Member development charter

Member development is essential if local government is to thrive and prosper. The Charter for Elected Member Development helps councils build elected member capacity. The charter and the underpinning good practice guideliness were developed by LG Improvement and Development and the nine Regional Employers Organisations. All of the regions now have their own charters.

Charter for Elected Member Development and good practice guidelines

Nine regional employers organisations

Individual authorities who have signed up for the charter.

Charter Plus

Charter Plus is being rolled out during 2009 as an optional, further level that builds on the main charter requirements. It is intended for councils that have already been awarded the charter and want an additional challenge to further improve their member development and support arrangements.

It reflects the growing interest in the wider member development debate. It challenges councils to make further achievements in terms of councillor support, promoting local democracy as well as in their approach to member training.

The role of member development

On this short video case study Chris Farquhar, formally of Calderdale Metropolitan Borough Council and now Member Development Manager at Bradford City Council, discusses his approach to the role and the skills and qualities needed. It includes contributions from councillors on the importance of member development and its benefits for them.

The role of member development

Case studies of regional charters 

All regions have their own Member Development Charter, most jointly badged with the LG Improvement and Development. All hold to a common set of principles. Councils that are signed up to the charter must provide an action plan based on:

• being fully committed to developing elected members in order to achieve the council’s aims and objectives
• adopting a member-led strategic approach to elected member development
• having a member learning and development plan in place that clearly identifies the difference development activities will make
• seeing that learning and development is effective in building capacity
• addressing wider development matters to promote work-life balance and citizenship.

When a council can demonstrate it has achieved charter standard, an onsite assessment will be carried out by a small, trained team of elected members and or officers. Providing the council meets the standard it is then awarded charter status.

Good practice guidelines

Councils and their political groups are expected to follow these guidelines.

1. Commitment to member development

• top political and managerial leadership commitment to development of elected members
• policy statement
• equality of opportunity and access to learning and development
• budget
• officer resource support
• dissemination of learning.

2. Strategic approach to member development

• member-led strategy
• linkage to councils' corporate plans
• member roles clearly set out 
• process for identification of needs at individual and council-wide level
• structured and timely approach to promoting development opportunities
• appropriate learning with external partners
• strategy for induction
• addresses political leadership and team development 
• mechanisms for evaluation and informing future plans identified.

3. Member learning and development plan in place

• addresses development priorities
• identifies what development activities should achieve
• sets out how, when, where and who is responsible
• takes account of access to development opportunities
• shows linkage between Individual plans and the council’s corporate and other plans
• representative elected members consulted.

4. Learning and development is effective in building capacity

• members learn and develop effectively
• learning is shared with other elected members and, where appropriate, with officers and stakeholders
• investment in learning and development is evaluated in terms of benefits and impact
• identifies and implements improvements to learning and development activities.

5. Supporting councillors

• assists those with family responsibilities
• reviews how council business is conducted to allow for equality of access to key political decision-making mechanisms
• holds events for the community to encourage people to become community leaders.

Further information

A series of supporting documents are available for downloading, including:

• member development charter self-assessment template
• member charter FAQs
• charter for elected member development
• Halton Borough Council case study
• Sefton Metropolitan Borough Council case study
• Kirklees Metropolitan Borough Council case study
• Elmbridge Borough Council case study
• Sandwell Metropolitan Borough Council case study.

Regional employer's agencies

Jill Rouse
North East Regional Employers’
Organisation
telephone: 0191 261 3970
email: jrouse@nereo.gov.uk
website: www.nereo.gov.uk

Kris Hibbert
London Councils
telephone: 020 7934 9957
email: Kris.Hibbert@londoncouncils.gov.uk
website: www.londoncouncils.gov.uk

Karen Weaver
Workforce and OD Services Manager
Local Government Yorkshire and Humber
Tel. 01924 335673
email: karen.weaver@lgyh.gov.uk
website: www.lgyh.gov.uk

Lisa Butterfill
HR and Development Manager
Local Government East Midlands
email: lisa.butterfill@lg-em.gov.uk
website: www.lg-em.gov.uk

Liz McQue
North West Employers
telephone: 0161 214 7103
email: lizm@nweo.org.uk
website: www.nweo.org.uk

Mike Mosley
East of England Regional Assembly
telephone: 01284 729420
email: mike.mosley@eera.gov.uk
website: www.eera.gov.uk

Mark Palmer
South East Employers
telephone: 01962 840664
email: mark@seemp.co.uk
website: www.seemp.co.uk

Lindsey Fursland
South West Employers
telephone: 01823 270101
email: lindsey.fursland@southwest-ra.gov.uk
website: www.southwest-ra.gov.uk

Nano Hill
West Midlands Local Government Association
telephone: 0121 678 1021
email n.hill@wmlga.gov.uk
website: www.wmlga.gov.uk

Share ideas on member development

Post your views on member development in the councillors discussion forum.