Councillor roles, responsibilities and wellbeing

Every Councillor's role can be split into 3 areas - Stewardship, Support and Strategy. By basing training on these roles right from induction, the Councillor can develop through their ward and onto further responsibilities. It should be at the heart of an induction programme that can be developed as the councillor matures into the role.

We can deliver a brief introduction in phase 1 of the induction and/or details later in your programme.

Councillors have a unique democratic mandate for Leadership of Place

● Governance, constitution and audit

● Planning, economic regeneration, housing delivery

● Resource and asset management

You operate both within your own ward and across your whole borough. 

All Councillors have a role in policy and scrutiny setting

● Ward and area priority setting

● Cabinet/scrutiny and committees systems, regulatory committees such as planning and licensing

● Partnerships with public, private and voluntary sectors, long-term visions and goals

Regardless of administration or opposition, you have a role in future strategic direction of the council.

Councillors have a key role in helping all their residents

● Casework, individual and localised issues

● Advocacy, within the council and across partner organisations

● 2 - way communications promoting resident views into the townhall and then providing feedback, information and signposting back to residents

Some casework will be difficult, some will not be possible, but all will be important to someone.

Councillor wellbeing is often overlooked but a Council can only operate effectively if its Councillors are effective. Burnout, stress, lack of work-life balance, concerns about personal safety are all too common. Every induction programme should prioritise Councillor wellbeing  - prepare, prioritise, protect and praise - from initial welcome to detailed briefings.

We can deliver a brief introduction in phase 1 of the induction and/or details later in your programme.

Councillors need to be personally ready for the demands of public life
● Give yourself time to learn and grow into your new role
● Recognise your stress triggers and how to deal with them
● Develop strategies for tough meetings, conflict and public speaking

Focusing on keeping hold of the bigger picture and knowing your own values and purpose.

Council work can easily feel 24/7, so building healthy boundaries between work, home and council life from the start is vital
● Set boundaries, time management, delegation and realism
● Understand how important, urgent and necessary interact and apply to the work
● Structure processes that suit you and shape how you work

Prioritising your wellbeing to provide the best service to residents.

Councillors must feel safe, respected and supported in their role to be able to help others and make the best decisions
● Stay calm and controlled in meetings, online and in the community
● Recognise harassment, know when/how to escalate and who to ask for support
● Use safe practices for working in the council , at home and on social media
When you feel safe and supported, you can serve confidently without tolerating abuse.

Councillors will thrive when their actions show success and that is noticed and shared
● Grow yourself by recognising your strengths and celebrating all wins, big or small 

● Share positive stories and acknowledge residents, partners and officers who helped
● Learn not to dwell on mistakes or perceived errors to build confidence and skills
Recognising progress builds morale, strengthens relationships, and grows confidence over time.

 A councillor’s role is about what they are there to do, while their responsibilities are about how they do it. Responsibility covers the standards, behaviour and accountability expected of councillors: acting ethically, safeguarding people, scrutinising decisions carefully, using public money properly and communicating openly. When this is built into induction from the very start, and reinforced as councillors grow in the role, it supports confident decision-making and maintains public trust across the whole council.

We can build this into initial induction sessions and expand it further in later events or can deliver as a stand alone unit.

Councillors are responsible for behaving in ways that protect public trust

● Learn about the Council Code of Conduct, Nolan principles and officer-member relationships, Debate not hate campaign

● Understand conflict of interest, registerable interests and declarations, predetermination, confidentiality

● Respect the position, the council, the taxpayer, the officers

Challenge poor behaviour respectfully, so people can trust that decisions are made ethically and in the public interest.

 Councillors are responsible for ensuring the community is represented, whilst recognising the representative democracy of a Council

● Advocate for equality and equity of fair access to service provision

● Support participation and encourage involvement

● Endeavour to hear all voices, not just the loudest ones

It is not possible to please all the people all the time, but ensuring community voices are heard.

Councillors are responsible for keeping safeguarding on the agenda and duties are met

● Understand safeguarding for children and vulnerable adults, including your corporate parent duty

● Know how to treat disclosures and how to report them confidentially

● Promote a culture where safety, dignity and wellbeing are prioritised

If risks are addressed early and people are protected, you and others can have confidence in the systems in place to protect.

Councillors are responsible for communicating in ways that inform, building trust and confidence

● Promote both the how and the why in clear, simple communication, to aid understanding

● Learn how to counter misinformation calmly and accurately

● Share with the community all the information you can, respecting confidentiality

It matters that everyone understands what is happening.

 Councillors are responsible for constructive challenge and joint working, both in the Council and with partners across the area

● Scrutinise decisions and data carefully, ask questions, seek to understand by working with others

● Share problems across organisations to find best solutions

● Work with everyone who can help you achieve for your residents

Partnerships are key to achieving lasting results and mean working with Councillors from all parties, officers of the council, other public, private and voluntary sector organisations, resident groups and individuals.