Local Government Association Disabled Councillors’ Leadership Programme

In October 2022 the Local Government Association (LGA), in partnership with the leading charity Disability Rights UK, launched a bespoke leadership development programme for Disabled councillors. This programme, funded by UK government, aims to provide councillors with unique networking opportunities, support in their role as local community leaders, and a chance to reflect on leadership through the lens of disability. 

The first cohort of the leadership programme was launched with a two-day residential event in Manchester. Following the residential event, monthly virtual workshops took place until March 2023.

In a feedback survey following the residential event, 100 per cent of respondents indicated that the event had provided a positive learning and development opportunity. It is clear that co-production has significantly enhanced the leadership programme.

Councillors play a vital role in shaping the future of their communities and improving the quality of life of local people. Through our Be a Councillor campaign, the LGA encourages people from all backgrounds and experiences, who are representative of the communities they serve, to stand for election. It was recognised that Disabled people were under-represented in local politics: the LGA’s national census of councillors in 2022 found that 15.5 per cent of councillors in England had a long-term health condition or disability, which is below the estimated one in five people living with a disability in the population. This was also the case in leadership positions in local government, such as for those in executive or cabinet positions, or as Leaders of councils.

In early 2022, the LGA launched a programme of support for Disabled councillors and candidates, funded by the UK Government. This work is designed to increase the representation of Disabled people in local politics and accelerate their development to become leaders in local government.

The LGA appointed Disability Rights UK to shape and deliver a programme in partnership that included:

• exploring some of the critical challenges facing public sector leaders (and Disabled elected members in particular)
• hearing from experienced and notable Disabled leaders about their leadership journeys and insights
• reflecting on personal leadership styles, and exploring key leadership skills such as influencing, effective communication and confidence, and dealing with conflict. 

The first step was to design a programme that truly reflected the needs, aspirations and topics of interest to Disabled people and councillors. This was achieved through an in-depth co-production exercise led by Disability Rights UK. 

Disability Rights UK undertook a two-month co-production process involving Disabled people, many of whom were elected councillors. Their aim was to identify what a successful, impactful programme would look and feel like for Disabled councillors. To achieve this they surveyed a mixture of 28 Councillors, mentors and Leadership Academy Programme delegates past and present. They also conducted focus groups with Disability Rights UK staff, hosted conversation spaces, collated individual digital stories and spoke to User-Led Organisations (ULOs). The process started with gathering stories (or ‘probing’), followed by curating stories (or ‘sense-making’), and then mobilising stories (or ‘responding’). 

Four key principles underpinned the co-production process:

• Equality: co-production starts from the idea that no one group or person is more important than anyone else. Everyone has skills, abilities and time to contribute. 
• Diversity: co-production should be as inclusive and diverse as possible. Particular efforts are needed to ensure that seldom heard groups are included. 
• Accessibility: making everything accessible is the way to ensure that everyone has an equal opportunity to participate fully in an activity the way that suits them best. 
• Reciprocity: reciprocity is a key concept in co-production. It is defined as ensuring that people receive something back in return for putting something in. 

The co-production process shaped the structure, topics, format and feel of the leadership programme. Some of the key highlights from the co-production process included:

• the need for the programme to be facilitated by Disabled people, or those with experience of disability (such as carers)
• the desire for the programme to contain an in-person, residential element
• the importance of involving coaching and peer-to-peer support throughout the programme
• the focus on specific topics that were important to Disabled leaders
• the need to provide networking opportunities for councillors to connect, and share their journeys as local leaders
• the importance of having Disabled role models.

The first cohort of the leadership programme was launched in October 2022 with a two-day residential event in Manchester. This first workshop provided councillors with an opportunity to network with other Disabled councillors and develop their personal leadership skills. Following the residential event, monthly virtual workshops took place until March 2023.

In a feedback survey following the residential event, 100 per cent of respondents indicated that the event had provided a positive learning and development opportunity. Additionally, 100 per cent of respondents said that the course met their access needs or additional requirements. Qualitative feedback highlighted the programme as being an excellent networking opportunity to learn with other Disabled councillors and enabled them to think differently about their disability as an asset to leadership. 

It is clear that co-production has significantly enhanced the leadership programme. From the feedback of delegates, we see that the ability to carefully select the content according to topics that are most important for Disabled leaders has provided a meaningful learning and development opportunity. We also see that tailoring the structure and format of the programme through co-production has provided an inclusive, accessible environment where delegates were able to fully participate. 

• Hybrid working makes co-production easier and more cost-effective.
• Participants’ contributions to the co-production process should be recognised.
• Co-production can be done in shorter periods of time, but it must be meaningful and have an impact.
• Co-production doesn’t always have to involve large numbers of people, quality of engagement is more important. Don’t be afraid of involving your ‘usual suspects’; they are engaged because it matters to them.
• Co-production, co-design and consultation are different activities, and it is important to set clear expectations from the outset.
• Participants in the co-production process are likely to become advocates of the project or programme you are co-producing: some councillors involved in the co-production became delegates of the programme.

William Oldham, Adviser (Leadership), Local Government Association

[email protected]