of the Board. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Board. Strong presentations skills. Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the scrutiny function is positively represented. Knowledge Assimilating and analysing complex and contradictory information. Obtaining and weighing up evidence and making decisions based on that evidence Detailed awareness of the constitutional arrangements relating to the scrutiny function and its relationship with other parts of the Council s decision making structures. Awareness of the changes facing local government and an understanding of how these might impact on the scrutiny function. Awareness of basic project management principles. 16

17 Chair of the Efficiency and Best Value Scrutiny Panel Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Panel in accordance with its terms of reference. Lead and promote the development of an efficiency and best value culture at the Council. Maintain effective liaison with the leader of the Council, the Chief Executive and the corporate management team to ensure that scrutiny contributes to effective performance in the delivery of the Council s business. Represent scrutiny in Full Council and be accountable to Council for the actions of the Panel. Maintain an overview of the work of the Panel including the progress of the best value review programme, other efficiency reviews and best value performance plan. Development of performance indicators, targets and improvement plans. Ensure the continuing development of the scrutiny function. Skills Leadership Leadership of the efficiency and best value scrutiny function inside and outside the Council. Ambassadorial skills through the representation and championing of the scrutiny function inside and outside the authority. Objective setting and progressing those objectives on behalf of the scrutiny function. Chairing Strong chairing skills. Organisational Skills Ability to plan, prioritise and manage the business of the Panel having regard to its terms of reference and key challenges facing its function. 17

18 Team Working and Relationship Building Relationship building particularly with Panel and overview and Scrutiny Board colleagues, members, and corporate management team/ officers. Relationship building with external partners and stakeholders. Ensuring effective contributions from each member of the Panel. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Board. Strong presentations skills. Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the scrutiny function is positively represented. Knowledge Assimilating and analysing complex and contradictory information. Obtaining and weighing up evidence and making decisions based on that evidence Detailed awareness of the constitutional arrangements relating to the scrutiny function and its relationship with other parts of the Council s decision making structures. Awareness of the changes facing local government and an understanding of how these might impact on the scrutiny function. Awareness of basic project management principles. 18

19 Chair of Standards & Audit Committee (Independent Appointee) Accountabilities To the Executive To Full Council Role Purpose and Activities Chair the Standards & Audit Committee in accordance with its terms of reference. Chair sub-committee dealing with allegations of the breach of the Council s Code of Conduct. Lead by example and foster and maintain a disciplined approach through the work of the Committee having regard to high standards of behaviour and ethics. Work with the Council s Monitoring officer in promoting and supporting standards of behaviour and ethics among all members on the Borough and Town Councils in the area. Ensure that all matters referred to it are dealt with promptly and in accordance with statutory guidance. And, on an entirely apolitical basis. Be aware of legislation and ongoing local and national developments on the Standards, and Audit function, together with Ombudsman matters and their implications. Act as a spokesperson for the Standards & Audit Committee Present any reports or findings to the relevant bodies within the Council. Skills Leadership Ability to represent the Standards & Audit Committee to the community and the media. Chairing Strong chairing skills. Organisational Skills 19

20 Ability to plan, prioritise and manage the business of the Standards & Audit Committee having regard to its terms of reference and key challenges facing its function. Team Working and Relationship Building Relationship building particularly with the Council s statutory officers, members of the Committee and senior officers. Communication Strong listening and questioning skills. Good communication skills particularly with Members and Officers involved with the Standards & Audit Committee. Strong presentations skills. Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Council and the Appeals & Regulatory unction is positively represented. Knowledge Assimilating and analysing complex and contradictory information. Able to adopt a neutral and unbiased approach in considering case brought to the Standards & Audit committee. Obtaining and weighing up evidence and making decisions based on that evidence Detailed awareness of the national and local importance and role of the Standards & Audit Committee. And, the role of Standards for England. In-depth understanding of the Council s Code of Conduct and the constitutional arrangements relating to the Standards & Audit Committee. 20

21 Chair of Community Forum Accountabilities To the Political Group Whip To the Party Group Leader To Full Council To the Forum Community Role Purpose and Activities Roles and Responsibilities Chair a Community Forum meeting in accordance with its terms of reference Foster and maintain a disciplined approach by the Members involved having regard to high standards of behaviour and ethics. Represent the Council in all dealings with the public, media and other bodies in respect of the work of the Committee Skills Leadership Ability to link the Council with local people and to represent the Forum to the community and the media. Chairing Strong chairing skills. Organisational Skills Ability to plan and prioritise the business of the Community Forum having regard to its terms of reference and key challenges facing its function. Team Working and Relationship Building Relationship building specifically with its community, and also with other agencies, senior officers involved in its function, other councillors and Group Leaders. 21

22 Communication Strong listening and questioning skills. Good communication skills Strong public speaking. Ability to work with the media and to identify when additional support from public relations specialists is required, to ensure the Community engagement function is positively represented. Knowledge Good understanding of the issues affecting the well-being and/or of concern to the community including its priorities for action. Good understanding of the Council s strategies, policies and operations. Good understanding of the Council s constitution, budget and audit processes. 22

23 Leader of an Opposition Group This role profile is to be read in conjunction with the role profile for an Executive member. It identifies the responsibilities, skills and knowledge required of the Leader of the Opposition Group that are in addition to those set out for an Executive member. Accountabilities To the Political Group To Full Council Role Purpose and Activities This role profile relates to leaders of all opposition groups. However, it should be noted that there are presently only two Party Groups at the Council. Lead an Opposition Group within the Council. Manage the work of Members within that Group. Manage the overall co-ordination of opposition spokespersons and the business of the Group. Shadow and scrutinise the Leader of the Council and the Executive in their duties. Represent the Council on key local partnerships. Act as the principal spokesperson for an Opposition Group of which he/she is leader. And, as a representative of the authority to any relevant body, organisation or outside bodies as appropriate. Comment, challenge and review the Council s administration performance in the co-ordination and implementation of its policies and procedures. Establish and represent the views of the Group on issues of policy and priority. Develop opposition Group policies that are credible and could be implemented by the Council. Promote and participate in Member learning and development to ensure the smooth running of the Group and the personal development of its Members. Advise the Leader of the Council of the Group s position on issues relating to external relationships. Represent the Group on relevant formal and informal committees and panels. Participate in the development of corporate strategies and policies. Skills Leadership Ability to provide political leadership of their Group and manage the tensions between the political demands and expectations of the Group, and the needs of the Council. 23

24 Ability to hold the Executive to account. Ambassadorial skills to be able to represent the Council both within and outside the Council including at regional and national level. Ability to, when necessary, discipline Members of their political Group. Political sensitivity to be able to address difficult issues with other Groups. Chairing Good chairing skills. Organisational Skills Ability to plan and prioritise the business of the Group. Other Skills Assimilating and analysing complex information. Research skills and policy development. Team Working and Relationship Building Tact and diplomacy to be able to work across the full range of Council services, partners and political groups, to the benefit of the community. Ability to build effective relationships with other parts of the political management structure, e.g. Full Council, Overview and Scrutiny, and other political groups. Political sensitivity to be able to address difficult issues across all groups. Communication Ability to facilitate effective communication within and across the Council. And, ensure the community are given the opportunity to engage in policy development of the opposition group. Good communication skills in working with the media whilst being able to identify when additional support from public relations specialists is required to ensure the Council is positively represented. Good listening and questioning skills. Good presentation skills Good public speaking. Knowledge 24

25 Understanding of the roles of Leader of the Council, Executive members and the Leader of an Opposition Group within the Council. Understanding of the legally defined role of the statutory officers. Detailed knowledge of the work of national, regional and sub-regional bodies and the role of the Council within them. Detailed understanding of the national policy framework and its impact on local policy development. Detailed knowledge of the challenges facing local government. Understanding of Council strategy, policies and operations. Knowledge of the role of local partners and the services they deliver and their relationship with the Council. Detailed understanding of the Council s constitution, Code of Conduct, budget and audit processes and key internal policies. Detailed knowledge of community needs and their priorities for action. Understanding of the relationship between national politics and local political leadership. Understanding of the wider, national issues facing elected Members and the practical implications for the Members in their group. 25

26 Deputy Leader of the Opposition Group This role profile is to be read in conjunction with both the role profile for Leader of the Opposition Group. Accountabilities To the Political Group To Full Council To assist the Leader of the Opposition in the formal processes and matters of leadership of the opposition group specifically set out in the profile for the Leader of the Opposition. To work with the Leader of the Opposition on constructively challenging budget and policy development proposals. To ensure that appropriate developmental steps are taken to equip the Deputy with the knowledge and skills to carry out the role of the Leader of the Opposition when called upon. To deputise for the Leader of the Opposition in his or her absence and undertake the above mentioned duties set out in the role profile for the Leader of the Opposition. Skills It is expected that the Deputy Leader of the Opposition is able to deputise for the Leader of the Opposition. And, therefore, the additional skills and knowledge set out for the Leader of the Opposition are copied here as they are also required of the Deputy Leader of the Opposition. Leadership Chairing Excellent Leadership Skills. Ability to constructively challenge the vision for Chesterfield Borough Council. Strong Ambassadorial skills to be able to represent the Opposition both within and outside the Council. Ability to constructively challenge the Council on continuous improvement. Ability to provide political leadership for their group. Ability to, when necessary, discipline Members of their political group. Advanced chairing skills. 26

27 Organisational Skills Ability to plan and prioritise the business of Council, Executive and its committees having regard to the terms of reference and the key challenges facing the Council. Team Working and Relationship Building Tact and diplomacy to be able to work across the full range of Council services, partners and political groups, to the benefit of the community. Ability to build effective relationships with other parts of the political management structure, e.g. full Council, Overview and Scrutiny, Community Forums and other political groups. Political sensitivity to be able to address difficult issues across all groups. Communication Ability to facilitate effective communication within and across the Council to ensure the community are able to engage in the Council s decision making processes. Advanced skills in working with the media whilst being able to identify when additional support from public relations specialists is required, to ensure the Council is positively represented. Advanced listening and questioning skills. Advanced presentation skills. Advanced public speaking. Knowledge A detailed understanding of the strategic role of the Leader of the Council. Detailed understanding of the legally defined role of the Chief Executive and other statutory officers. Detailed knowledge of the work of national, regional and sub regional bodies and the role of the Council within them. Detailed understanding of the national policy framework and its impact on local policy development. Detailed knowledge of the role of local partners and the services they deliver. Detailed understanding of the Council s constitution, code of conduct, budget and audit processes and key internal policies. Understanding of the relationship between national politics and local political leadership. Understanding of the wider, national issues facing elected Members and the practical implications for Members. 27

28 DRAFT Vice Chair: Committee This role profile is to be read with the role profile for the Chair of the relevant Committee. Accountabilities To the Political Group Whip To the Party Group Leader To Full Council Role Purpose and Activities Roles and Responsibilities To deputise for the Chair in his or her absence. To undertake the above duties set out in the role profile for the Chair of the relevant Committee. Skills Leadership Same as for the Chair of the relevant Committee Chairing Same as for the Chair of the relevant Committee Organisational Skills Same as for the Chair of the relevant Committee Other Skills Same as for the Chair of the relevant Committee Team Working and Relationship Building 28

29 Same as for the Chair of the relevant Committee Communication Same as for the Chair of the relevant Committee Knowledge The expectation is that the Vice Chair is able to deputise for the Chair. And, therefore, the knowledge set out for the Chair of the relevant Committee is also required of the Vice Chair. 29