At some point in my past, I was part of a team pitching the idea of a national graduate development programme for local government to some people who had influence over how future investment in the sector might be best directed.
We failed – but I am pleased to say that our successors were more skilled advocates, and the scheme is now part of the local government landscape.
During that aborted effort, however, I do remember one of our inquisitors from the sector wondering why we thought this scheme was necessary. ‘After all.’ he said, ‘there are already graduates in local government – in fact, our borough treasurer is one!’
I recalled that exchange this week when glancing at the NLGN’s new report Leading lights which looks at recruiting the next generation in local government.
We need talent of all types in the sector, and a diverse range of people with varied skills and experiences. It is not just about new graduates. But we do need our fair share of those as well, if we are to be capable of meeting the sort of challenges that will face local leadership over future generations.
The NLGN report says local government does not have the profile to bring in the best talent at graduate level, and that focus group research reveals a negative impression of working in the sector.
One of the potential solutions offered is a cross-public sector workforce embracing other tiers of government, health and partners. That is a theme that has been spoken about by a range of people for some time. It is a debate worth having.
More immediately, however, there is a need to tackle the perception that local government does not offer a dynamic career opportunity for talented and ambitious young people.
If you are reading this, you probably already know that helping shape the social, economic and physical environment of Britain’s cities, towns and communities is no backwater. It will be no surprise either to learn that working with local communities, elected politicians and partners to find increasingly-innovative responses to local issues is hardly a definition of ‘nine to five’.
Part of our challenge is about communicating that. How do we ensure that the story of those who have been given the opportunity to move rapidly into positions where they can make a big contribution are known and a highly-visible element in how we market our sector?
But, the challenge is also about making sure we have lots more of those stories in the first place.
That is about creating the pathways, development opportunities and culture that makes it more likely that once we have recruited a broader range of future talent, it wants to stay.
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