Preventing Burnout in Local Government: A Guide for Officers and Members

Local government officers and elected members are the backbone of our communities. From managing housing and social care to overseeing planning and environmental services, their work is vital—and often relentless. The pressure to deliver under tight budgets, public scrutiny, and increasing demand can take a toll. Burnout is no longer a distant risk; it’s a present reality for many in local government.

But burnout is not inevitable. With the right strategies, support systems, and cultural shifts, it can be prevented. This blog explores how officers and councillors can protect their wellbeing, maintain resilience, and continue to serve their communities effectively.

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Understanding Burnout

Burnout is more than just feeling tired. The Charity for Civil Servants defines it as “a state of physical and mental exhaustion caused by excessive and prolonged stress”. It manifests in emotional depletion, reduced performance, and a sense of detachment from work. For those in public service, this can be particularly damaging—not only to the individual but to the communities they serve.

Common signs of burnout include:

• Chronic fatigue and insomnia

• Difficulty concentrating

• Increased cynicism or detachment

• Reduced sense of accomplishment

• Physical symptoms like headaches or stomach issues

Recognising these signs early is crucial. As one officer shared anonymously in a wellbeing survey:

“I didn’t realise how far gone I was until I started dreading every meeting and couldn’t sleep for days before a council session.”

Why Local Government Is Especially Vulnerable

Local government roles are uniquely challenging. Officers often juggle multiple responsibilities, while councillors face the dual pressures of political accountability and community expectations. The Centre for Mental Health notes that councils are “one of the most important influencers of people’s mental health,” yet the mental health of those within councils is often overlooked.

Factors contributing to burnout in local government include:

• High emotional labour: dealing with vulnerable populations, conflict resolution, and crisis response.

• Resource constraints: doing more with less, year after year.

• Public scrutiny: facing criticism from media, residents, and political opponents.

• Blurring of boundaries: especially for councillors, where the line between personal and public life is often thin.

  
  

Strategies for Preventing Burnout

1. Foster a Culture of Openness

Creating a workplace culture where mental health is openly discussed is foundational. Officers and councillors alike should feel safe to speak up when they’re struggling.

“When you can feel things starting to get too much, talk to a trusted colleague, your manager or team leader,” advises the Charity for Civil Servants."

Encouraging regular check-ins, peer support groups, and mental health champions within departments can make a significant difference.

2. Use Support Networks and Resources

Many councils now offer access to Employee Assistance Programmes (EAPs), mental health first aiders, and wellbeing hubs. These services provide confidential support, counselling, and practical advice.

The Mentally Healthier Councils Network, launched by the Centre for Mental Health, is another valuable resource. It connects officers and councillors across the UK to share best practices, attend training, and build a supportive community.

3. Set Boundaries and Respect Downtime

In an always-on culture, switching off can feel like a luxury. But it’s essential.

• Turn off work phones after hours.

• Avoid checking emails late at night.

• Take regular breaks during the day.

• Use annual leave fully and without guilt.

As one council leader put it:

“We can’t pour from an empty cup. If we don’t rest, we can’t lead.”

4. Prioritise Physical and Digital Wellbeing

Physical health and digital habits are closely linked to mental resilience. The Charity for Civil Servants recommends:

• Drinking more water and reducing caffeine

• Making sleep a priority

• Taking short walks or stretching breaks

• Eating regular, nutritious meals

• Limiting screen time and digital overload

  
  

Digital wellbeing also means managing online interactions—especially for councillors who may face abuse or trolling on social media. Setting boundaries around digital engagement is not only acceptable, it’s necessary.

5. Invest in Training and Development

Training isn’t just about skills—it’s about confidence and coping. Councils should offer regular training on:

• Stress management

• Time prioritisation

• Conflict resolution

• Trauma-informed practice

The COSLA report on supporting mental health highlights the importance of trauma-informed approaches in local government, recognising that many officers work with residents who have experienced significant adversity.

The Role of Leadership

Leadership sets the tone. Senior officers and elected leaders must model healthy behaviours and prioritise wellbeing—not just in words, but in actions.

This includes:

• Encouraging flexible working

• Recognising and rewarding effort

• Being transparent about workloads

• Listening to staff concerns and acting on them

As one chief executive shared during a wellbeing webinar:

“We can’t expect our teams to thrive if we’re burning them out. Leadership means creating space for people to breathe.”

Councillors: A Unique Challenge

Elected members face distinct pressures. Many juggle council duties with full-time jobs, family responsibilities, and community activism. The role can be isolating, emotionally draining, and politically charged.

To support councillors:

• Offer induction and ongoing training on resilience and self-care

• Provide access to mentoring and peer support

• Ensure councillors know how to access mental health services

• Encourage political groups to foster a culture of care, not just competition

The Local Government Association (LGA) has developed resources specifically for councillor wellbeing, including guides on managing stress and dealing with online abuse.

Building a Resilient Organisation

Preventing burnout isn’t just about individual coping strategies—it’s about systemic change. Councils must embed wellbeing into their organisational DNA.

This means:

• Conducting regular stress risk assessments

• Reviewing workloads and job design

• Embedding wellbeing into performance reviews

• Creating safe spaces for feedback and reflection

The goal is not just to survive, but to thrive. A resilient workforce is more innovative, more compassionate, and more effective.

Final Thoughts

Burnout is a serious risk in local government—but it’s not inevitable. By fostering a culture of openness, investing in support systems, and prioritising wellbeing at every level, councils can protect their most valuable asset: their people.

As we continue to navigate complex challenges—from housing crises to climate change—our officers and councillors need to be at their best. That starts with looking after themselves, and each other.

“You can’t serve your community if you’re running on empty. Self-care isn’t selfish—it’s service.”