As the dust settles on the Local Government Elections 2024, many councils will assess how the changes will affect their organisations and, in some cases, plan for a future without one party in control. But are councils ready to adapt, and what can they do to ensure the transition is as smooth as possible?
Assessing the impact: Changes in council control
The election results have brought a change of control for 16 of the 98 council areas where voting took place on 2nd May, and six of them changed to no one party being in overall control. Whilst the scale of this change is quite small, it is significant for those affected. To support the incoming councillors in learning the ropes and getting to grips with their new roles as quickly as possible, council leaders must ensure that induction processes are implemented quickly and efficiently and tailored to specific needs.
Adapting decision-making processes
Where there has been a change of control, council leaders will need to start by assessing how this could affect their operations from a procedural and constitutional perspective. For example, decision-making processes may need to initially accommodate the involvement of more members and might later involve a governance review to consider implementing a committee system.
These changes will be driven by members, but officers need to understand the changes too so that they can adapt to the new ways of working, which for them could be quite a different approach.
Nurturing positive relationships: Officer and newly elected councillor dynamics
For newly elected councillors who have not held a council seat previously, there can be a tendency to want to get started as quickly as possible. However, it is important to take time and explain how the Council operates and ensure they understand to ensure that positive relationships can be developed with officers from the start.
If boundaries in the officer and member relationship are misunderstood or overstepped and issues arise in the first 100 days of being elected, it can affect the relationship of trust that should exist between officer and members, and the Authority’s culture could suffer as a result.
Supporting independent candidates: Tailoring induction for newcomers
In this recent Local Government Election, the number of independent candidates elected is growing, as we have seen in previous years. If these are also individuals who have never been elected before, reviewing the induction to make sure it is suitable to those totally new to the environment is key. It is often forgotten that even the language, let alone the acronyms, can be a barrier to understanding.
Fostering effective communication
For all councils that have experienced any change at all, focusing on soft management and communication skills training can be invaluable and help to create the organisation’s culture for the next four years. For example, councils could underestimate the impact the outcome of an election can have on officers who may have been working on an initiative for several years, only for it to be undone due to a change in the political direction. Although most officers accept this is part of working in Local Government when the inevitable questioning happens, councillors can help to manage these situations and diffuse tension by demonstrating their understanding and the fact that this is a change for officers.
Addressing officer concerns and maintaining stability
Regardless of what happens at the forthcoming general election, the council areas affected by the recent Local Government Elections have a particularly challenging period ahead. As well as continuing to provide statutory services at a time when many councils are experiencing a financial crisis, they have an opportunity to deliver positive changes that will be welcomed by their local communities. Taking time to assess the induction that had been planned before the election, now that the election results are known, to see if it meets the needs of the new members, is crucial for long-term success.
This piece was written and provided by Claire Ward, partner and local government sector specialist at social purpose law firm, Anthony Collins
