When a pandemic was declared by the World Health Organization on 11 March, I was fresh out of university and only five months into my role at St Albans City & District Council.
I had been fully prepared to meet a series of complex challenges when I embarked on this career path through the LGA’s National Graduate Development Programme. But I never expected to be thrust into the centre of a pandemic response, having been asked to directly support the council’s COVID-19 Incident Management Team.
This senior team discusses and scrutinises every aspect of our response and the implications of the coronavirus on service delivery. From cemeteries to car parks, rough sleepers to rent payment holidays, no aspect of the council’s work is overlooked.
The payment of business support grants, the compassion offered to grieving families at graveside burial services, phone calls to thousands of vulnerable residents, and the preparation of temporary accommodation for rough sleepers are just some of the ways colleagues have worked tirelessly to protect our community and ensure that recovery work can begin apace.
So here is a summary of what I have learned.
First, thinking matters. When new information must be digested quickly and decisions made frequently, finding time to think can be difficult. But encouraging debate, enquiry and the experimentation of new, well-examined ideas can be fruitful, especially when innovative solutions can literally save lives.
Our councils are the bedrock of our communities and will become cornerstones of regional recovery work, ensuring a constructive dialogue between key partners while acting as defenders of the vulnerable.
Second, collaboration is key. I’ve seen first-hand that the redeployment of colleagues can lead to the emergence of new ideas and hidden skills. Moreover, strong partnerships with neighbouring authorities, the police and local voluntary organisations has been key to ensuring a community-wide approach.
Third, data dominates. I compile a weekly report demonstrating the council’s performance in customer-facing service delivery. From this, we identify gaps in our response and redeploy officers, according to the pressure placed on certain teams. It also helps to document the good work we are doing and builds trust.
Fourth, technology can uphold democracy. The necessary introduction of virtual council meetings has posed a huge challenge for IT teams, but the adaptability of officers and councillors and a general willingness to experiment with new applications pays dividends.
Fifth, homeworking can be helpful. A shorter commute, fewer distractions and unnecessary meetings, and the opportunity to work irregular hours has, for some, proved welcome. However, nothing can replace face-to-face discussions, nor is every local government worker fortunate enough to have a strong broadband connection, a suitable desk or study, and a quiet home environment.
Finally, councils care. A chance conversation with an elderly resident demonstrated why local government is so indispensable to the welfare of our communities. In desperate need of a food parcel, I was struck by the relief she expressed when I assured her that help would come. I saw the council at its very best that afternoon.
This intense learning experience may well prove to be one of the most valuable and rewarding of my career. Being thrust into the heart of a category 1 response has opened my eyes to the range of functions and services that local authorities offer.
Our councils are the bedrock of our communities and will become cornerstones of regional recovery work, ensuring a constructive dialogue between key partners while acting as defenders of the vulnerable.
