There was a time when senior local government roles were very much closed off to those from outside our sector. Thankfully that's no longer the case, and we see a wide range of knowledge, skill and experience in chief executives and senior leaders. That now as much as ever is needed to assist members to shape councils and lead in times of challenge and crisis.
How we approach work inevitably flows from our lived experience. For me it is from more years than I will mention of military service alongside my civilian local government career. Starting with the Territorial Army whilst at university, I continue to serve today in the Reserve Army as a General Staff Officer Deputy Commander Reserves for 160th (Welsh) Brigade, a colonel's appointment.
My experience, both at home and in Iraq, Afghanistan and a host of other countries has given me a perspective I hope I reflect into my approach to leadership in this sector.
My role in the armed forces is not unique, but as we approach Remembrance Sunday, it's timely to reflect on how the armed forces community is very much part of the wider community. Drawing service experience into local government benefits everyone; the value the military and civilian worlds bring to each other is substantial.
Working in a challenging environment where resource constraints and politics are the norm is common to both sectors. The training, perspective and insight from my time associated with the armed forces has undoubtedly helped me through my local government career. In the early days the Army gave me responsibility at an age when local government wouldn't.
It's also fair to say the Army benefits from the external perspective I've built as a senior local government leader. I've been fortunate that as both organisations benefit from the learning from each other I've been supported in both my careers.
We have difficult days in local government, and sometimes our actions directly play to risk to life matters. That is not a safe place to be learning as you go, and failure weighs heavy. Service people have been supported to work through the most difficult decisions and live with the consequences. This is valuable experience to have on your side.
And that is why I'm an advocate for service leavers, veterans and active reserve forces members to join local government. As a sector, we should be marketing ourselves as an employer where those with armed forces insight can thrive. To do that we have to put the conditions in place.
This is why I was so proud Runnymede BC added its name to the list of local government organisations holding the coveted Armed Forces Covenant Gold award from the Defence Employer Recognition Scheme. We were notified during the summer and on 3 October Cllr Linda Gillham, one of our co-leaders, and I received the award on board HMS Warrior in Portsmouth.
For colleagues already engaged with the scheme I hope the highly motivated, articulate problem solvers who need little direction and are focused on delivery and outcomes continue to impress.
If you haven't started that journey yet, I might suggest there is a talent pool of potential employees at all levels you are missing out on. Often the skills they have developed through military service cannot be readily taught on time limited training courses.
I would also like to make an offer to the sector: If you would like to start the process or work up towards the gold award my team will be available to meet with you, share documents, explain the steps we took, the benefits and how we engaged with the Ministry of Defence.
In a competitive employment market, attracting talent is difficult. I hope highlighting the benefits of the Armed Forces Defence Employer Recognition Scheme and the benefits of drawing in service experience to our sector opens a few doors.
Andrew Pritchard is chief executive of Runnymede BC and a colonel in the Army Reserve
