Claire Ward, a partner and local government sector specialist at Anthony Collins, discusses managing change after the local elections.

Whilst just 24 out of 317 councils were directly affected by the local elections on 1 May, the ripple effects will be considerable, bringing new challenges and opportunities for many local authorities in England.

Against the backdrop of local government reorganisation (LGR), an influx of new leaders who will be making decisions could be disruptive, as they will be coming to the table at a time when final proposals are being considered.

With the arrival of new councillors, many of which have not held a chamber seat previously, the priority task will be ensuring that they receive the right support and induction training. Preparing for the Annual General Meeting (AGM) is a priority, working out political proportionality for committee seats and who will be elected for the positions of special responsibility. This is difficult if political groups have not yet formed or councillors are still deciding whether to join a group. As this will be many councillors first public meeting, a mock council meeting should be organised to familiarise them with the procedures ahead of the AGM.

Regardless of whether there has been a change of leadership at the council or not, the induction phase for new councillors should include comprehensive training on governance arrangements and how decisions are taken. Understanding the processes involved will help councillors to grasp what can and can’t be done immediately and encourage them to work collaboratively.

Support for council officers may also be required to ensure they understand how the election outcome will affect their day-to-day activities. They may also need support to help them navigate the first 100 days when councillors want to make an impact and may be frustrated by a lack of progress. Officers need to be prepared and ready to communicate the status of current projects effectively, explaining to councillors what needs to happen next and the decisions that have to be taken. In some cases, a ‘pause and review’ process, will be needed, allowing time for council members to take stock of what is currently happening and what changes they want to make.

With so much change affecting councils at a critical time in the local government calendar, constitutional and other procedural risks are heightened. Being fully prepared for all eventualities, and providing change management support where needed, are critical to protect the integrity of the council and maintain services for local communities.