Working Better Together: What Local Government Can Do to Build a Cohesive Partnership with Central

For those of us working in local government, the challenges we face are as diverse as the communities we serve. From housing and health to economic development and climate resilience, delivering real impact requires more than just local effort—it demands strong, collaborative relationships with central government.

“It is time for a new, equal and respectful partnership between local and central government… sharply focused on improving people’s lives.”— Cllr Louise Gittins, Chair of the Local Government Association

Working Better Together is written for local government professionals who want to strengthen those relationships. It focuses on how we can develop cohesive partnerships and effective ways of working with our central government counterparts. Rather than waiting for change to come from the top, we explore what we, at the local level, can do to foster trust, build mutual understanding, and create the conditions for joint success.

By taking a proactive, partnership-driven approach, we can ensure that local voices are heard, local needs are met, and national strategies are grounded in the realities of place.

Gaining Perspective: The Value of Experience on Both Sides of the Fence

One of the most powerful ways local government professionals can strengthen relationships with central government is by actively seeking opportunities to work within it—whether through secondments or permanent roles. Gaining first-hand experience of how central government operates not only broadens your perspective but also equips you with the insight needed to collaborate more effectively across the divide.

Understanding the pressures, priorities, and processes of central departments helps local officers engage with their counterparts more strategically and empathetically. It’s not about “going to the other side”—it’s about building bridges that make joint working smoother, faster, and more productive.

To make this a reality, it is imperative that Chief Executives and Permanent Secretaries create the infrastructure to support and encourage these exchanges. Reciprocal secondments—where officers from both central and local government swap roles for a defined period—are particularly effective. They allow both sides to walk in each other’s shoes, build networks, and return with a deeper understanding of how to get things done.

But the learning shouldn’t stop there. At the end of each secondment, there should be a structured learning session where participants share their insights with peers. What did they learn? How will it change the way they work? And how can others be encouraged to follow suit? These reflections help embed the value of the experience across the organisation and inspire a culture of openness and collaboration.

“Reciprocal secondments are one of the most effective ways to build empathy, break down assumptions, and create lasting professional networks.”— Local Government Association briefing

We must also cut through the red tape that often makes these opportunities feel out of reach. The process should be simple, supported, and seen as a core part of professional development—not an optional extra.

The career benefits are clear. Just look at Pedro Wrobel, now Chief Executive of Guildford and Waverley, who previously held senior roles at the Ministry of Housing, Communities and Local Government, the Cabinet Office, and Westminster City Council. Or Ed Whiting, Chief Executive of Leeds City Council, who brought with him experience from the Department for Business and Trade and the Department for Levelling Up. These leaders exemplify how cross-sector experience can accelerate careers and enhance effectiveness.

Political leaders want Chief Executives and senior officers who can deliver. And the ability to deliver is significantly strengthened when you understand how both central and local government work—and when you’ve built strong, trusted networks on both sides of the fence.

Building Relationships That Transcend Boundaries

The relationships you build with your central government counterparts are not just professional niceties—they are foundational to delivering real outcomes for your communities. These relationships must be rooted in mutual respect and a clear understanding that both parties are equals. Central and local government are not in a hierarchy; they are partners, each essential and equally important in shaping and delivering public services.

It’s vital to avoid falling into a parent-and-child dynamic, where one side dictates and the other complies. You are peers. You are a team. And that team transcends organisational boundaries. Whether you work in Whitehall or in a district council office, your shared mission is to improve lives—and that requires a united front.

Strong relationships don’t happen by accident. They are built through consistent, face-to-face engagement. Make it a priority to meet your central government colleagues in person. Invite them to your place—your town, your borough, your community. Show them the people and the places they are helping to serve. Make them feel welcome, valued, and part of something meaningful. When you do, they’ll be far more likely to return, and to advocate for your area from within the centre.

“You can’t understand a place from behind a desk in Whitehall. You have to go there, meet the people, and see the challenges first-hand.”

But this is a two-way street. Just as you invite them in, make the effort to go to them. Visit their offices, attend their meetings, and show that you’re invested in the relationship. A consistent and structured on-site presence—on both sides—helps to normalise collaboration and embed it into everyday working culture.

We must also challenge and move beyond the unhelpful narrative that local government is inherently “good” and central government is inherently “bad.” This binary thinking is not only inaccurate—it’s damaging. It creates division where there should be unity. Instead, embed and sustain a culture that promotes a positive, respectful narrative—one that recognises the equally important roles both sides play and the need for genuine, ongoing collaboration.

Trust Through Transparency

At the heart of any successful partnership lies trust—and trust is built through consistent, absolute transparency. In the relationship between local and central government, this is non-negotiable. Challenges will arise. Priorities may shift. But without trust, even the best-laid plans will falter.

You must believe that your central government counterpart is working in the best interests of the programme, just as they must believe the same of you. This mutual confidence is what allows you to navigate complexity together, rather than in conflict. There is no room for underhand tactics or hidden agendas. You agree common objectives at the outset, and you commit to delivering them—together.

“Trust is built when both sides are open, honest, and aligned in their objectives. Without it, collaboration becomes compliance.” Institute for Government

One of the most effective ways to embed trust from the beginning is to co-develop business cases. Too often, local authorities are asked to retrofit their priorities into centrally defined frameworks. Instead, sit down together from the start. Build the case jointly. Align your goals, your evidence, and your narrative. This not only strengthens the proposal—it strengthens the partnership.

Transparency isn’t just about sharing information. It’s about being honest when things go wrong, open when things change, and clear about what you need from each other. When both sides operate with integrity and openness, trust becomes the default—not the exception.

Mutual Understanding and Staying Informed

A cohesive partnership between local and central government depends not only on trust and transparency, but also on a genuine effort to understand each other’s positions. Both sides operate within different contexts, pressures, and constraints—and recognising this is key to working effectively together.

It’s not enough to simply focus on your own priorities. You must stay informed about developments that could impact your central government counterparts, just as they should stay updated on changes within your local area. Whether it’s a shift in ministerial direction, a new funding stream, or a change in local political leadership, these updates can significantly influence how each side operates.

Proactively sharing information, asking questions, and taking the time to understand the “why” behind decisions helps to build empathy and reduce friction. It also ensures that when challenges arise, you’re better equipped to respond collaboratively rather than reactively.

Ultimately, this is about maintaining a continuous dialogue. When both sides make the effort to stay connected and informed, it becomes far easier to align strategies, anticipate issues, and deliver results that truly reflect the needs of the communities you serve.

Presenting as One Team: The Power of Joint Engagement

To truly demonstrate the strength of your partnership with central government, you must show up as a united front—especially when engaging with external stakeholders. Whether you're working with developers, investors, voluntary sector partners, or directly with the community, it’s vital that they see local and central government as one team, aligned and working consistently towards shared goals.

Subscribe to the Truth about Local Government podcast

This unity builds confidence. It reassures partners that the vision is coherent, the leadership is joined-up, and the delivery is dependable. When you present together, speak with one voice, and visibly support each other, you send a powerful message: we are working together, and we are serious about making things happen.

Look for opportunities to network together. Attend conferences, roundtables, and public events side by side. Don’t just meet behind closed doors—be visible. When central and local government representatives are seen collaborating in public, it reinforces the credibility of the partnership and encourages others to engage more openly and constructively.

These moments of joint presence also help to deepen the relationship itself. They create shared experiences, build trust, and open up informal channels of communication that can be just as valuable as formal meetings.

Be Proactive: Build and Maintain Your Network

Strong relationships don’t just happen—they’re built intentionally. If you want to work effectively with central government and other key partners, you need to be proactive in growing and maintaining your network, both online and in person.

Start by thinking strategically: who is relevant to your work? Which individuals in central government departments should you know? Which partner organisations—whether in health, housing, business, or the voluntary sector—are critical to your area’s success? Be specific. Make a list. Identify the people, not just the institutions, and take steps to connect with them.

Use LinkedIn to your advantage. Add contacts after meetings, follow relevant departments, and engage with content that helps you stay informed. Consider creating LinkedIn or WhatsApp groups to keep communication flowing—spaces where you and your counterparts can share updates, flag opportunities, and maintain momentum between formal meetings.

Networking isn’t just about visibility—it’s about building a community of people who can help each other get things done. When you invest in those relationships, you create a support system that makes collaboration easier, faster, and more effective.

Data as the Cornerstone of Collaboration

In a world of limited resources and growing demand, data must be the cornerstone of every decision we make. Whether you're shaping policy, allocating funding, or evaluating impact, the ability to track and interpret the right data is essential to ensuring that every pound is spent as effectively as possible.

“Data must be the cornerstone of every decision we make. It’s how we ensure every pound is spent wisely and every action is justified.”

To work effectively with central government, data sharing must become the norm—not the exception. Ideally, this should happen through a shared system that both sides can access and update in real time. Where security or system limitations make this difficult, ensure that data is shared consistently during in-person meetings or through secure, agreed-upon channels.

Focus on what matters. Identify the key data points that are critical to your shared goals, and be clear about why you're tracking them. Avoid duplication by agreeing who is best placed—by role, access, or skill—to collect and manage each dataset. This not only saves time but also ensures accuracy and accountability.

“When both local and central government are working from the same evidence base, decisions become clearer, partnerships become stronger, and outcomes become more measurable.”

Most importantly, make data a living part of your collaboration. Refer back to it regularly. Use it to check progress, challenge assumptions, and course-correct where needed. When both local and central government are working from the same evidence base, decisions become clearer, partnerships become stronger, and outcomes become more measurable and meaningful.

Conclusion: Collaboration That Delivers

At its core, building a productive and collaborative relationship with central government is about mindset, effort, and consistency. It’s about recognising that we are stronger when we work together—when we respect each other’s roles, share knowledge openly, and stay focused on the shared goal of delivering for our communities.

“Collaboration is not an end in itself; rather, it is a means of delivering better results for the public by meeting their needs in a seamless way.”— Institute for Government 

By embracing the strategies outlined in this blog—gaining experience across both sectors, building relationships based on equality and trust, staying informed, networking intentionally, and using data as a shared foundation—you can transform the way you work with central government. These aren’t just good habits; they are essential tools for success.

And the benefits are twofold. Not only will you be better positioned to deliver meaningful outcomes for the people you serve, but you’ll also grow as a professional. You’ll build a stronger network, gain deeper insight, and open doors to new opportunities. In short, you’ll advance your career while making a real difference.

So take the initiative. Be the connector. Be the collaborator. Because when local and central government work as one, everyone wins.