Future-Proofing Democracy: Attracting and Retaining Councillors in a Changing Landscape
- truthaboutlocalgov
- Jul 11
- 7 min read
Updated: Jul 14
In an era marked by political turbulence, digital saturation, and shifting societal expectations, the role of local councillors has never been more vital, or more complex. As communities evolve and governance structures adapt to new realities, the question of how to attract and retain passionate, capable councillors becomes central to the sustainability of local democracy. These individuals are not just policymakers; they are the bridge between residents and the institutions that shape their daily lives.
Yet, despite the importance of their role, many councils across the UK are grappling with declining interest in public office and increasing turnover among elected members. The pressures of the role, combined with the often thankless nature of public service, can deter even the most committed individuals. In a recent episode of The Truth About Local Government podcast, Matthew Masters sat down with Councillor Amanda Serjeant, Deputy Leader of Chesterfield Borough Council, to explore the realities of public service, the barriers to participation, and the opportunities that lie ahead for reinvigorating local leadership.
The Challenge of Retention in a Noisy World
Councillor Serjeant began with a candid reflection on the emotional toll of public service. While many residents genuinely appreciate the work of local councillors, the loudest voices are often the most critical. This imbalance can be deeply disheartening, especially for new councillors who may feel underappreciated, isolated, or overwhelmed by the negativity they encounter, particularly online.
“Unless you remind yourself constantly and get people to engage with the public in other spaces, you can sometimes think that the public don’t value what we do,” Serjeant explained.
This perception, if left unchallenged, can lead to burnout and disillusionment, ultimately driving good people away from public life. The key, she argued, is to actively seek out the quieter, supportive voices in the community, those found in faith groups, volunteer organisations, and neighbourhood initiatives. These are the spaces where councillors can reconnect with their purpose and see the tangible impact of their work. Creating regular opportunities for positive engagement, such as community events, listening sessions, and informal drop-ins, can help councillors build resilience and maintain perspective. It’s about fostering a culture of appreciation and mutual respect, where councillors feel seen and supported by the communities they serve.
The Social Media Dilemma
Social media, while a powerful communication tool, presents a double-edged sword for councillors. On one hand, it offers visibility, accessibility, and a platform to share achievements and updates. On the other, it exposes councillors to unfiltered criticism, misinformation, and at times, personal attacks, often from individuals outside their constituencies or with limited understanding of local issues. Serjeant advocates for a balanced approach: maintain a presence, but don’t dwell on the negativity. Instead, focus on face-to-face engagement, where the human connection is stronger and more constructive. “When you get out into the community groups… those are the bits that can really lift you up,” she said. These interactions remind councillors why they entered public service in the first place and help them stay grounded in the real-world impact of their decisions.
Moreover, councils can play a role in supporting councillors’ digital wellbeing by offering training on managing online abuse, setting boundaries, and using social media strategically. Encouraging councillors to share not just policy updates but personal stories, community successes, and behind-the-scenes glimpses into their work can humanise their role and foster empathy. Ultimately, the goal is to reclaim the narrative and ensure that digital platforms serve as tools for connection rather than sources of distress.
Building a More Representative Democracy
One of the most pressing issues in local government is the lack of diversity among councillors, not just in terms of ethnicity, but also socio-economic background, age, gender, and neurodiversity.
Serjeant emphasised the importance of councillors reflecting the communities they serve. This requires building trust, being visible, and persistently encouraging individuals who may not see themselves as “political” to consider standing.
“Some people, particularly women, you need to ask them 100 times,” she noted. “Because they’re going to say no the other 99.”
The process of encouraging new voices into politics is not a one-off conversation. It’s about sustained engagement, mentorship, and showing people that their lived experiences are not only valid but essential to effective governance.
The Power of Storytelling
Masters highlighted the importance of storytelling in inspiring future councillors. Many people enter politics because of a single issue that affects them personally, perhaps a planning dispute, a local school closure, or a campaign to save a community asset. Over time, they come to understand the broader responsibilities of the role and the interconnectedness of local services.
By sharing these journeys, how a local campaign led to a council seat, how a councillor helped secure a £20 million investment in a town centre, current councillors can demystify the role and show that real change is possible. These stories humanise the political process and make it relatable. They also serve as powerful recruitment tools, especially for those who may not see themselves as “typical” politicians.
“If you give your time to this, the human story, the human benefit that comes through is just so powerful,” Masters said.
Encouraging councillors to reflect on and share their motivations, challenges, and successes can help build a more inclusive and inspiring narrative around public service.
Supporting Councillors to Stay the Course
Retention is as much about support as it is about recruitment. Serjeant stressed the importance of regular check-ins, tailored training, and flexible scheduling to accommodate councillors’ work and family commitments. The demands of the role can be significant, particularly for those balancing it with employment or caring responsibilities.
“We’ve got a responsibility as leaders to make sure that they’re okay, they feel supported, they feel heard,” she said. This support can take many forms, from mentoring schemes and peer networks to mental health resources and practical help with casework.
This includes helping councillors identify their goals, offering pathways to leadership roles, and ensuring they feel their contributions are valued. Succession planning is also crucial, preparing the next generation of leaders to step up when needed. By creating a culture of growth and recognition, councils can foster long-term commitment and reduce burnout. Investing in people is not just good for retention, it’s essential for building resilient, effective local governance.
Embracing Local Government Reorganisation (LGR)
The conversation turned to the sweeping changes underway in local government, particularly the move from two-tier to unitary authorities and the broader devolution agenda. While these changes can be unsettling, Serjeant sees them as a once-in-a-generation opportunity to rethink how services are delivered and how communities are supported.
“It really is a chance to redesign services from scratch,” she said. “To learn from best practice and to deliver better outcomes for residents.”
The shift offers the potential to eliminate duplication, streamline decision-making, and create more coherent service delivery models. In areas like Chesterfield, where the legacy of deindustrialisation still affects health, employment, and housing, the potential for more integrated, responsive services is significant. A single point of contact for residents, streamlined decision-making, and greater local control could transform how communities experience public services. It also opens the door to more place-based approaches, where services are tailored to the unique needs and strengths of each locality.
Training and Empowering Councillors for the Future
To prepare for these changes, Chesterfield Borough Council is investing in training and development. Councillors are encouraged to attend sessions run by the Local Government Association and other networks to understand the implications of devolution and reorganisation. These sessions cover everything from governance structures and finance to community engagement and digital transformation.
“We’re saying to our residents: in two years, all the things I have to say ‘I’m sorry, I can’t deal with that’, I’ll be able to deal with,”
Serjeant explained. This shift is not just administrative; it’s about empowering councillors to be more effective advocates and problem-solvers for their communities.
This is particularly important in areas with high levels of deprivation. With greater powers, local councils can tailor services to meet the specific needs of their communities, from housing adaptations to employment support. Equipping councillors with the knowledge, confidence, and tools to navigate this new landscape is essential. It ensures that the promise of devolution translates into real, measurable improvements in people’s lives.
A Call to Action
The conversation concluded with a powerful reminder: democracy is not static. It is a living, breathing system that requires constant nurturing, adaptation, and participation. Councillors are the backbone of local democracy, and their work, often unseen and underappreciated, has a profound impact on people’s lives. From ensuring bins are collected to shaping long-term regeneration strategies, their influence touches every corner of community life.
Yet, the sustainability of this system depends on our collective commitment to support and strengthen it. We must not take for granted the individuals who step forward to serve. Instead, we must actively cultivate a culture that values civic duty and encourages a broader, more diverse range of people to get involved.
To future-proof democracy, we must:
Celebrate the impact of councillors and share their stories widely, highlighting the real-world difference they make.
Actively recruit from underrepresented groups, building trust, offering mentorship, and removing barriers to entry.
Support existing councillors with training, flexibility, and recognition to help them thrive in their roles.
Embrace structural changes as opportunities to improve services, empower communities, and reimagine what local government can achieve.
As Serjeant put it, “Even if you just made someone think differently about something, that’s still a good thing.” That shift in perspective, however small, is the seed of democratic renewal.
Final Thoughts
Attracting and retaining councillors is not just about filling seats, it’s about building a resilient, inclusive, and effective local democracy. It’s about ensuring that every community has a voice and that those voices are heard, respected, and empowered to lead. The strength of our democratic institutions lies not in their structures alone, but in the people who animate them with passion, integrity, and vision. In a time of change, marked by political uncertainty, economic pressures, and social transformation, the role of the councillor is more important than ever. They are the connectors, the problem-solvers, the advocates for those who might otherwise go unheard. Their leadership shapes the places we live, the services we rely on, and the futures we imagine. Let’s make sure we support them, celebrate them, and inspire the next generation to step forward. Because when local democracy thrives, so do our communities.
