The reality of local government reorganisation (LGR) is coming into sharp focus as district and county councils prepare to merge into single-tier unitary councils over the next two years. At the same time, the Government is pushing ahead with a new phase of devolution in many of the same places. While the short- and long-term financial, economic and operational benefits of LGR and devolution have been widely debated, cyber security implications have, comparatively, received limited attention.

With the sharp rise in state actor cyber-attacks against public and private sector organisations alike, such as the string of attacks that significantly impacted retail giants like Marks & Spencer last year, the Cyber Centre of Excellence (CCoE) has collaborated with the District Council Network (DCN) on a survey and qualitative research. The aim was to better understand local councils’ views about the evolving cyber threat landscape and the challenges of maintaining cyber resilience amid local government reorganisation and other structural changes to the local public sector.

Findings

62 digital leaders from 58 district councils responded to the survey.

When asked to rate the confidence they have in their organisation’s cyber security on a scale between 1 (very concerned) and 8 (very confident), the mean average response was 5.86, indicating overall confidence. When asked whether high profile cyber-attacks on private companies, such as M&S, increased their concerns about their own organisation’s cyber security position on a scale from 1 (increased concern significantly) and 8 (no impact), a mean moderate to neutral impact on concern was reported (4.76).

However, the vast majority of respondents (90.3%) believed that the LGR transition would increase cyber risk for councils, either modestly or significantly. A thematic analysis of the survey data further revealed the following concerns:

Increased number of collaborative partners

The most common concern shared by digital leaders was that reorganisation could increase the number of collaborative partners involved in managing data and securing systems as organisations merge. As a result, access to sensitive systems and datasets may need to be extended across authorities and teams, creating additional entry points and reducing the exclusivity of administrative privileges. This expansion of access within emerging unitary councils carries great risk of increasing attack surface if not co-ordinated meticulously.

Different approaches to policy and cyber security hygiene

Furthermore, differing approaches to cyber security hygiene between councils were highlighted as a potential risk factor in the formation of unitary councils. As councils reform, coordinating alignment and agreement between existing security policies, standards, and practices – and ensuring they’re complied with – will be challenging. Disparities in cyber security maturity and operational procedures will likely complicate the enforcement of consistent security controls across newly formed organisations, thus negatively impacting cyber risk.

Merging non-validated systems

Concerns were also raised about integrating systems that may not have been fully tested or validated prior to merging. Respondents noted that tight transition timeframes could require the temporary adoption of interim systems, limiting the opportunity for comprehensive security testing and risk mitigation. In some cases, legacy systems may be retained or prioritised over more secure alternatives to maintain operational continuity during the transitions. It was also noted that the transition period could lead to the loss of key personnel that may have context, legacy and specialist knowledge and could have a knock-on impact to decision making and implementation. The short implementation period also increases the risk that vulnerabilities remain unidentified prior to integration. There were also mentions that latent malware or previously undetected compromises within legacy systems could be carried into the newly merged infrastructure, potentially exposing the wider unitary organisation to cyber threats.

Conclusion
Periods of organisational change can present heightened cyber security risks, as attention is often directed towards structural and operational priorities. During local government reorganisation, the integration of systems, expansion of access across partners, and alignment of differing security practices may create vulnerabilities that threat actors could seek to exploit. While respondent digital leaders expressed general confidence in their existing cyber security position, the overwhelming expectation that reorganisation will increase cyber risk highlights the need for cyber resilience to remain a central consideration throughout the transition. Ensuring robust governance, consistent security controls, and thorough system validation will be critical to safeguarding local authority infrastructure during this period of change.

About the Cyber Centre of Excellence (CCoE)

The Cyber Centre of Excellence is a not-for-profit organisation founded by iESE CIC for the benefit of public sector bodies, local authorities, and their communities. CCoE continually tests emerging technologies to make a meaningful difference to real world protection beyond tick box compliance and offers a suite of validated premier products at an affordable price.

If you are interested in their products or services, visit www.ccoe.org.uk or email enquiries@ccoe.org.uk.

There had been the prospect of the Government making a last-minute change to policy
assumptions that could have hit many district councils and imposed a substantial cut to funding
allocations compared to the provisional numbers given to councils in December.

DCN is very pleased that the Government has listened to representations from DCN and many
of our member councils. It is introducing a new Adjustment Support Grant to ensure that no
council sees a reduction in its Core Spending Power in 2026-27 compared to the indicative
allocations that were published in December.

This means that councils can now implement the budget plans for 2026-27 that they have
consulted on locally without having to make disruptive changes late in the day. This is good
news for the people and places our members represent.

There is currently no commitment to extend the Adjustment Support Grant beyond 2026-27 but
DCN understands discussions are continuing to achieve that. DCN will work closely with
MHCLG to ensure there is suitable and similar protection for the following two years.

More widely, the final settlement has mixed results for DCN members. Some DCN councils gain
from funding reform, especially in more deprived areas. This will clearly be welcome for the
beneficiaries.

However, on average, district councils face a real-terms cut in their funding at a time of rising
demand and on top of a long period of funding restraint. We expect this will particularly affect
councils in more remote and rural areas. Many councils will also need to absorb the impact of
the abolition of the New Homes Bonus and the business rates baseline reset. Overall, the
financial outlook will remain challenging for many DCN member councils.

DCN welcomes the continuation of the Internal Drainage Boad Levy support grant. However,
funding support for councils and local taxpayers unavoidably affected by IDB levies remains
much lower than what they need. We will continue to push hard for MHCLG and Defra to identify
and implement a long-term funding solution as soon as possible.

In response, Cllr Jeremy Newmark, Finance Spokesperson for the District Councils’
Network (DCN), said:

“DCN has always supported aligning local government funding more closely with the cost of
providing vital frontline services. We support the principle of targeting funding more directly at
deprivation.

“There had been speculation that the final settlement would incorporate unanticipated impacts
substantially reducing final allocations for many district councils at a very late stage in the
process. We are pleased and deeply appreciative that the Government has listened to DCN’s
strong representations and worked with us to ensure that no council is facing a last-minute
reduction to its expected level of core spending power next year. It is understood that
discussions are continuing with a view to maintaining the Adjustment Support Grant beyond
2026-27. DCN will work closely with MHCLG to ensure there is suitable and similar protection for
the following two years.

“Inevitably, the funding redistribution reflected in the final settlement has created winners and
losers. Some district councils will benefit from meaningful funding boosts. Others will be forced
to rely on transitional arrangements to help them balance their budgets. It is clear that district
and unitary councils, especially in more remote and rural areas, will struggle to preserve the full
range of services that residents need and value.”

“The transitional funding protection is welcome. But, for many districts, the settlement still
amounts to a real-terms reduction in core spending power. That is why we will be asking
Government to act beyond the finance settlement to help councils support themselves and
continue delivering high-quality services. We will be urging them to swiftly progress the review of
fees and charges. Councils need to be able to recover the full cost of services they provide.”

We support the aim of better matching councils’ resources to their needs. But we are concerned the proposed changes will mean real-terms spending cuts for many DCN members. This would be counterproductive for the millions of residents and businesses we serve. All DCN member councils must be properly funded to continue providing the vital frontline, place-based and preventative services that play a crucial role in driving growth and reducing demand on the NHS and wider public sector.

Instead, we are calling for:

• Stronger transitional protection for the councils facing the biggest funding cuts.
• New Homes Bonus to be kept until an alternative way is found to incentivise councils to build the many new homes our places need.
• Phased approach to resetting the business rates baseline.
• A funding formula for Temporary Accommodation that gives districts their fair share.
• Dedicated funding for flood protection and costal defences in the areas facing the greatest risks.
• Full and transparent funding for the cost of operating weekly food waste collections.
• Much greater financial flexibility and fiscal devolution for councils so local communities can make democratic decisions about how money is spent in their area.

You can read our full response here.

The group of around two dozen council chief executives and leaders discussed the LGR situation in their areas at the event in Windsor, one week prior to the deadline to submit interim proposals for new unitaries.

Attendees reflected on positive partnerships that had previously been formed between all councils in their areas. However, some said previously strong relationships between districts and counties were under strain due to LGR.

A common theme was that, even where there were disagreements, many areas were working together to produce an evidence base and a joint submission, albeit including a number of different options for individual councils to endorse.

For those in the room who had experienced LGR previously, this round felt different. Tighter timelines to reach vesting day this time around were seen as a significant difficulty. There was also a shared frustration that Ministry of Housing, Communities & Local Government officials did not appear to understand the pressure this placed on councils.

Maintaining momentum

Many attendees expressed frustration that the focus on reorganisation meant they could not maintain momentum on existing projects and service improvements. The intense overall workload placed corporate leadership under severe strain.

Without clear direction about what successor authorities would look like, it was felt that districts’ ambition was being dampened by being stuck in a holding pattern.

Justin Galliford, Chief Executive of Norse Group, spoke about how the firm’s teams in housing and climate change could provide councils with additional bandwidth and expertise to continue delivering significant projects despite pressure from LGR

One officer with previous experience of reorganisation highlighted how important it was to work with partners to decide the nature of the new council, and to be bold in setting a positive culture for it. Deciding whether it would be a district exercising county powers or a county subsuming districts was an important facet of this.

The discussion shifted to support for senior officers such as finance chiefs, heads of service and monitoring officers who do not expect to secure roles in new authorities. They could be mourning the loss of their careers and status, and require significant support both before and after vesting day. Chief executives – who could be undertaking three years of intense work only to be made redundant – should invest in themselves and try to preserve some resilience, attendees said.

In previous rounds, coaching had been provided to senior staff from six months prior to vesting day to six months afterwards. This was vital to retaining staff and ensuring they could cope with the change. Agreeing a common approach across a county area was vital to ensure a level playing field.

Joining up services

The group also discussed how they were already seizing opportunities from LGR. There was a strong focus across many areas to ensure new authorities had a focus on place and individual neighbourhoods, linking up district and county services to improve outcomes.

Agreeing principles for how future services can tackle inequality and operate was one facet of this. Others reported they had already discussed sharing staff and expertise in the leadup to vesting day.

Norse Group spoke about the support they could provide to help join up district and county services and enable partnership across multiple unitaries to reduce the need for complex service disaggregation. Joint venture partnerships with Norse and local authority trading companies were discussed as potential models.

Attendees spoke about how their authorities were still pressing forward with finding savings and delivering transformation to ensure that there was a good inheritance for successor authorities. A key point of concern was ensuring unitaries had single benefits, housing and communities systems so staff did not have to work with information spread across multiple systems.

Those who had experienced LGR before said it was important for all chiefs of current bodies to agree a common approach to issues like pay harmonisation and future HR systems. This could ensure chief executives of new shadow authorities focus on significant issues around maintaining services.

The group agreed on the importance of getting all district staff invested in the change and opportunities LGR presents. There were opportunities for most staff in the new councils, even if they represented changes in role. However, there was also concern that some staff could unenthusiastically cling on until vesting day, waiting for redundancy coming in the next three years.

The group reflected on the value of improving clear lines of communication across their councils during Covid-19, which had put them in a strong position to reassure staff when reorganisation was first announced before Christmas.

Mr Galliford wrapped up conversation by noting the resilience of officers and members – who often did not receive the levels of coaching and support seen in the private sector. Organisations were being led professionally and successfully despite the scale of the challenge.

• Norse Group was a sponsor of DCN’s annual conference. This article was written by DCN and shown to Norse Group prior to publication.

By Gary Styles, Founder and Chief Executive, Zellar

The Procurement Act 2023, which took effect in February 2025, marks a significant shift in how UK councils approach procurement. With a strong focus on sustainability, social value, and SME inclusion, the Act presents a valuable opportunity for local authorities to advance Net Zero goals, bolster local economies, and drive growth in green industries.

How to maximise the opportunities of the Procurement Act
At the District Councils’ Network Annual Conference 2025, Zellar hosted a session where council leaders and local authorities explored how to maximise the opportunities the Procurement Act presents for advancing Net Zero goals and building a thriving green economy. The discussion emphasised the importance of using procurement not just as a compliance exercise, but as a powerful tool to drive sustainable growth and create lasting environmental impact and social value.

A key mechanism within the Act is to support local SMEs through disaggregation—the practice of breaking large contracts into smaller, more accessible opportunities. By structuring procurement in this way, councils can level the playing field, enabling more SMEs to compete for and win public contracts.

For this to succeed, SMEs must be properly supported in engaging with the process. Many participants expressed concerns that SMEs will struggle with the Act’s sustainability requirements due to a lack of resources, expertise, or clear guidance. To address this challenge, it was agreed that councils can play a pivotal role by providing accessible, simple digital tools that guide SMEs through emissions tracking and sustainability reporting

Reducing complexity through consistent standards and collaboration
One of the key barriers is the variation in sustainability requirements across different councils. With each authority setting its own criteria, SMEs bidding across multiple regions face unnecessary complexity. While councils must remain autonomous and able to reflect local priorities, aligning headline sustainability standards would simplify the process, reduce administrative burdens, and make it easier for businesses of all sizes to engage in public sector work.

The consensus was clear: collaboration is key. Aligning headline sustainability standards across councils would remove barriers for SMEs, while a tiered approach to sustainability expectations could accommodate businesses at different stages of their sustainability journey. This flexibility would support progress without creating unnecessary roadblocks. Most importantly, a coordinated approach would strengthen local green industries, creating jobs and fostering long-term economic resilience.

A catalyst for growth
Beyond reducing complexity, the Procurement Act itself acts as a catalyst for green economic growth. As SMEs adapt to meet new sustainability requirements, they will need to invest in greener solutions—whether that’s electric vehicles, renewable energy, or more efficient operations. This directly drives demand for local green industries such as EV infrastructure, solar panels, energy efficiency upgrades, and sustainability consulting. Clear, consistent sustainability expectations across councils would further accelerate this shift, making green investment not just beneficial, but essential for SMEs looking to secure public contracts. This, in turn, fuels job creation, stimulates innovation, and strengthens the resilience of local economies.

The debate: mandatory vs. voluntary sustainability disclosure
A key question raised during our discussions at the DCN conference was whether emissions and sustainability action disclosure should be a mandatory requirement for suppliers. Many in the room felt that full transparency is crucial for councils to accurately measure their supply chain impact and meet ambitious Net Zero targets. Beyond simply meeting compliance requirements, this transparency could also incentivise businesses to adopt greener practices, driving innovation and creating new opportunities within the low-carbon economy.

Creating a framework for lasting change
Transitioning to a greener, more sustainable procurement model is not without its challenges, but the Procurement Act 2023 provides a framework for meaningful progress. With thoughtful implementation and a commitment to collaboration and consistency, councils can drive real change—helping suppliers, communities, and local economies thrive in a greener future.

By ensuring an inclusive sustainability transition, councils can support SMEs, stimulate local green industries, and drive long-term economic growth. Standardising sustainability requirements and providing clear guidance will not only help businesses comply but will also strengthen the role of public procurement as a tool for achieving Net Zero and delivering social value.

This blog is written by Zellar, a digital platform for sustainability and carbon reduction. Zellar is a partner of DCN. To find out more about how Zellar can help you track and reduce your carbon emissions and implement sustainable procurement, visit www.zellar.com

Managing aged debt is a significant challenge for councils, impacting financial management and public services. Totals of £5.5 billion in council tax and £2.5 billion in national non-domestic rates remain unpaid and the suspension of recovery activities during the Covid-19 pandemic exacerbated the issue.

However, the use of AI and automation can greatly improve debt management, offering a balanced approach that combines efficiency with empathy.

Following the recent DCN annual conference where we held a panel session on aged debt, here are my top five take-aways for how councils can leverage AI to support public services.

1. Assess the impact It’s important to understand the impact of your aged debt: Aged debt presents substantial challenges for councils, affecting their ability to provide essential services and manage resources effectively. The financial implications are profound, as unpaid debts hinder councils’ capacity to allocate funds where they are most needed. This situation calls for either additional resource or innovative solutions that can streamline debt recovery while ensuring fair treatment of vulnerable individuals.
2. Flag vulnerabilities AI could be that innovation to help you support the vulnerable: AI and automation offer promising solutions to enhance efficiency in debt management. By monitoring calls and chats, AI can help flag potential vulnerabilities and suggest appropriate responses, helping staff make better decisions. This technology supports staff in maintaining control over conversations, ensuring that interactions are handled with both efficiency and empathy.
3. Make a clear plan You need a comprehensive strategy for this area: Effective debt management requires a balance between technological innovation and human empathy. Councils need to develop strategies that utilise data analytics and trained teams to enhance recovery efforts. By using AI to analyse data quickly and more deeply, councils can identify patterns and develop more effective approaches to debt collection, ensuring that vulnerable individuals are treated fairly.
4. Use AI to drive efficiency AI can help streamline operations and improve efficiency in debt management, helping staff maintain control over conversations and enhance decision-making by monitoring interactions and suggesting appropriate responses. This approach not only improves efficiency but also ensures that vulnerable individuals receive the support they need.
5. Improve collection rates – The benefits for using AI and automation could be significant for maintaining public services: implementing the right approach to aged debt can lead to improved cash flow, better resource allocation, and enhanced community services. Councils that effectively manage aged debt can reduce write-offs and bad debt provisions, ultimately benefiting residents through improved services. By leveraging AI and data analytics, councils can certainly help their financial position to better support the community.

My thanks to our panellists at the DCN Conference: the brilliant Ed Bowen, Housing Benefit Technical Manager at Runnymede Borough Council, and the awesome Nikki Powell, Director of Citizen Contact at Capita, who discussed the how managing aged debt effectively requires a balance between technological innovation and human empathy. The insights and experience they shared really highlighted the importance of utilising new AI capability into a comprehensive approach to debt management, ultimately leading to better financial stability and improved community services. By adopting the right approach to AI, councils can achieve better financial outcomes and improve the quality of services for their communities.

• For further information, please contact edward.crouch@Capita.com. 

We’re all on this development journey, whether we like it or not. And the truth is, you don’t have to be stuck in a classroom or have to read 800-page leadership books to get better at what you do. Sure, formal training has its place, but a lot of the real learning happens in everyday moments. In those awkward feedback conversations, in the meetings where you’re forced to speak up, and, yes, in the coffee chats with colleagues.

The Value of Coaching, Mentoring, and Networking

One of the best ways to fast-track your development is through coaching and mentoring. Having someone who can guide you, share their experience, and help you avoid some of the pitfalls they faced is invaluable. Think of it as your personal GPS, but for your career. Instead of wandering around aimlessly, you’ve got someone to nudge you in the right direction.

And let’s not forget networking, which isn’t about collecting business cards or LinkedIn connections for the sake of it. It’s about building genuine relationships with people who can offer new perspectives, advice, and yes, sometimes opportunities. The best part? You don’t need to be an extrovert to be good at networking. Just show interest in others and be open to learning.

The Case for Leadership Development Programmes

While informal development is crucial, sometimes you need a structured approach to growth. That’s where leadership development programmes come in. These programmes are designed to give you the tools, confidence, and strategic insights necessary to take on senior roles. They often blend formal learning with real-world challenges, providing a safe space to hone leadership skills without the pressure of everyday work demands.

Take, for example, Penna’s aspirant chief executive programme, which is aimed at senior managers who are looking to step into the top role in local government. This kind of programme helps participants build the competencies needed to lead large, complex organisations, while also offering networking opportunities with current chief executives and public sector leaders.

But what makes these programmes stand out is their holistic approach. It’s not just about developing technical expertise—it’s about enhancing your emotional intelligence, political acumen, and ability to navigate the ever-changing landscape of public service. Plus, programmes like these often include mentoring and peer support, both of which are invaluable when you’re preparing for a leadership role.

The benefits of leadership development programmes are many:

• Structured Learning. You will gain access to a curriculum that covers essential topics like strategic leadership, decision-making, and stakeholder management.
• Practical Application. Many programmes include real-world projects or case studies that allow you to apply what you’ve learned directly to your work environment.
• Peer Learning. You’ll be surrounded by other senior professionals facing similar challenges, which fosters a collaborative learning environment. The also provide excellent networking opportunities.
• Mentoring and Coaching. Many leadership programmes, including Penna’s, offer one-to-one coaching or mentoring, which provides tailored advice and guidance as you progress through your career.
• Career Progression. Completing a leadership development programme signals to your organisation—and potential future employers—that you’re serious about stepping up to more senior roles.

Top Tips for Personal and Professional Development

Here are a few tips to help you take charge of your own development journey:

• Make Time for Reflection. One of the most underrated tools for growth is reflection. Take time to think about what’s working, what isn’t, and where you want to improve. It’s like your own personal performance review but without the scary HR forms.
• Seek Feedback, Even When It’s Awkward. No one loves hearing what they need to work on, but honest feedback is one of the most powerful tools for development. Ask your colleagues or even your boss for input. Sure, it might sting a little, but it’s better than staying in the dark.
• Build Your Network. Don’t wait until you need something to start networking. Connect with people now. Ask them about their experiences, offer to help where you can, and don’t forget to follow up. Networking isn’t about getting; it’s about giving and growing together.
• Find a Mentor (or Be One). Mentoring is a two-way street. Whether you’re looking for guidance or offering it to someone else, mentoring helps develop skills in ways you might not expect. It’s a learning exchange, not a one-sided relationship.
• Be Open to Learning in Every Situation. Every challenge, every setback is an opportunity to learn. Whether you’re leading a project or just sitting in a meeting, there’s always something to take away if you’re paying attention.
• Take Advantage of Development Programmes. Whether it’s a leadership programme like Penna’s or a local council initiative, take full advantage of any structured development opportunities. These programmes are designed to challenge you and help you grow in ways you might not achieve through self-directed learning alone.

Why It Matters

Development is not a one-time thing. It’s continuous, and it’s personal. What works for someone else might not work for you, and that’s okay. The important thing is that you stay curious, open to learning, and committed to growing—not just for your current role, but for the one you aspire to.

In the words of Zig Ziglar: “You don’t have to be great to start, but you have to start to be great.” So, start today. Invest in your development, embrace the process, and remember that each step forward, no matter how small, brings you closer to the leader you want to be.

By participating in leadership development programmes, seeking out coaching and mentorship, and keeping an open mind, you set yourself up for success. Whether you’re aiming for a senior leadership role or just trying to be the best version of yourself in your current position, development is the investment that will keep paying off throughout your career.

Dawar Hashmi is a Director of Executive Search at Penna. At Penna, we’re proud to support the District Councils’ Network (DCN) and sponsor the DCN program, dedicated to empowering leaders across local government. By investing in development initiatives like these, we’re helping to shape a future filled with skilled, adaptable, and inspired leaders in public service. To learn more about our work, visit penna.com.

You can read our prospectus here: DCN Prospectus – General Election 2024 – FINAL.

Our unique closeness to communities means we have an unrivalled ability to transform the lives of the 19 million people that we serve.

District councils’ status as England’s most localised principal authorities gives us street-by-street knowledge of our places and the people who live in work in them.

We also have powers over housing, economic development, the environment, wellbeing and welfare – and a strong track record of supporting our residents when they need us.

Closer to Communities: The district council prospectus for transforming local places sets out how a partnership between the Government and district councils can help:

• Build many more homes and drive down homelessness
• Reduce pressure on the NHS and improve public health
• Deliver jobs and sustainable, inclusive growth
• Cut carbon emissions, tackle fuel poverty and grow the green economy
• Ensure that investment transforms local places.

“We want to drive change locally in genuine collaboration with central government based on mutual trust,” we say to the Government.

“We want to be your partner in reimagining public services from the bottom up and rooting them in real places. We want you to empower us with much greater autonomy to deliver excellent services for the people we jointly serve and make quick, tangible progress on national priorities.”

A persistent failing of the local government sector is its historic and current lack of inclusion and representation of ethnic minorities at all levels. The data currently available shows that council workforces under-represent minorities in all regions across England and Wales, and it is likely that representation in senior leadership positions is worse still. This is a fundamental flaw in a sector which purports to closely represent and speak for our communities and respond to their needs. The challenges faced by ethnic minorities climbing the ladder to senior leadership is illuminated by Wallace Sampson, former chief executive of Harrogate Borough Council, who shares personal experiences of race-based discrimination in the recruitment process. Unfortunately, Wallace’s story portrays a sector which has not changed quickly enough over the last fifty years in this respect. Indeed, Solace’s 2023 report on Equality, Diversity and Inclusion across the sector describes a disappointing record of data collection on representation, which must improve if councils are to make progress on this incredibly important issue.

The highs and lows of a life in local government

As Solace reflects on fifty years serving local government and the wider public sector, it gives me an opportunity to also reflect on my own forty years public service.

I have so many wonderful memories to look back on and undoubtedly the highs considerably outweigh the lows. My early career coincided with a significant period of change in local government taxation as we moved from general rates to community charge (poll tax) and council tax in a very short period of time. I still have a vivid recollection of recording rating transactions in a huge ledger, and sometimes calculating voids, reliefs and occupations manually. The transition to new systems of taxation required great change and the introduction of new technology, so it was an exciting time for people like me who thrive on transformation.

I was fortunate throughout my career to work for councils who believed in my ability to deliver, and I can look back on many successes with a strong focus on service improvement, the customer and communities. I was privileged to work with staff, partners and teams that delivered award[1]winning outcomes and provided legacy benefits. Without a doubt, however, one of my proudest moments was Harrogate hosting the finish of the Grand Depart of the Tour de France in 2014. It is one of Yorkshire’s proud moments and Harrogate was very much at the heart of the occasion, with hundreds of thousands of visitors to the region and millions watching worldwide.

Much has changed since I entered local government in 1983, but undoubtedly the last 15 years has been the toughest of them all. Local government has borne the brunt of austerity more so than other parts of the public sector, and we now have to do so much more with so little. As I step back from the day-to-day challenges of being at the helm of a local authority, it is with the knowledge that the system is now at breaking point and the future sustainability of some councils is a realistic prospect.

A source of shame

However, one issue which has changed little over the past forty years, is how few chief executives, or even senior leaders more generally, there are of colour in public service compared to the demographics of our society. A survey was undertaken in 2018 by Green Park that estimated that there were 16 persons of colour in chief executive roles in local government. Despite some changes in the last five or six years, my guess is that the changes are not seismic.

The statistics clearly do not match the demographics of our society. According to the 2021 Census data 18% of people in England and Wales belong to a black, Asian, mixed or other ethnic group. Reflecting society would mean that there should be about 58 people of colour leading the 320 or so local authorities across England and Wales. That would really be a seismic shift.

My earliest recollections of persons of colour at chief executive level in local government are (Lord) Herman Ouseley and Gurbux Singh, and they were followed by others that I recall such as Heather Rabbatts and Darra Singh. All have had the level of profile and success that should have opened the gates for many others to follow, but it hasn’t happened and we should ask why.

A good friend of mine undertook research as part of his doctoral thesis into why there were so few people from a BAME background in leadership positions in local government and the NHS. In his thesis he emphasises the importance of “gatekeepers” – the people who are in a position to select and appoint senior executives. He argued that these gatekeepers need to question their true levels of commitment to achieving greater levels of diversity.

Battling bias

Perhaps my own experiences can offer some further insight.

Until recently I was the chief executive of Harrogate Borough Council in North Yorkshire. I served in that role for almost 15 years and for a lot of that time I was the only local authority chief executive from a BAME background in the whole of Yorkshire and the Humber, a region which covers a population of 5m people. To my knowledge during that 15-year period there was one person of colour in the North East briefly in a chief executive position, and there were none in the North West.

Notwithstanding my appointment at Harrogate, it has been a mixed picture to get to where I am. In some respects, being black has shone a spotlight on me, but my perception has been that sometimes I have had to work harder to prove myself because I am black.

On at least one occasion I believe there was bias in the process because of my colour. I recall vividly how I felt after one council said that a degree equivalent qualification was not enough in a chief executive recruitment process, even though it wasn’t stated that ‘degree equivalent’ would be ineligible. I have always been honest with myself in recruitment processes. There have been occasions when I have not performed well enough and I am the first to acknowledge it. There have been other occasions when I know that I have performed well but not been appointed to the post. I have never had a problem with that because I understand that sometimes there will be the simple reason of not being the right ‘fit’ for the organisation. However, to fail to reach a shortlist because you only have a degree equivalent qualification, an ineligibility which is only introduced once the process has started, is much harder to understand. I met all of the other criteria and it was such a minor reason to not shortlist me, that it is hard not to conclude that colour played a part in the decision, at least with the senior decision makers knowing as I do the demographics of that particular area.

On another occasion I was in a long list interview process with a recruitment consultant and technical assessor. Part way through the interview the technical assessor asked me why X, who is a high profile former chief executive, thought so highly of me. I have only met X once and it immediately struck me as a case of mistaken identity, and to make matters worse I know the person that the technical assessor believed I was. Again, I am honest enough with myself to acknowledge that my performance in that interview did not merit moving from longlist to shortlist. What disappointed me was that I was mistaken for another black person bearing in mind that there are so few of us in local government. Do we all look the same?

For those without the mental toughness and resilience that I possess it would have been a very difficult situation to be faced with. You consider whether you should challenge and if so, how does it affect your future prospects in an environment where recruitment consultants are very powerful in the search and selection process. Or alternatively you dust yourself down and go again. There is no right and wrong in how you should approach this but situations such as this shouldn’t happen in the first place.

How to drive diversity

So, if we are to move towards a more diverse and inclusive workforce where the demographics of our senior leaders reflect society, how can we better support people of colour in their career progression in local government? I would suggest four things from my own personal experience, although I accept that the views of others may differ.

Firstly, without a doubt the sector has to showcase successful people of colour as role models more than we currently do. We can go further and establish specific buddying and mentor programmes for aspiring black leaders to be supported by successful leaders from the BAME community. Success breeds success and emerging leaders will gain confidence and learn from being closely associated with people that they can more easily identify with.

Secondly, we need to have a more targeted approach to spotting and nurturing emerging talent from the BAME community at the earliest opportunity. I am aware that Solace is working jointly with the Local Government Association to create a broad programme of activity around leadership and development as part of its sector support offer to local authorities. It will certainly assist the sector as a whole but, Solace’s AMPlify programme aside, very little is specifically targeted at talented rising stars from under-represented groups. Perhaps, for example, there should be targets within the National Graduate Development Programme to ensure that the cohorts from each intake reflect the diversity of our community.

Thirdly, there should be short-term placement opportunities created for aspiring leaders to be placed as heads of services and directors as development opportunities. It will be challenging to establish, but it is possible to do. The NHS has an Insight programme for placing people from diverse backgrounds into Non-Executive Director roles for a period of nine months to help their development. Many NHS Trusts have joined the programme and I know of individuals from the BAME community that have benefitted from the Insight programme.

And finally, we need to work with the decision makers, particularly councillors, because not enough emphasis is placed on diversity issues in recruitment training for those that are the final decision makers and gatekeepers for the most senior roles in local government.

The attributes that make a good leader

To conclude this essay, I wanted to share my thoughts about being a leader, because leadership is tough in any environment, regardless of colour, and especially challenging in local government today. In my experience there are essential attributes that differentiate good leaders from others. Other leaders may have a different perspective so these are certainly my own personal reflections. Firstly, it certainly helps to have the ability to articulate a vision for the organisation and a clear strategic direction. This needs to be aligned with good communication skills so that the whole organisation understands where you are going and how you will get there. Not everyone will buy in, but they do need to understand.

Secondly, good leaders are also visible and not remote, and can move comfortably from coal face to the boardroom. Technology advances now mean that you can be visible to the whole organisation, so it isn’t always about being seen ‘in person’.

Thirdly, the values and behaviours of the organisation must be owned and embraced from the top every single day. Don’t expect others to behave in a way that you are unwilling to.

And finally, resilience is so important in the modern environment of constant pressures – if you are not durable you won’t last in the role. It’s important to find your own ways of ensuring your resilience. Mine was through exercise and sport as well as having a strong buddying network. I have a chief executive colleague who I have been close friends with for almost 25 years, and we have created an environment of mutual support and trust. I would definitely advise building networks of like-minded peers that will support, challenge, and inspire you.

Not everyone is suited to leadership but looking ahead the sector is going to need strong and resilient leaders who get a buzz from the ability to influence change and make things happen. It isn’t easy to reach the top but it is even harder to stay there. It is such a challenging landscape that the best leaders will thrive on the responsibility and accountability, with a sound understanding of the critical relationships required to succeed in their environment.

There are so many amazing people working in local government with great leaders at the helm that I am optimistic about the future. I hope that the sector continues to deliver on its commitment to equality, diversity and inclusion, so that Solace can celebrate in the next 50 years a leadership profile that truly reflects the diverse society of our nation.

• This is essay is part of a collection of articles by former chief executives looking back at their careers published by Solace as part of its 50^th birthday celebrations. You can read the full Rewind: 50 years of local government excellence collection here.