Why Age Alone Shouldn’t Define Local Government Leadership

In recent months, headlines have spotlighted the age of local government leaders both officers and elected members. But this fixation on age misses the mark. Leadership in local government is not about a number; it’s about capability, commitment, and the ability to deliver for communities in a time of profound challenge and change.

The Myth of Age as a Proxy for Leadership

Local government operates in one of the most complex environments in public service. From housing pressures and social care demands to climate resilience and economic regeneration, councils are at the frontline of national missions. In this context, effective leadership is not the preserve of any particular age group.

As Kim Wright, Chief Executive of Brent Council and Solace’s Policy Lead for Leadership & Learning, puts it:

“What is needed to successfully chart a course through this highly complex policy landscape… is radical, capable and agile leadership – inspiring and mobilising colleagues and wider stakeholders, bringing new innovation to old problems, turning challenge into opportunity and seizing the potential for change.”

This kind of leadership is not age-dependent. It demands strategic agility, emotional intelligence, and a deep understanding of place all qualities that can be found in leaders of any age.

Diversity of Age Strengthens Leadership

Local government is at its best when its leadership reflects the communities it serves. This isn’t about ticking demographic boxes it’s about ensuring that diverse perspectives inform policy and service delivery. Communities are not homogeneous, and neither should their leadership be. That’s why nearly 40 councils have signed the Age Friendly Employer Pledge, a commitment coordinated by the Centre for Ageing Better. The pledge challenges ageism in recruitment, development, and progression practices, and affirms that:

“Age should never be a barrier to opportunity, contribution or advancement in local government.”

The median age of council staff is now 47, and 67% of the workforce is aged between 40 and 64 . With 94% of councils reporting recruitment and retention difficulties, excluding older workers from leadership pipelines is not just discriminatory it’s strategically foolish.

Councillors: Age Is Not a Shortcut to Capability

The principle of age inclusion must extend to elected members too. Age should not be an obstacle to standing for office, but nor should it be used as a lazy shorthand for capability or commitment. If we want greater diversity in the sector, we must tackle the real barriers people face affordability, flexibility, time commitment, and access to mentoring and development.

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Councillors play vital roles as commissioners of services, corporate parents, and place shapers. Their effectiveness depends not on their age, but on their understanding of their communities and their ability to work collaboratively with officers.

Investing in Inclusive Leadership Development

Solace, in partnership with the Local Government Association (LGA), has developed a suite of programmes to support leadership at every level. These include:

• AMPlify – nurturing diverse talent

• Ignite – strategic leadership for chief executives

• Springboard – for rising stars at middle manager level

• Total Leadership – for aspiring chief executives

• Chief Executive Development Framework – a comprehensive curriculum for senior leaders

These programmes are designed to build strategic agility, strengthen partnership skills, and develop the confidence and networks needed to lead through complexity and change. They offer both practical learning and reflective space critical for personal and professional growth. Yet demand for these programmes consistently outstrips supply. As Wright notes:

“Having good, capable individuals at the helm during times of turmoil and change is not a given. It can only come from investing in people and workforces.”

A Funding Gap That Undermines Progress

Despite the importance of leadership development, local government receives a fraction of the funding allocated to other parts of the public sector. Health Education England receives around £4 billion annually to train the NHS workforce. In contrast, local government receives just £20 million for a workforce of similar size. This disparity is stark. The NHS has specific funding mechanisms to address health inequalities, while local government funding has become less targeted towards deprivation over the past decade. According to the Health Foundation:

“The most deprived fifth of areas receive on average 9% less local government funding (£92 per person) than their share of needs.”

If councils are to deliver on national missions from levelling up to net zero they must be equipped with leaders who are supported, skilled, and confident. That requires planned, properly funded development not ad hoc initiatives or goodwill alone.

Leadership Is a Collective Endeavour

Local government is a team sport. Councillors and officers must understand their distinct but complementary roles and be supported to fulfil them. That means investing in leadership development not just for chief executives, but across the organisation from apprentices to cabinet members.

The Local Government Chief Executives’ Development Framework, launched by Solace and the LGA, outlines core elements of effective leadership, including:

• Continuous improvement

• Good governance

• Managerial leadership

• Political interface

• Public ethics

• Resource management

These principles are not age-specific. They are about values, behaviours, and skills that can be cultivated at any stage of life.

A Democratic Duty to Invest

Investing in member and officer development isn’t just a bureaucratic duty it’s a democratic one. Every community deserves leaders who are reflective of the people they serve and prepared to meet the challenges of today and tomorrow. As Wright concludes:

“Investing in developing the best leaders is therefore a necessity… This is not only about managing the short-term challenges of today. It is also about securing the future of places and developing the leaders of tomorrow.”

More Voices from Local Leaders

Andy Ferrier, Chief Executive of Test Valley Council, reflects on the importance of inclusive leadership development:

“The programme played a major part in preparing me for the selection process to become a Chief Executive and for my first year in post. I would highly recommend it to anyone looking to develop their leadership potential.”

Andy Wright, Chief Executive of Braintree District Council, highlights the value of peer support:

“The course and the people on it gave me the confidence to go for a CEO role. The networking was a real pull factor.”

Deborah Collins, Chief Operating Officer at Cardiff University, adds:

“Input from serving CEOs was of the highest quality. The coaching you receive as part of the programme was very helpful. I liked the mix of inputs and time for reflection.”

These testimonials from participants in Solace’s Total Leadership programme underscore how age-diverse cohorts and inclusive development environments foster growth, confidence, and readiness for senior roles.

Councils that are getting it right.

Armagh City, Banbridge and Craigavon Borough Council – Age Friendly Charter Plus

Armagh City, Banbridge and Craigavon (ABC) Borough Council’s Age Friendly ABC programme is a strategic response to demographic ageing. With projections showing that by 2043, the number of residents aged 85+ will rise by 111.9%, the council has committed to creating an environment where older people can live full, active, and valued lives.

The programme is part of the WHO Global Network for Age-friendly Cities and Communities and sits within the council’s Community Planning Response & Recovery Plan. It focuses on:

• Reducing hardship, poverty, and inequality

• Supporting older people to stay in their homes

• Encouraging participation in community life

• Ensuring access to quality health and care

The council also runs an Older Persons Council and an Age Friendly Alliance, which help shape policy and ensure older residents have a voice in local decision-making.

Antrim and Newtownabbey Borough Council – Inclusive Summer Schemes

This council has made significant strides in intergenerational service design. Their Inclusive Summer Schemes, delivered in partnership with the Mae Murray Foundation, provide children with complex disabilities and medical needs the opportunity to participate independently in leisure activities.

Held at Antrim Forum and Crumlin Leisure Centre, the schemes include:

• Sensory play

• Arts and crafts

• Archery

• Entertainment like puppet shows and bubble bikes

Mayor Cllr Neil Kelly praised the initiative, noting:

“For some children, this experience marked their first time participating in a summer scheme.”

The council also operates Disability Sport Hubs and Sensory Rooms across leisure centres, ensuring accessibility for all ages and abilities.

Fermanagh and Omagh District Council – “Everybody Belongs” Initiative

The #EverybodyBelongs campaign is a cornerstone of Fermanagh and Omagh’s Good Relations Programme. It aims to create a district that is welcoming, shared, and inclusive, opposing racism, sectarianism, and discrimination.

Key features include:

• Celebrating international days to promote cultural awareness

• ESOL (English for Speakers of Other Languages) training for older adults and newcomers

• Civic integration programmes that encourage participation across age groups

The initiative reflects the council’s belief that:

“Diversity and difference enrich us all and enrich this District.”

Lisburn and Castlereagh City Council – Active Ageing and Inclusive Sports

Lisburn and Castlereagh joined the WHO Age-Friendly Network in 2018 and launched a 12-month Active Ageing programme across its leisure sites. Activities include:

• “Walk with Me” and “Dance with Me” events

• Chair-based aerobics and social programmes for older adults

• Free access to fitness suites for people over 60 and those with disabilities

The council also runs the Castlereagh Safe and Well Project (C-SAW), which offers physical activity and wellbeing programmes tailored to older residents. Their Equality Action Plan ensures that age diversity is embedded across all departments.

Newry, Mourne and Down District Council – Ethnic Minority Support Centre

Newry, Mourne and Down operates Northern Ireland’s only council-run Ethnic Minority Support Centre, located at Newry Town Hall. Since 2007, it has supported over 15,000 people, offering:

• Multilingual advice on housing, education, benefits, and employment

• Community integration programmes

• Support for older migrants and refugees

Justyna McCabe, Programmes Manager, explains:

“It was the Council’s response to the changing demographics in the area… to provide support to the new communities that were coming in in quite large numbers.”

The centre plays a vital role in ensuring age and cultural diversity are reflected in local services and leadership.

Conclusion: Capability Over Chronology

Age should never be the yardstick by which leadership in local government is measured. The challenges facing councils today economic uncertainty, climate resilience, social care reform, and community cohesion require leaders who are not just experienced, but adaptable, empathetic, and visionary. These qualities are not confined to any age group.

Across the UK, councils are demonstrating that age-diverse leadership is not only possible but powerful. From Armagh’s strategic Age Friendly Charter to Antrim and Newtownabbey’s inclusive summer schemes, and from Fermanagh and Omagh’s civic participation campaigns to Lisburn and Castlereagh’s active ageing programmes, we see how age inclusion enriches both leadership and service delivery. These councils are not just ticking boxes they are building communities where everyone belongs and contributes.

Leadership development must reflect this reality. Programmes like Solace’s AMPlify, Ignite, and Total Leadership are helping to cultivate a new generation of leaders young and old who bring fresh perspectives and lived experience to the table. But demand far outstrips supply, and funding remains woefully inadequate compared to other sectors like the NHS.

If we are serious about delivering better outcomes for residents, we must be serious about investing in the people who lead our councils. That means challenging ageism in recruitment and progression, creating flexible pathways into leadership, and ensuring that councillors and officers of all ages are supported to grow and thrive. Because ultimately, leadership is not about how many birthdays someone has celebrated. It’s about how well they understand their community, how effectively they collaborate, and how courageously they lead through complexity and change. To build confident, curious, and capable leaders at every age we must invest. Not just in programmes, but in a culture that values contribution over chronology. That’s how we build a local government sector fit for the future.