First-time Councillors face a real challenge.

Few experiences in life can prepare them for the civic duty that lies ahead. It takes a while to grasp the complexities of organisations that, in England, spends almost £80bn on local services (excluding Police and Fire/Rescue). Moreover, it is a shrinking budget. The amount spent on local Council services has declined in real terms by 30% over the last 8 years. Every function has less money with the sole exception of children’s social care. On average, expenditure per head has declined by 10% (adult social care), 20% (Environment), 40% (Highways and transport), 43% (Cultural services) 48% (Housing) and 55% (Planning). Education remains the biggest overall, but that has also been reduced.

Councillors are therefore catapulted into the managed withdrawal of services. Eliminating obvious waste was done some years ago; there is little more fat in the system. Local government is now cutting into the bone marrow of essential services, and in the case of social care, (33% of the total), decisions are agonisingly hard. Elected members who are unfamiliar with this scenario will find themselves caught between the desire of their electors for more and better, whilst listening to their officers talk about making savings and trying to avoid things getting worse.

So the first thing to absorb is that promising new shiny services or ambitious projects is a high-risk strategy. No-one wants to curb ambitions or stifle innovation, but advocates of new and better need to think about securing funding first. There are ways and means but reaching for existing Council budgets is not likely to yield much money. Wise politicians recognise the dangers of creating expectations that are difficult to fulfil. Be careful with promises.

The second lesson is that the public will expect its Councillors to fight for cherished services. Library closures, special educational needs, care homes and even pothole repairs all bring out campaigners in numbers and elected members who try to avoid them will fail. Far better to learn how to interface with advocates, build relationships and foster sufficient goodwill to hold a frank debate about the relative priorities that Council services should reflect.

Thirdly, and in consequence of the first two, accept that accountability is no longer a once-in-three years expedition to the polling booth. Councillors are no longer judged on their record over the whole term of office. Every key decision, every contentious vote in Council, and maybe every intervention as reported in the local paper can be subject to scrutiny. Social media can attract supporters and opponents to pressurise elected members – often with aggression and insensitivity. Just consider the anger of those whose services are reduced or the vigour with which certain planning approvals are resisted.

All this brings us to the Institute’s subject of the month – the need for Councillors and officers to brush up their skills in facing up to the public at various events and meetings, where contentious matters are discussed. We calculate that the average Parliamentary constituency sees about 100 public meetings each year – a great many involving local Councillors. For experienced old-timers, this may be labour of love for many enjoy the opportunity to address an audience. For newcomers to the Council chamber, however, it can be a daunting ordeal. What is it right to say? What not to say? Am I there to speak? Or to listen?

The sad truth is that many public meetings risk being a real fiasco; it accounts for the rising popularity of drop-in events, exhibitions, and new ideas like Public Consultation Hearings. The quicker new Councillors get to grips with the pros and cons of the various formats for public events, the better. Equipping them with the confidence to initiate the right type of meeting and to perform well at them is a task worth a significant investment.

On 1 May, the Institute launched its new e-Learning course Consultation and Public Events – A cost effective alternative to class-based training, enabling Councillors and officers to become clued-up in less than two hours, in peace and at the pace of one’s own laptop. There is always room for more traditional learning too and the Institute can provide excellent trainers to help staff and elected members learn the intricacies of public events. Councils wishing to make a serious investment in best practice consultation and engagement should get in contact to see what discounts are available.