Councillor roles in transformation

A summary of the different roles that councillors fulfil in relation to transformation are set out below, recognising that councillors may fulfil more than one role simultaneously:

Leadership role

There is a role for Leaders, portfolio holders/ service committees individually and collectively in the enablement and monitoring of transformation, including:

• ensuring the conditions for success are set
• reviewing and approving business cases and related resources
• setting strategic risk tolerances, so officers are clear on the parameters for innovation and risk exposure
• visibly supporting the changes once agreed
• maintaining democratic oversight of transformation delivery, ensuring benefits are tracked and realised, or that adaptations to plans are made if required
• actively modelling the behaviours that support the intended change
• requiring regular, and accurate, reporting on progress.

Scrutiny role

Scrutiny comes in different forms, whether formally, through the committee structure, or by virtue of transparent engagement and reporting. Councillors may play a formal, or informal role, to:

• encourage the conditions for success to be met
• review and constructively challenge plans, related reports and delivery
• actively modelling positive behaviours including demonstrating curiosity, engaging constructively, actively listening, taking an interest in the evidence base for change, communicating positively and openly.

Ward role

At a ward level, councillors will be interested in the impact of transformation on their local area, and on how residents, businesses and other local stakeholders can get involved in the changes that are planned.

The extent and nature of ward member involvement depends on the type of transformation being undertaken and who is impacted by it. Ward councillors are encouraged to speak to senior officers to work collaboratively on how to engage. Ward councillors are encouraged to support the council to communicate plans for change and to work with officers to engage communities in consultation and co-design.

The different roles of councillors and officers

Council officers and members each have a role to play in enabling transformation and when officer and member relationships work well, it can accelerate the pace of delivery and the outcomes that are achieved.

You can find out more about effective councillor and officer relations in the LGA’s 'Councillor/ officer relations' workbook.

What skills do officers need?

The skills that officers need will vary depending on the different types of transformation being delivered. In 2024, the LGA launched a new Transformation Capability Framework for council officers setting out the key skills, knowledge and behaviours needed across four core areas, and six specialist areas.