On 4 May 2023, 230 councils in England held elections for 8044 seats. The outcome was a change in political control for 80 of these councils. The proportion of councils that have no overall control is steadily increasing and now 92 of these councils have no majority party in control.

After an election where a change in political administration occurs, members and officers are finding their feet and members can, unintentionally, blur the boundaries of where responsibility lies between officers and members. This can mean that officers are unsure of what to do and may need additional skills in navigating this dynamic, especially if the ways of doing things have been a certain way for a long period.

Although member induction will focus on member and officer relationships, consider offering officer and member relationship training for officers at the same time to assist officers at all levels in navigating the next municipal term. And it is at all levels, don’t assume that the senior management team have experience of political change, ask the question and found out now what experience they actually have in a change of political control and what they learnt, would repeat or do differently. It could come in useful. Although the focus is understandably on the councillors’ induction for the new term, the ability for officers to adapt to a new political environment is just as important. 

When a change in control happens there are a lot of questions about previous decisions and why decisions have taken a particular route. It is really important for officers to understand that this is part of the process and that the ability to have crucial conversations that are not perceived as a challenge or criticism becomes part of how business is done at the council.  Knowing how to take decisions outside of the budget and policy framework is also something that is worth being more familiar with. Usually in the first year, whilst budget and policy items are being changed, some early decisions may actually be contrary to the budget and policy framework. This results in decisions that are usually within the remit of a committee or executive needing to be made instead of by the full council. It’s a different way of reading and interpreting your constitution.

Linked to this is the ability to vary or change previous decisions that the council has taken. This could be a series of decisions that the council has spent hours, even years building, that are then deconstructed. Assessing the risk in taking decisions contrary to those taken before them and advising on the best way to achieve the outcome sought is what is required and this needs the ability to look at a situation from every possible angle.

The outcome of an election could mean a significant change in your council. The whole election process is project managed but I am not convinced that the impact of the election result always is. It is a change programme and should be approached in that way with some thought given in advance to not just the result and induction of councillors but to how the change will affect the strategic and operational focus of the council over the first twelve months. Because of the complexities involved in this settling-in period, lawyers are absolutely key in achieving the decisions necessary to meet the new political aspirations. This can often involve new ways of working but in my experience, local government lawyers have the ability to be creative, look at a problem from every angle and are more than ready for the challenge.