When I stepped into my first role as a 16-year-old in the Royal Air Force, I learned early on that structure, discipline, and remaining calm under pressure are non-negotiable. Later, working as an HR business partner at Accenture gave me an invaluable window into corporate organisational design. But when I transitioned into local government, I found my true calling. I spent 15 years as a Town Clerk across three large town councils in the West Midlands, steering complex operations ranging from managing listed buildings, cemeteries, and allotments to hosting major public events like the 2012 Olympic Torch and Commonwealth Torch relays.

By 2023, after years of working 12-hour days, 6 days a week as a chief executive of a large council, I decided it was time to step back and reclaim my personal life. I left my permanent post with no safety net, intending to offer my skills on a locum basis. Almost instantly, I connected with LGRC Associates, landed an assignment the very next day, and I have not stopped working since.

Recently, I had the pleasure of speaking with the team at Scribe Academy to share my personal journey as a locum clerk and I was able to open up about what I have seen, what I have learned, and candidly, a few of the mistakes I made along the way. Whether you are currently a permanent clerk, considering a move into locum work, or simply reflecting on your career path, the lessons from the field remain universal.

Why Locum Insights Matter to Every Council

The local council sector operates in a unique environment where governance, intense community interest, and local politics intersect. When a locum clerk is brought in, it is frequently because a council is experiencing a transition, a crisis, or a breakdown in systems. Because locums walk into unfamiliar environments and must deliver value immediately, the lessons learned from these assignments offer a diagnostic health check for any town, parish, or community council.

Whether a council serves 500 or 50,000 residents, the fundamental mechanics of local government remain identical. Weak documentation, unmaintained websites, poorly managed meetings, and ambiguous decision-making processes drain administrative resources and erode public trust. By examining council operations through the eyes of an incoming locum, officers and councillors can identify operational vulnerabilities before they escalate into major failures.

The 4 Foundational Pillars of Council Operational Health

Through my transition from permanent clerkships to interim locum assignments, I have distilled council governance down to four core pillars that dictate organisational success.

1. Day-One Operational Fundamentals

The moment a locum arrives at a council, minor omissions frequently escalate into operational roadblocks. Simple operational items must be systematically audited:

• Access and Credentials: Locating laptop passwords, software logins, and bank authorisation access immediately.
• Physical Assets: Securing master keys and code combinations for council assets like allotment padlocks and community halls.
• Governance Status Checks: Verifying councillor attendance against the 6-month disqualification threshold, ensuring the annual risk assessment is complete, and confirming the internal auditor is appointed.

In one assignment, I arrived at a council only to discover that resignations had left only 2 out of 13 councillor seats filled. The council was inquorate, meaning no decisions could be made and no payments could be authorised for 3 months while we organised elections.

2. Digital Transparency and Website Health

A council's website serves as the ultimate health indicator of its underlying administration. Incoming officers should cross-reference internal records with public-facing information by reviewing:

• The latest meeting minutes and policy documents.
• The previous year's Annual Governance and Accountability Return (AGAR).
• Published lists of expenditure over £500.

Using the council website for daily operations ensures public consistency. For example, if a resident calls to ask about hall hire rates, checking the live website rather than an internal desk sheet confirms whether public-facing figures are up to date. If online policies are outdated, operational standards beneath the surface are likely slipping as well.

3. Procedure and Neutrality in Political Environments

Walking into a new council as an officer means entering an active political arena. Members may try to win your favor, criticise previous staff, or voice long-standing grievances.

• Maintain Professional Distance: Listen professionally without taking sides or offering personal opinions on past conflicts.
• Restore Procedural Order: Ensure standing orders are strictly observed during meetings. A common issue is councillors voting without a clear show of hands or failing to establish the precise wording of a motion before taking a vote.

4. Proactive Document and Financial Oversight

Poor record-keeping is one of the most consistent failure points in local council administration. Unstructured folder networks, agendas without written background reports, and unrecorded verbal agreements lead to severe complications down the line.

• Financial Rigor: Financial regulation adherence and proper accounting packages (such as Scribe) streamline governance and ensure figures align directly with the AGAR. Bespoke spreadsheets or informal accounting methods leave future officers without clear audit trails.
• Trusted Advisory Networks: Avoid seeking professional legal or administrative guidance on open social media forums like Facebook groups, where context is often lost and answers may be inaccurate. Turn instead to official sector bodies such as your County Association (ALC), the SLCC, or dedicated software support channels.

Managing Correspondence, FOIs, and Difficult Inquiries

Navigating public correspondence consumes a major portion of a clerk's time. Distinguishing between legitimate community inquiries and disruptive communication is crucial for protecting officer well-being and productivity.

Freedom of Information (FOI) Requests

Keep FOI management simple and objective:

• Focus on Existing Records: FOI applies solely to written documents that already exist. It does not cover opinions, thoughts, or justifications for decisions.
• Standardised Acknowledgments: Acknowledge requests within 5 working days using a standard template. Reiterate the precise text requested and state that a response will follow within 20 working days.
• Public Signposting: The most effective way to reduce FOI workloads is to publish minutes, policies, AGAR filings, and payment lists directly to the council website. If a document is public, officers can quickly signpost the requester to the link.

Persistent Correspondence

Every council encounters persistent correspondents, including ex-councillors or self-appointed local critics. Much of this correspondence functions as "intellectual sport" where an immediate reply rewards and encourages further emails.

• The Question Test: Check if the email contains a specific, genuine question. If an email is simply a rant with no clear question, park it for several days before reviewing. Officers are not obligated to debate individuals who make no clear request.
• Single, Clear Responses: When a response is required, answer clearly once and refrain from being drawn into extended email threads.
• Respecting the Majority: Always treat initial inquiries with respect, as most residents reach out with genuine community concerns. The skill lies in ensuring the difficult minority does not consume the time meant for the constructive majority.

Practical Strategies for Council Officers

Building long-term stability within a council requires deliberate administrative habits. Below are concrete processes officers can implement immediately to protect themselves and their authority.

1. Implementing a 5-Part Written Report Structure

Officers should produce structured, numbered reports for complex agenda items to establish an auditable decision trail:

1. Aim: A concise statement of intent that doubles as the exact wording for the meeting agenda.
2. Background: The legal basis, statutory powers, and historical context (e.g., citing relevant sector guidance).
3. Discussion: Professional advice covering operational details, financial commitments, and potential risks.
4. Summary: A brief two-paragraph executive overview condensing the discussion.
5. Options and Recommendations: Presenting at least two viable choices (including status quo where appropriate) alongside a clear, justified officer recommendation.

2. Citing Primary Legislative Sources

Professional authority increases when advice is anchored directly in statute rather than personal opinion.

• Avoid saying "I think we should do this."
• Frame advice using statutory powers: "Section 111 of the Local Government Act 1972 grants the council the power to..."
• Maintain familiarity with key reference texts such as Charles Arnold Baker on Local Council Administration, JPAG Governance and Accountability guidelines, and primary legislation on legislation.gov.uk.

3. Establishing Work Boundaries and Time Tracking

To manage the relationship between officers and elected members:

• Maintain Detailed Timesheets: Record daily work activities, particularly during peak administrative periods like year-end accounting.
• Define Core Hours: Establish fixed working hours so councillors understand when officers are available, preventing expectations of round-the-clock responses.
• Compartmentalise Issues: Separate contentious debates from unrelated projects to maintain working relationships across agenda items.

Scenario-Based Guidance: Navigating Common Council Challenges

For Councils Managing Major Capital Projects

Town and parish councils frequently manage significant capital investments, such as hall refurbishments or land transfers. A recurring failure occurs when the council forgets its role as the client.

• Maintain Client Authority: External contractors, architects, and project managers report to the council. While enthusiastic councillors may offer initial leadership, individual members may step back when challenges arise.
• Ownership: The council as a corporate body retains full legal and financial responsibility for the project. External consultants can offer support, but the council must drive decision-making.

For Councils Experiencing Governance Breakdown

When bad practices become normalised within a council, officers may feel pressured to cut corners to maintain harmony.

• Allowing Poor Practice to Surface: Avoid bypassing standing orders or financial rules to force an outcome.
• Utilising Audit Controls: Allow internal auditors to review and highlight procedural flaws, such as outdated standing orders or unrecorded decisions. External auditor findings provide formal leverage to guide councillors back toward correct governance frameworks.

Key Takeaways for Council Officers and Members

• Establish Immediate Operational Control: Audit passwords, access credentials, and bank details upon starting an assignment or routine handover.
• Use the Website as a Quality Benchmark: Ensure public documentation, meeting minutes, and financial reports are complete and current online.
• Decouple Correspondence from Conflict: Respond to genuine inquiries promptly, but use structural delays and template acknowledgments for persistent, argumentative correspondence.
• Anchor Advice in Statute: Quote specific legal powers and official guidance rather than offering unbacked personal opinions.
• Standardise Decision Management: Use a structured 5-part report format for all substantive agenda items to ensure clear, auditable decision-making.
• Delineate Professional Roles: Offer objective options and recommendations, leaving final decision-making to the elected council body.

Building Your Council Legacy

Every document saved, every process standardised, and every financial report reconciled contributes directly to your legacy as an officer. Taking over a council with no formal handover or missing records creates unnecessary strain for incoming staff. By implementing standard filing systems, clear software workflows, and solid governance checks, you leave behind an operational foundation that protects your council and supports your successor.

Ultimately, local council work is about serving the community efficiently and transparently. Adhering to structured procedures and clear boundaries provides the stability necessary for councils to deliver high-quality public services.

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About the Author

Lee Jakeman is a Partner at LGRC Associates (Local Government Resource Centre). With over 15 years of experience as a Town Clerk across three West Midlands councils and a background in the Royal Air Force and corporate HR management, Lee provides interim management, governance consultancy, and strategic advice to local councils across England and Wales.

LGRC Associates provides locum clerk and RFO cover, HR recruitment, financial compliance guidance, and strategic consultation for town, parish, and community councils.

🌐 https://lgrc.uk/

📧 info@lgrc.uk

📞 01404 45973

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