Navigating Political Transition: A Survival Guide for Local Government Officers

With the May 2026 elections fast approaching, officers across the UK are preparing for what may be one of the most politically fragmented transitions in recent memory. The traditional two-party dominance is being disrupted. Reform UK, under Nigel Farage, has emerged as a dominant force, winning more seats than any other party in the 2025 local elections. Labour, led by Keir Starmer, remains the largest party in local government overall, but suffered historic losses, and faces pressure from both the right and emerging left-wing movements. This is not just a change in political colour it’s a shift in tone, priorities, and expectations. For elected members, the transition is about power and mandate. For officers, it’s about continuity, professionalism, and public service.

Local government officers are the custodians of stability. While councillors come and go, officers remain often for decades quietly ensuring that bins are collected, vulnerable residents are supported, and statutory duties are fulfilled. But political transitions can be turbulent. They bring new personalities, new agendas, and sometimes, new scrutiny.

This guide is written for officers, not elected members those who must quietly and professionally steer the ship through turbulent waters, regardless of who holds the wheel. It offers practical advice, reflections, and strategies to help officers navigate the months ahead with confidence, integrity, and resilience. Whether you're a Chief Executive preparing for a new administration, a Head of Service anticipating policy reversals, or a frontline officer wondering how your work will be perceived under new leadership this guide is for you.

1. Understand the Political Landscape But Stay Professionally Neutral

The 2025 local elections marked a turning point in British politics. Reform UK won 677 council seats, taking control of 10 councils, including traditionally Conservative strongholds like Lincolnshire, Staffordshire, Kent, and Durham. Labour, under Keir Starmer, retained its position as the largest party in local government overall, but suffered historic losses, winning just 98 seats and finishing fourth in vote share for the first time.

This shift is not just numerical it’s ideological. Reform UK’s rise signals a move towards populist, anti-establishment rhetoric, often accompanied by demands for rapid change, reduced bureaucracy, and a more confrontational style of governance. Officers must be prepared to work with councillors who may challenge long-standing norms, question professional advice, and push for immediate results.

“You don’t have to agree with the politics, but you do have to respect the mandate.”

Understanding these shifts helps officers anticipate new priorities whether it's a renewed focus on housing delivery, cuts to diversity programmes, or changes to climate action plans. But professional neutrality remains paramount. Officers are not there to resist change, nor to champion it they are there to enable lawful, ethical, and effective governance, regardless of political colour. This is especially important when working with newly elected councillors who may have limited experience in local government. Officers must strike a balance between educating and empowering, without appearing obstructive or partisan.

Case in Point: Lincolnshire (2025)

When Reform UK took control of Lincolnshire County Council, officers faced immediate pressure to review spending on green initiatives and diversity programmes. The Chief Executive convened a cross-departmental working group to assess which policies were statutory, which were discretionary, and how best to present options to the new administration. The approach was praised for being transparent, respectful, and legally robust.

Key Officer Behaviours

• Stay informed: Read manifestos, follow local campaign narratives, and attend post-election briefings.

• Avoid assumptions: Don’t presume new councillors understand governance frameworks but don’t patronise either.

• Use neutral language: Frame advice in terms of community outcomes, legal obligations, and risk management.

• Be consistent: Treat all administrations with the same level of professionalism, regardless of political alignment.

In times of political change, officers are the institutional memory and moral compass of the council. Understanding the landscape is essential but staying neutral is non-negotiable.

2. Expect Policy Reversals and Be Ready to Pivot

Political transitions often bring a reordering of priorities. What was once a flagship initiative may suddenly be labelled wasteful or ideologically incompatible. New administrations particularly those with a populist or reformist agenda may seek to distance themselves from their predecessors by pausing, re-scoping, or outright scrapping existing projects.

This can be disheartening for officers who have invested time, energy, and professional pride into programmes that were previously endorsed. But it’s important to remember that public service is about making a difference, not making a point.

“Public service is about making a difference, not making a point.”

The key is to pivot with purpose. Officers must be agile, reframing their work in terms of the new administration’s goals while safeguarding service continuity and statutory obligations.

Example: Climate Action Plans Under Scrutiny

In councils newly controlled by Reform UK, several climate action plans were paused pending review. Officers in Kent and Lincolnshire responded by:

• Repackaging environmental initiatives as cost-saving measures (e.g. energy efficiency in council buildings).

• Highlighting statutory duties under the Climate Change Act 2008.

• Offering phased implementation options to align with budget constraints.

This reframing allowed some projects to survive albeit in modified form and demonstrated officers’ ability to adapt without compromising integrity.

Example: Diversity and Inclusion Programmes

In Staffordshire, a newly elected administration questioned spending on diversity and inclusion. Officers responded by:

• Presenting data on workforce wellbeing, recruitment outcomes, and legal compliance.

• Linking inclusion efforts to productivity, retention, and reputational risk.

• Offering to co-design future programmes with elected members to ensure alignment.

This approach preserved the core values of the programme while respecting the new political mandate.

Tips for Officers:

• Anticipate scrutiny: Prepare briefing notes that explain the rationale, outcomes, and legal basis of existing projects.

• Offer options: Present multiple pathways forward including scaled-back or rebranded versions to give councillors a sense of control.

• Stay solution-focused: Avoid defensiveness. Instead, ask: “How can we achieve your goals while protecting service standards?”

• Document everything: Keep clear records of decisions, advice given, and risks flagged. This protects officers and supports transparency.

Policy reversals are not personal. They are part of the democratic cycle. Officers who pivot with professionalism and creativity can help new administrations succeed and ensure that communities continue to benefit from well-run services.

3. Build Relationships Early But Carefully

Political transitions are not just about policy they’re about people. The early days of a new administration are critical for setting the tone of collaboration between officers and elected members. Officers who engage early, listen well, and offer pragmatic advice can help shape realistic expectations and avoid misunderstandings that may derail progress.

But relationship-building must be done with care. Officers are not political allies or adversaries they are professional enablers of democratic decision-making. The goal is not to win favour, but to establish trust, clarity, and mutual respect.

“Clarity of roles is key. Officers advise and implement; members decide.” TALG

New councillors especially those from parties like Reform UK or independents may arrive with strong views, limited experience, and a desire to make immediate change. Officers must be ready to:

• Explain governance frameworks without sounding obstructive.

• Offer options that align with political goals while remaining lawful and deliverable.

• Set boundaries around what is operational versus political.

Example: Durham County Council (2025)

Following Reform UK’s unexpected win, many councillors were new to public office. Officers organised induction sessions focused on:

• Decision-making protocols.

• Statutory duties and constraints.

• The role of scrutiny and cabinet structures.

This proactive approach helped prevent early missteps and built a foundation of trust.

Example: Bolsover District Council (2019)

After Labour lost control for the first time in decades, officers had to support a coalition of independents and smaller parties. The Chief Executive initiated weekly briefings with group leaders to:

• Clarify roles and responsibilities.

• Discuss emerging issues before they escalated.

• Ensure transparency in officer advice.

This helped stabilise governance during a politically sensitive period.

Tips for Officers:

• Be concise: Councillors are often overwhelmed in the early weeks. Keep advice short, focused, and framed around community impact.

• Offer solutions not just problems: Present options with pros and cons, rather than barriers.

• Avoid jargon: Use plain English to explain complex processes.

• Respect political mandate: Even if you disagree with the politics, your role is to enable lawful decision-making.

• Stay visible but not intrusive: Make yourself available, but don’t dominate the space.

Strong relationships don’t mean compromising neutrality. They mean creating a professional environment where elected members feel supported, informed, and empowered to lead and where officers can do their jobs with integrity and confidence.

4. Protect Morale and Retain Talent

Political transitions can stretch staff to their limits. The uncertainty, scrutiny, and shifting priorities that accompany a change of administration often create anxiety among officers especially those who have worked under previous political leadership for many years. When long-standing projects are shelved, values are questioned, or new councillors arrive with combative rhetoric, it can feel personal, even when it isn’t. This is where leadership matters most.

“Leadership is not about being in charge. It’s about taking care of those in your charge.”Simon Sinek

Officers in senior roles from Heads of Service to Chief Executives must act as stabilisers. They are not just operational leads; they are cultural custodians. Their ability to protect morale, reinforce the value of public service, and maintain a sense of purpose is critical to retaining talent and sustaining performance.

The Risk of Fragmentation

The 2025 local elections saw Labour lose over 150 council seats to Reform UK, more than to all other parties combined. This fragmentation has created new coalitions, minority administrations, and in some cases, political instability. Officers working in councils with no overall control or newly dominant parties may feel caught in the crossfire of competing agendas.

In such environments, staff morale can dip sharply. Officers may:

• Feel undervalued or blamed for past decisions.

• Worry about job security or reputational risk.

• Experience ethical dilemmas when asked to implement controversial policies.

Example: Bolsover District Council (2019)

After Labour lost control for the first time in decades, officers faced intense scrutiny. The leadership team responded by:

• Holding open forums for staff to voice concerns.

• Reaffirming the council’s values and professional standards.

• Providing coaching and wellbeing support for managers.

This helped rebuild trust and retain key talent during a politically sensitive period.

Tips for Officers in Leadership Roles:

• Communicate openly: Acknowledge the change, validate staff concerns, and share what is known and what isn’t.

• Reinforce purpose: Remind teams why their work matters, regardless of political shifts.

• Celebrate continuity: Highlight achievements that transcend administrations safeguarding children, supporting vulnerable adults, maintaining public spaces.

• Invest in wellbeing: Offer coaching, peer support, and access to mental health resources.

• Model resilience: Stay calm, consistent, and values-led in your own behaviour.

Political change is inevitable. But burnout, disengagement, and talent loss are not. Officers who lead with empathy, clarity, and courage can turn uncertainty into opportunity and ensure that public service remains a source of pride, not pressure.

5. Stay Anchored in Governance and Ethics

In times of political transition, the pressure to deliver quickly and visibly can be intense. New administrations often arrive with bold agendas and a desire to make immediate impact sometimes without fully understanding the legal, financial, or procedural frameworks that underpin local government. Officers must be ready to support ambition, but also to protect the integrity of decision-making. This is where governance and ethics come into sharp focus.

“The role of the public servant is to serve the government of the day to the best of their ability, with integrity, honesty, objectivity and impartiality.” Sir Bob Kerslake

Officers are not gatekeepers they are guides. Their role is to help elected members achieve their goals lawfully, transparently, and sustainably. That means ensuring decisions are made within the bounds of the council’s constitution, financial regulations, and statutory duties.

Example: Planning and Procurement Pressures

In councils newly controlled by Reform UK, officers have reported increased pressure to fast-track planning approvals and reduce procurement oversight. While responsiveness is important, officers must:

• Ensure proper consultation and due diligence.

• Flag risks and legal constraints clearly.

• Document advice and decisions to protect both the organisation and themselves.

Example: Communications and Public Messaging

New administrations may seek to change the tone of council communications sometimes pushing for more political language or direct criticism of previous leadership. Officers in communications roles must:

• Uphold the principle of political neutrality.

• Ensure messaging reflects council policy, not party politics.

• Seek guidance from monitoring officers when lines become blurred.

Tips for Officers:

• Revisit the constitution: Familiarise yourself with decision-making protocols, delegated powers, and statutory responsibilities.

• Know your boundaries: Be clear on what is officer advice versus member decision-making.

• Use your governance allies: Legal, democratic services, and monitoring officers are there to support you use them early and often.

• Keep records: Document advice given, risks flagged, and decisions made. This protects you and supports transparency.

• Stay values-led: Integrity, objectivity, and impartiality are not optional they are the foundation of public trust.

Political change can bring energy and innovation but without strong governance, it can also bring risk. Officers who stay anchored in ethical practice and procedural rigour ensure that councils remain lawful, accountable, and trusted by the communities they serve.

6. Treat the Transition as a Change Programme

The election result isn’t just a political event it’s an organisational shift. A change of administration affects more than just policy direction; it reshapes leadership dynamics, alters strategic priorities, and can disrupt established ways of working. Officers must approach this moment not as a reactive scramble, but as a structured change programme one that requires planning, communication, stakeholder engagement, and risk management.

“Change is the law of life. And those who look only to the past or the present are certain to miss the future.”John F. Kennedy

Political transitions are often treated as isolated events a new cabinet, a revised budget, a few changed priorities. But in reality, they are complex, multi-layered shifts that affect culture, morale, governance, and service delivery. Officers who treat the transition as a change programme with clear objectives, timelines, risks, and engagement strategies are better equipped to lead through uncertainty.

Example: Chelmsford City Council (2019)

After a surprise shift in control, Chelmsford officers implemented a transition framework that included:

• A 100-day plan for onboarding new members.

• A cross-party induction programme focused on governance and finance.

• A staff engagement strategy to manage internal morale.

This structured approach helped stabilise the organisation and build trust with the new administration.

Example: Melton Borough Council (2023)

Following a move to no overall control, Melton’s leadership team treated the transition as a strategic reset. Officers facilitated workshops with councillors to co-design priorities, clarify roles, and agree on decision-making protocols. This collaborative model helped avoid gridlock and fostered a shared sense of purpose.

Tips for Officers:

• Create a transition plan: Treat the post-election period like a programme with milestones, risks, and communications.

• Engage early and often: Don’t wait for formal decisions. Begin conversations with new members about priorities, expectations, and constraints.

• Use change management tools: Apply models like Kotter’s 8 Steps or Lewin’s Change Theory to guide internal processes.

• Support staff through change: Offer coaching, clarity, and reassurance. Change fatigue is real and preventable.

• Document lessons learned: Capture what worked and what didn’t. This builds organisational memory and prepares you for future transitions.

Political change is inevitable. Organisational chaos is not. Officers who treat transitions as structured change programmes can help their councils adapt with agility, protect service quality, and build stronger relationships with elected members regardless of political colour.

Conclusion: Leading Through Change with Integrity and Purpose

Political transitions are inevitable in a democratic system but how we respond to them, as officers, defines the strength and resilience of local government. The May 2026 elections may usher in new faces, new ideologies, and new demands. But the core mission of public service remains unchanged: to serve communities with professionalism, impartiality, and care. Officers are not passive observers of change they are active stewards of continuity. By understanding the political landscape, preparing for policy shifts, building respectful relationships, protecting morale, upholding governance, and treating transition as a structured change programme, officers can lead through uncertainty with confidence and clarity.

This is not just about surviving a political shift it’s about thriving within it. It’s about showing that local government is not defined by party politics, but by the quiet, consistent work of those who keep services running, who protect the vulnerable, and who uphold the values of public life. As the winds of change blow through council chambers across the country, let us remember: our role is not to resist the tide, but to navigate it with integrity, insight, and a deep commitment to the communities we serve.