For as long as I can remember, the phrase ‘change is the only constant' has, ironically, been a consistent truth when it comes to local government. And to quote Bob Dylan, ‘Times they are a changing' again, with the Devolution White Paper and the associated local government reorganisation (LGR) process – at least for those regions affected.
It is equally true that change presents opportunity. When it comes to LGR, there are some opportunities that will genuinely be once-in-a-lifetime chances to look at how we do things and consider whether this is the opportune moment to go in a different direction – whether that is structures, governance, service delivery arrangements or even the use of digital or our workforce.
There is a real opportunity here to look at our workforce and address some long-standing issues, and there's plenty to address, including skills shortages, our ageing demography or making a concerted effort toward making the local government workforce better representative of the communities we serve.
Despite progress in recent years, leadership in local government still does not fully reflect the diversity of the communities it serves. Women, people from ethnic minority backgrounds, disabled individuals, LGBTQ+ people, and those from lower socio-economic backgrounds remain underrepresented in senior roles.
How can we take this opportunity to actively support individuals from underrepresented groups to step forward into leadership roles? Why does this matter? Leadership teams that are representative drive better decision-making, foster creativity and innovation, and stand a better chance of building trust with communities as a result. As new local authorities take shape, the choices made will shape the culture, values, and effectiveness of those organisations for decades to come.
Underrepresentation is not due to a lack of talent or ambition. It is often the result of systemic barriers – bias, underexposure to relatable leadership examples, limited access to networks, and organisational cultures that can feel unwelcoming.
Organisational values and behaviours have never been more important when people are considering whether to apply for a new role. Therefore, ensuring that those values and behaviours are inclusive and that ED&I is embedded as a core priority of new councils is critical. Living these values by ensuring recruitment and promotion pathways are unbiased and free from barriers must be part of this.
A recent survey conducted by Solace and the Association of Local Authority Chief Executives and Senior Managers revealed that only 17.75% of women expressed interest in becoming chief executives within local government, despite having the talent and experience needed. The reasons cited were not a lack of ambition but rather concerns about intense public scrutiny, personal sacrifices, and unsupportive organisational cultures. The message is clear: the current leadership environment must evolve to become more inclusive.
The survey also revealed that women in senior leadership roles report they experience higher expectations in terms of professional standards and increased scrutiny, with nearly 61% of respondents saying they are judged more harshly in leadership roles than their male counterparts.
One of the most significant barriers to leadership progression is belonging. Many talented individuals from underrepresented backgrounds hesitate to apply for senior roles because they don't see people like themselves in those positions, or they fear they won't be welcomed or supported.
In a recent edition of Solace podcast Local Government Stories – hosted by our ED&I lead Nazeya Hussain – Dawn Carter-McDonald, chief executive at Hackney LBC, talked about not ‘seeing herself' in a chief executive role. In fact, it took someone external to make this suggestion and open her mind to the possibility that she could and should apply for the role.
Local government has a responsibility – and an opportunity – to change this narrative.
This means creating and showcasing more visible role models, as well as offering targeted development programmes, mentoring schemes and sponsorship initiatives to help individuals build the skills and confidence needed to step up. Leaders must consistently and publicly affirm their commitment to ED&I, making it clear that diversity is not just welcomed – it is essential. It is also imperative that we provide safe spaces for dialogue: forums where staff can share experiences, ask questions, and receive support are vital for fostering inclusion.
The provision of safe space was the theme central to one of our recent, regular Solace EDI virtual coffee mornings, where Solace associates came together to discuss the cultural barriers that can hinder inclusivity. The conversation focused on how these cultural blockers impact workforce engagement, collaboration, and overall organisational effectiveness.
When individuals feel seen, valued, and supported, they are far more likely to put themselves forward for leadership roles.
In the context of LGR, this means ensuring ED&I is not sidelined in the rush to implement structural change. It must be a central consideration in every decision – from governance design to service delivery.
The decisions made during the LGR process will shape the future of local councils for a generation. We have an opportunity to go beyond compliance and targets and build instead cultures where everyone feels they belong – and can thrive. By placing ED&I at the heart of this transformation, councils can create organisations that are not only more representative and fairer, but also more effective, resilient, and trusted.
Let's seize this opportunity not just to reorganise – but to transform.
Mae Wilson is diversity and inclusion lead and Gemma Stevenson-Coupe is talent acquisition and development consultant at Solace
