Check-in point
The first six months after a local government election can feel like navigating a river in full flow. For some councillors—particularly first-time mayors and those new to public office—it can feel like being swept into fast-moving rapids, expected to swim to the other side as quickly as possible. The cycle of meetings, decisions, and community expectations can be overwhelming, and at times, it may feel like you’re barely keeping your head above water.
For others, the river is more familiar. Returning councillors may recognise the bends and eddies, while those easing into their roles might be wading in more cautiously, building confidence with meeting procedures, council operations, and their responsibilities. Some may be frustrated that the current isn’t moving as swiftly as they expected, while others are working hard to stay afloat, balancing their council duties with other commitments.
As we approach the six-month mark, it’s an ideal time to pause on the riverbank, take a breath, and assess where you are—both individually and collectively. A moment of reflection now can help navigate the waters ahead with greater clarity and purpose, addressing challenges before they become bigger obstacles downstream.
In this article, we share six common challenges that we see arise within the first six months of the term. And we share practical tips on how councillors and councils can address them
Local government elections can be competitive and, at times, divisive. Unfortunately, tensions from the campaign period don’t always disappear once councillors take office. Personal rivalries, mistrust, or unresolved conflicts can manifest in unproductive debates, factionalism, and even outright hostility in council meetings.
If left to fester, this behaviour can damage the effectiveness of the governing body, reduce public confidence, and create a toxic workplace for both councillors and staff.
Councillor induction programs are designed to set councillors up for success and to ensure that they have a strong understanding of the context for their decision making.
However, some councillors may not have fully engaged with these opportunities over the past six months. Reasons can vary—some may feel they don’t need additional training, while others might not see the immediate relevance of the topics. Others just can't attend due to conflicts with work or personal commitments.
Ultimately, a lack of engagement in this phase, can lead to poor decision-making, governance risks, and fractured relationships within the council. Councillors who don’t understand key frameworks may unknowingly act outside their role, creating tension with staff or other councillors. In other cases, the lack of attendance can entrench assumptions and judgements about other councillors - not usually good ones!
-
Reinforce the value and benefits of ongoing learning
-
Support your councillors to develop individual training plans which reflect their unique needs
-
Ensure your council's budget adequately funds ongoing professional development
-
Offer
one to one training opportunities so it is targeted exactly to councillor needs
For first-time Mayors, the transition from councillor to leader of the governing body is significant. The role comes with increased responsibilities, including chairing meetings, representing the council in public forums and in the media, and working closely with the General Manager.
It is not uncommon for new Mayors to feel underprepared for the demands of this additional leadership responsibility. They may struggle with time management, public speaking, or decision-making under pressure. The weight of responsibility can also be isolating, especially if they are dealing with internal conflicts or community criticism.
-
Connect with other experienced Mayors through Local Government NSW or Country Mayors Association
-
Be proactive in seeking
leadership coaching that is designed for civic leaders
-
Work closely with the General Manager to build a productive and transparent working relationship
-
Develop a personal leadership plan to build confidence and skills over time
For new councillors, navigating the complex governance rules in the Code of Conduct and Code of Meeting Practice can be challenging – even after receiving comprehensive induction training on the topics. Managing conflicts of interest, applying the Codes in practice and understanding the limits of their role takes time to learn.
Unfortunately, misunderstandings or accidental breaches can have serious consequences, including reputational damage, investigations, or in the worst case, legal action. Common mistakes include failing to declare a conflict of interest, attempting to direct operational staff, or incorrect use of the meeting procedures.
-
Debrief on what worked well and didn't work well after each Council meeting
-
Encourage a culture where councillors seek advice early rather than assuming they know everything
-
Offer tailored refresher training based on the questions and needs of councillors
-
Support councillors to learn from accidental errors with
one to one training
The Community Strategic Plan (CSP) and associated planning documents are the foundation of every local councils work. Developed with community input at the start of each term, the CSP sets the long-term direction for the local government area based on the needs and aspirations of the community.
However, in the first six months, councillors can get distracted with operational issues, individual complaints, or political debates, losing sight of the broader vision. This challenge is particularly common when there’s a mix of new and returning councillors who may have different priorities. New councillors may feel unsure about how to contribute strategically, while experienced councillors might revert to “business as usual” instead of considering fresh perspectives.
-
Display CSP goals in the chambers, meeting rooms, or online dashboards so they remain front of mind during decision-making
-
Ensure that council reports and recommendations explicitly reference relevant CSP goals
-
Dedicate time for councillors to reflect on how their work is progressing toward the CSP and discuss any adjustments needed
-
Consider how committee structures can align with the strategic priorities of the community
It is well known that the relationship between the General Manager (GM) and the governing body is critical to a council’s success. The GM is responsible for implementing council decisions, managing staff, and ensuring operational efficiency, while councillors set the strategic direction. When there’s a breakdown in this relationship, councils can become dysfunctional, leading to poor decision-making, inefficiency, and even intervention by state government.
At the start of the council term, there is a real risk of this relationship breaking down, particularly where there has been a significant turnover in the elected council, and where councillors have been elected on a platform of change. Common issues include councillors expecting the GM to act on individual complaints rather than strategic priorities, lack of trust or transparency between councillors and the GM, and poor communication or unrealistic expectations about the pace of decision implementation.
-
Clarify the respective roles of councillors and the GM early on to prevent misunderstandings
-
Establish regular briefings between the Mayor and GM to maintain open communication
-
Remind councillors to follow the agreed communication protocols for operational matters
-
Ensure councillors are trained on the process for appointing the GM and monitoring their performance
As councillors and councils reach the six-month mark into the term, it’s a perfect moment to pause and assess where you are at.
Whether you’ve been swept along by the current or have been paddling steadily, this is an ideal time to check your course and ensure you’re still heading toward your long-term destination.
If you're encountering any of the common challenges above, then know that we are here to help.
