Opportunities and Challenges of New Local Councillors
- Embracing Change
With the recent local council elections, councils across Victoria are welcoming a wave of fresh faces and perspectives. But with new councillors also come unique opportunities—and potential pitfalls. Effective councils are critical to driving sustainable growth in their communities, but achieving this requires strategic, well-informed councillors who understand the balance between strategic and operational roles.
For over a decade, I reported directly to elected officials and skilled practitioners, each with unique perspectives. Navigating varied personalities, goals, and agendas has its challenges, but a structured approach can help councils empower new councillors, avoid common missteps, and ensure they’re prepared to think and act strategically.
The Challenge: New Councillors, New Dynamics
A council’s effectiveness hinges on a unified strategic direction. However, newly elected councillors often face steep learning curves, especially when they’re new to governance structures, regulatory compliance, and complex operational dynamics. Without a clear understanding of their role as strategists—not operators—councillors risk being bogged down in day-to-day issues, like which road to fix, instead of focusing on the bigger picture, like how much to allocate to road maintenance.
Beyond the basics, new councillors need to be brought up to speed on:
- Community priorities and long-term objectives: Understanding the council’s role within the broader community vision.
- Governance principles and regulatory requirements: These keep the council accountable and transparent.
- Strategic projects and key initiatives: Identifying projects that will impact the community in the long term.
The Importance of Reviewing Strategic Direction and Risk Appetite
Each new council term is an opportunity to revisit the council’s strategic directions. Newly elected councillors often come with fresh priorities or new perspectives, so a thorough review can ensure that everyone is aligned. This review should include a deep dive into the council’s risk appetite—a concept not widely understood but crucial in shaping sound, forward-thinking decisions.
Why Assess Risk Appetite?
Most organisations approach risk as something to report and avoid, but understanding risk as a tool can drive performance and set clear strategic priorities. Councillors often lack familiarity with risk management principles and how these can be used proactively to guide council’s direction. Risk, when used effectively, is a lens through which councillors can evaluate community investments, project initiatives, and long-term planning.
- Strategic Benefits: A clear risk appetite enables the council to pursue growth opportunities with a balanced understanding of potential challenges.
- Effective Decision-Making: Councillors who understand risk can distinguish between acceptable uncertainties that lead to innovation and those that expose the council to undue harm.
Moving Beyond Reporting Risk to Using it Strategically
Risk should not be limited to reports that simply identify potential issues. Instead, it should inform the council’s strategy, prioritising actions that drive meaningful impact. Councils that embrace risk as a strategic tool can push initiatives forward with confidence, backed by a robust understanding of possible outcomes and prepared responses.
The Approach: Strategies for Effective Induction
To support new councillors and guide them towards fulfilling their strategic role, councils should implement a structured induction program that addresses three key areas:
Providing context, not just information often; – councillors receive a flood of information on policies and procedures, but without context, much of it lacks relevance. It’s crucial to frame information around the council’s current strategic direction and community goals. Councillors should understand not only what the council does but why and how decisions align with long-term objectives.
Building relationships and navigating council culture; – council work is a team effort. New councillors must be encouraged to form relationships with each other and with council officers to create a collaborative culture. Introducing councillors to the team and allowing time for building rapport fosters a productive working environment. This rapport is critical when contentious issues arise, and trust becomes the foundation of consensus.
The biggest risk with new councillors is drifting into the operational side of council functions. Training should focus on maintaining a clear boundary between their strategic responsibilities and the operational duties of council officers. This can include setting expectations, providing examples of strategic vs. operational issues, and offering ongoing support through coaching and mentorship.
Lesser-Known Opportunities and Pitfalls
Bringing on new councillors offers fresh perspectives, but it can also create unexpected challenges if not managed carefully. Here are some of the lesser-known opportunities and pitfalls councils may encounter:
Opportunities
- Fresh Vision and Energy: New councillors often bring enthusiasm and fresh ideas that can invigorate council initiatives and encourage innovation.
- Community Reconnection: Councillors who recently engaged with the community can provide insights into current public sentiments, allowing councils to align strategies with evolving community priorities.
Pitfalls
- Risk of Information Overload: Councillors may feel pressured to “know it all” right away, which can lead to confusion and misjudgment on complex issues. Councils should consider phased inductions and focused learning sessions.
- Personal Agendas: Newly elected councillors might come in with individual agendas. It’s essential to redirect these energies towards the shared strategic objectives of the council.
- Misunderstanding Decision-Making Processes: New councillors often want to address individual complaints directly, risking their role as decision-makers and strategic guides. Early training on governance procedures and community engagement best practices can help navigate these tendencies.
Key Takeaways
Set clear boundaries between councillors’ strategic roles and the operational roles of council staff.
Offer phased, context-rich induction sessions to avoid overwhelming new councillors and to build their understanding gradually.
Foster a collaborative environment where councillors can build trusting relationships with each other and council officers.
Reassess strategic directions and risk appetite to align all councillors with long-term community goals.
Use risk management as a performance driver, empowering councillors to make informed decisions with confidence.
Onboarding new councillors with clarity, purpose, and strategic insight is essential to setting up an effective council. Done well, it can lead to councils that are not only functional but forward-thinking and aligned with the needs of the communities they serve. By embracing the energy and fresh perspectives that new councillors bring, councils can turn the challenge of new leadership into an opportunity for progress.
Simon Coutts
Simon is the CEO and Founder of Grantus, a trusted advisor in strategic funding, complex problem solving, and stakeholder management, driving growth and public benefit for organisations dedicated to making a lasting impact. Book a ‘Borrow My Brain‘ session with Simon.
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