A new LGA framework aims to help councillors develop their skills
Our communities, businesses and neighbourhoods have faced huge challenges – from the cost-of-living crisis to the war in Ukraine, all set against the backdrop of pandemic recovery and the ongoing impact of Brexit.
Looking ahead, local government will continue to lead the response to some of the biggest challenges in our history, including tackling the climate emergency.
Being a local councillor can, therefore, be hugely rewarding.
We can make a real difference to the communities we serve, achieving meaningful change in areas as small as the design of a local pedestrian crossing and as large as the transformation of entire health and social care systems.
It is also challenging, however, requiring levels of commitment and hard work that are often invisible to an outsider.
Expectations from our residents are high – rightly so – at an increasingly difficult time of shrinking budgets and diminishing resources.
As public figures who live in the communities they serve, councillors are experiencing historically high levels of abuse and intimidation, simply for carrying out their role (see p23). Women councillors, members of the LGBTQ+ community, and elected members from black, Asian and other ethnic minority communities face additional structural barriers and inequalities.
Being an effective local leader requires a unique combination of knowledge, skills and experience rarely seen in other paid roles.
We are experts in our local areas and the issues that matter to our residents; we oversee multi-million pound tender processes and programmes; we are corporate parents for thousands of our most vulnerable children and young people.
To thrive, and not simply survive, we must also develop our own personal resilience and self-care practices, striving for a positive work-life balance.
To support councillors with their development and role in their communities, the LGA, in partnership with a research team from Riber Consultants Limited, has developed a Local Leadership Framework – a practical resource informed by engagement with elected members.
The framework includes suggestions, prompts and further resources to help you think about the skills you use as a councillor, starting with a personal profile identifying your aspirations, strengths and priorities, and designed to kick off the development conversation.
A section on foundation skills sets out the essential knowledge-based, personal and practical skills councillors need to navigate their role.
The framework also identifies eight local leadership skill sets that will help councillors make the biggest difference and respond to the challenges they face.
These include:
- network-building – making the connections others can’t and bringing people together to solve problems
- political skills – demonstrating good political awareness and understanding
- resident engagement – keeping up to date with local concerns and ambitions for the area, and ensuring that all voices are heard
- communicating – regular and effective communication with all parts of the community, using a range of methods
- influencing – using negotiation and diplomacy to help get things done
- challenging – contributing to good governance by acting as a critical friend and challenging discriminatory language or behaviour
- bringing people together – helping to resolve conflicts and solve problems
- holding difficult conversations – supporting residents, or people using services, who have complex, emotional or distressing issues.
We hope you find the framework useful, and that it helps you develop and grow as a local leader as you work with your local community to make a difference.
