Local Government Association

We are the national voice of local government, working with councils to support, promote and improve

SEND reforms can improve children’s outcomes but existing system remains ‘vulnerable’

LGA statement: Henry Nowak

LGA Chair to stand down

EMP circular 3/26 - Pay 2026 – National Employers Consultation Survey

The National Employers are seeking the views of the sector to inform decisions on pay negotiations this year

EMP circular 4/26 - National Joint Council for Local Authority Fire and Rescue Services 'Grey Book' pay offer

The National Employers have made a pay offer of 3.80 per cent to the employees’ side of the NJC. A copy of the offer letter is attached at appendix A and is provided for information. We understand that the Fire Brigades Union intends to ballot its members with a recommendation to accept this offer.

LGA Corporate Peer Challenge: Three Rivers District Council

Feedback report: 10-13 February 2026

Chief officers' pay agreement 2026

This is locked content for LGA members and Employer Link subscribers.

PART B: What effective intermediate care looks like

LG Horizons Network

The LG Horizons Network is a peer network hosted by the LGA for senior council officers working on the long-term future of local government. It is a

Appendix two: Example Nottinghamshire support sequence

Infographic titled 'The Support Sequence' by Nottinghamshire County Council. Lists seven steps for support, including 'The person,' 'Technology Enabled Care,' and 'Community.' Emphasizes collaboration with family, friends, and partners for comprehensive care. Bright colours and icons enhance readability and engagement. — In Nottinghamshire, the Strengths Based Team in Adult Social Care have adapted the Helen Sanderson Associates support sequence to suit their local needs. The Nottinghamshire Support Sequence (pictured above) is used to help their practitioners with support planning conversations, to ensure they are considering the full range of options to support people, building on their strengths, meeting their needs and managing risk.

Appendix one: Example ‘Our Language – Adult Social Care’ Leicester City

Words can welcome people in or act as a barrier to keep them out.

Making it work – putting the model into practice: seven "making it work" action cards

These seven "making it work" action cards can support the implementation of the high impact change model and can be used as checklists to support strengths-based approaches in each of the identified areas.

Change 10: Ensure equity in outcomes and experience

Making sure that strengths-based approaches apply to everyone who may draw on services including family, friends, and unpaid carers. As with leadership, equity in outcomes and experience should be seen in all of the High Impact changes.

Change 8: Measure what matters

The number of interactions or conversations does not give an indication of strengths-based approaches, so using a simple count as a key metric will not help ascertain whether approaches are strengths-based.

Change 7: Build strengths-based communities of practice

Develop opportunities for individuals and communities to come together and support strengths.

Change 6: Review and simplify systems and tools

Strengths-based approaches are not a project; they are a way of working - continuous learning and development are essential.

Change 5: Strengths-based leadership

Leadership is embedded in all of the High Impact Changes, but because it is so important, it has a change of its own as well. Research tells us that leadership is important to implementing strengths-based approaches , particularly when trying to make safeguarding personal. Leadership must have a strengths-mindset. This is not a project or a model but a way of working. It can be achieved through lots of small changes.

Local Government Association

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