Grassroots Power: The Vital Role of Town & Parish Councils in a Changing Local Government Landscape

As the wave of Local Government Reorganisation (LGR) continues to sweep across England, attention is increasingly turning to the smallest, yet arguably most connected and community-rooted tier of governance: town and parish councils. These hyper-local bodies, often operating quietly in the background, are now being thrust into the spotlight. Historically overlooked in broader policy reforms, they are now being recognised as essential players in shaping the future of local democracy and public service delivery.

Town and parish councils are uniquely positioned. They are embedded within the communities they serve, often acting as the first point of contact for residents on a wide range of local issues. Their proximity to the public gives them a nuanced understanding of local needs, concerns, and aspirations, something that larger, more centralised authorities can struggle to replicate. As such, their role in the evolving landscape of local government is not just relevant, it is vital.

In a recent and insightful conversation between Matthew Masters and Thomas Foreman, a seasoned management consultant working at Politis Consulting, with a background as a town clerk and chief executive, the evolving role of these councils was explored in depth. Their discussion shed light on the complex challenges, emerging opportunities, and growing responsibilities that town and parish councils are facing as they navigate this period of significant structural change.

The Context: What Is LGR and Why Does It Matter?

Local Government Reorganisation (LGR) refers to the process of restructuring local authorities, typically involving the dissolution of existing district and county councils in favour of a single-tier unitary authority. This shift is intended to simplify governance structures, reduce duplication, and deliver more efficient public services. In theory, it promises streamlined operations, cost savings, and clearer accountability.

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However, the reality is far more nuanced. While the benefits of unitarisation are often touted by policymakers, the process also raises serious concerns, particularly around the erosion of local representation and the potential loss of community voice. When decision-making becomes more centralised, there is a risk that the unique needs of smaller communities may be overlooked or underrepresented. Thomas Foreman captures this sentiment succinctly:

“There’s a lot of frustration… town and parish councils want to be more involved. They want to put the communities at the centre of the changes that are happening, but they kind of feel… they were a secondary consideration.”

This sense of being sidelined is not new, but it has become more pronounced as LGR accelerates. For many town and parish councils, the reorganisation process feels like something being done to them, rather than with them. This disconnect threatens to undermine the very principles of localism and democratic engagement that these councils embody.

The Mixed Response from the Grassroots

The response from town and parish councils to LGR has been far from uniform. Across the country, councils are reacting in different ways, shaped by their size, resources, leadership, and local context. Some councils have adopted a cautious stance, wary of the implications of reform and uncertain about their future role. This is particularly true in rural areas, where local identity and autonomy are deeply cherished, and where the prospect of being absorbed into a larger, more distant authority is met with apprehension.

Others, however, are embracing the changes with a proactive mindset. These councils are stepping into the breach, taking on services previously delivered by higher-tier authorities, negotiating asset transfers, and even preparing to raise their precepts to fund expanded responsibilities. This willingness to adapt and evolve is a testament to the resilience and commitment of local councillors and clerks. As Foreman notes:

“Some have even accepted the precepts may have to rise… but actually making a case for it to happen.”

This kind of forward-thinking leadership is not without precedent. There are numerous examples of successful collaboration between principal authorities and town and parish councils. In places like Cornwall, Wiltshire, and Durham, early and meaningful engagement has led to positive outcomes. These case studies demonstrate that when local councils are treated as genuine partners, rather than afterthoughts, the results can be both efficient and empowering.

Such examples also highlight the importance of timing. Engagement must begin early in the process, not as an afterthought once decisions have already been made. When town and parish councils are involved from the outset, they can help shape reforms in ways that reflect the needs and aspirations of their communities.

Challenges on the Ground: Capacity, Consultation, and Clarity

Despite their potential, town and parish councils face significant challenges in engaging with the LGR process. Chief among these is capacity. Many of these councils operate with extremely limited resources, some have only one part-time employee, while others rely heavily on volunteers. This makes it difficult to participate fully in complex and time-consuming reform discussions.

Foreman articulates this challenge clearly:

“Making time for this kind of discussion is actually difficult across the board. We need to ensure we’re doing it in a way that minimises resource and maximises the outputs.”

The issue is not just about time and staffing. It’s also about the quality and consistency of consultation. There is a widespread perception that town and parish councils have not been adequately consulted during the LGR process. While national bodies such as the National Association of Local Councils (NALC) and the Society of Local Council Clerks (SLCC) have advocated for greater involvement, their efforts have not always translated into meaningful engagement on the ground.

“The government haven’t prioritised town and parish councils being consulted,” Foreman says bluntly.

This lack of consultation is more than a procedural oversight, it represents a missed opportunity. Town and parish councils possess invaluable local knowledge and insight. Excluding them from the conversation not only undermines democratic legitimacy but also risks designing reforms that are out of touch with local realities.

Moreover, the absence of clear communication from central government has created a vacuum of uncertainty. Many district and county council officers are themselves unsure about what the future holds. This ambiguity makes it even harder for them to provide clarity and reassurance to town and parish councils, creating a cascading effect of confusion and disengagement.

Avoiding the ‘Mini District Council’ Trap

One of the more nuanced concerns emerging from the Local Government Reorganisation (LGR) process is the risk of town and parish councils inadvertently evolving into what some have dubbed “mini district councils.” This transformation, while perhaps well-intentioned, could lead to unnecessary duplication of bureaucracy, inefficiencies in service delivery, and a dilution of the very localism that these councils are meant to champion.

Thomas Foreman highlights this risk with a note of caution:

“We do have some town councils who promote themselves as working on the district council model. But if you’re multiplying that out across four communities, it’s going to cost taxpayers an awful lot more.”

The implication is clear: while ambition and initiative are commendable, there is a fine line between stepping up and overreaching. Attempting to replicate the scale and scope of district-level operations at the parish level can lead to inflated costs, fragmented service provision, and a loss of focus on hyper-local priorities.

Instead, Foreman advocates for a return to core strengths. Town and parish councils should concentrate on what they do best, engaging directly with residents, responding swiftly to local issues, and delivering tailored services that reflect the unique character of their communities. These councils are not meant to be scaled-up bureaucracies; they are meant to be agile, responsive, and deeply embedded in the fabric of local life. By resisting the urge to mimic larger authorities and instead embracing their grassroots identity, town and parish councils can remain true to their purpose: acting as the democratic heartbeat of their communities, not as administrative replicas of the structures being replaced.

The Power of Storytelling and Community Engagement

In an era of increasing complexity and change, one of the most powerful tools available to town and parish councils is storytelling. More than just a communications strategy, storytelling is a way to build trust, foster understanding, and create a shared sense of purpose between councils and the communities they serve. By clearly articulating their vision, explaining the challenges they face, and outlining the steps they are taking to address them, councils can bring residents along on the journey. This is especially important when making difficult decisions, such as raising the precept or taking on new responsibilities, where public support can make or break the success of an initiative.

Foreman offers a compelling example:

“People could see what they were trying to achieve… and it brought the community along,”

he says, referring to a council that secured widespread support for a 30% precept increase.

This success wasn’t achieved through dry reports or formal consultations alone. It was the result of a narrative that resonated with residents, a story that made sense, felt authentic, and demonstrated tangible benefits.

To that end, Foreman encourages councils to move beyond traditional engagement methods like surveys and questionnaires. While these tools have their place, they often fail to capture the depth and richness of community sentiment. Instead, he advocates for more participatory and creative approaches: citizens’ assemblies, participatory budgeting, storytelling workshops, and action research.

“Go beyond the standard quantity of research… to the more qualitative rich data that really tells the story of our communities.”

These methods not only generate more meaningful insights but also empower residents to become active participants in shaping their local area. When people feel heard and involved, they are more likely to support change, even when it comes with a cost.

Advice for District and County Councils

For those working within district and county councils, many of whom are navigating their own uncertainties during the LGR process, Foreman offers a clear and practical set of recommendations. At the heart of his advice is a call for greater transparency, realism, and early engagement.

“We need to be looking more at how transparent they are… how we can prevent rumours, how we can give updates.”

Transparency is not just about publishing documents or holding formal meetings. It’s about open, honest communication that acknowledges the challenges ahead and invites collaboration. In a time of flux, clarity and consistency are essential for maintaining trust, not only with town and parish councils but also with the public.

Foreman also suggests a more strategic approach to engagement. Rather than attempting to consult with every town and parish council individually, a task that is often impractical given limited time and resources, he recommends grouping councils together for joint discussions. This approach allows for more efficient dialogue, fosters peer learning, and helps build a sense of shared purpose across neighbouring communities. Crucially, he sees this moment as an opportunity for a “reset.” For councils that have had strained relationships in the past, LGR offers a chance to start fresh, to rebuild trust, establish new norms of collaboration, and lay the groundwork for a more integrated and responsive system of local governance.

Advice for Town and Parish Councils

For town and parish councils themselves, the message is equally clear: don’t wait for permission, take the initiative. In a landscape where change is happening rapidly and often without full clarity, waiting passively for direction can mean missing out on opportunities to shape the future.

“Town and parish councils need to be good at pushing in a constructive way… to make things work for the community.”

This means requesting meetings with district councils, asking questions, proposing ideas, and asserting their role as legitimate stakeholders in the reorganisation process. It also means being realistic about what they can deliver and seeking partnerships where appropriate. Foreman encourages councils to collaborate, not just vertically with higher-tier authorities, but horizontally with each other. By sharing contracts, pooling resources, and exploring joint service delivery models, councils can achieve economies of scale while preserving their local identity and autonomy.

This kind of collaboration doesn’t require formal mergers or structural changes. Often, informal networks and shared service agreements can deliver significant benefits without compromising independence. The key is to focus on outcomes, what services are needed, how they can be delivered effectively, and how to do so in a way that is financially sustainable. In short, town and parish councils must be both bold and pragmatic. They must embrace their role as community leaders, while also recognising the limits of their capacity and the value of working together. In doing so, they can not only survive the LGR process but emerge from it stronger, more connected, and more capable than ever before.

The Role of Honest Brokers

In the complex and often emotionally charged environment of Local Government Reorganisation, the need for clear-headed, impartial facilitators has never been greater. Thomas Foreman, drawing on his experience as both a town clerk and a management consultant, describes his role as that of an “honest broker”, a neutral party who can bridge the divide between different tiers of government, mediate difficult conversations, and help all stakeholders find practical, cost-effective, and mutually beneficial solutions. This role is not about imposing decisions or pushing a particular agenda. Rather, it’s about creating space for dialogue, ensuring that all voices are heard, and helping to translate competing priorities into coherent strategies. It requires a deep understanding of local government structures, a sensitivity to political and community dynamics, and, above all, a commitment to integrity.

“I tend to normally say no if I don’t feel I can have a positive impact… which is slightly unusual for a management consultant,” Foreman admits.

This candid approach is refreshing, and rare. In a sector where change can often be driven by external pressures and internal politics, having someone who is willing to step back and assess whether their involvement will genuinely add value is both admirable and essential. It’s this kind of grounded, pragmatic leadership that can help guide councils through the turbulence of reorganisation and into a more stable, collaborative future.

Two Things to Remember

As the conversation drew to a close, Foreman was asked to distil his insights into two key takeaways for those involved in the LGR process. His response was both succinct and profound, two principles that, if followed, could significantly improve the outcomes of reorganisation efforts across the country.

1. Engage Early

The first piece of advice is deceptively simple: don’t wait. Whether you’re a town clerk, a district officer, or a county councillor, the time to start engaging is now. Waiting for the perfect moment, a formal invitation, or complete clarity from central government is a recipe for missed opportunities. Early engagement allows for relationship-building, proactive planning, and the chance to shape decisions before they are finalised.

“Don’t wait for the perfect moment or a formal invitation. Start the conversation now.”

This is especially important for town and parish councils, who may otherwise find themselves reacting to decisions rather than influencing them. By stepping forward early, they can assert their role as key stakeholders and ensure that their communities are not left behind.

2. Communicate Clearly

The second takeaway is equally vital: communicate. And not just with each other, but with residents, partners, and central government. In times of change, uncertainty breeds anxiety. Clear, honest, and consistent communication is essential for building trust, managing expectations, and fostering a sense of shared purpose.

“If they can’t understand the entirety of what a council does, then how are residents going to?”

This quote underscores a fundamental truth: if those within the system struggle to grasp its complexity, how can we expect the public to engage meaningfully? Simplifying messages, telling compelling stories, and being transparent about challenges and trade-offs are all crucial elements of effective communication.

Conclusion: Keeping the Local in Local Government

As England moves towards a more centralised model of local governance, there is a real and present danger that the essence of local government, its connection to people and place, could be lost. The drive for efficiency, while important, must not come at the expense of democratic engagement, community identity, and local responsiveness.

Town and parish councils are uniquely positioned to safeguard these values. They are the closest tier of government to the people, often operating with a deep understanding of local needs and a strong sense of civic duty. But to fulfil this role effectively, they must be empowered, engaged, and supported, not side-lined or treated as an afterthought.

The road ahead is undoubtedly uncertain. The challenges are many, and the stakes are high. But there is also a tremendous opportunity: to reimagine local governance in a way that is more inclusive, more responsive, and more rooted in the communities it serves.

Grassroots power matters. And in the hands of committed, creative, and collaborative councils, it can be a force for real and lasting change, ensuring that, even in a restructured landscape, the “local” remains at the heart of local government.

This blog post was sponsored by RPNA, who help local authorities to deliver projects and implement changes efficiently. They offer expertise in areas like leadership, wellbeing, technology, and commercial acumen, ensuring excellent value for money and meeting key priorities.