Local Legends strategic audit

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Results

Find out more about the different grades of Council, as outlined in Local Legends.

Lagging Councils

Lagging Councils are often dysfunctional. Politicians and officers pursue separate goals and agendas, leading to widespread frustration. People disagree about who should do what, and governance and organisational processes and policies are applied inconsistently. Councillors are mistrusting and suspicious, and Council managers are defensive and condescending. Stories about Council incompetence and dysfunction are in the news and on social media.

The prescription for overcoming dysfunction in a Lagging Council is to build trust, particularly within and between Councillors and staff.

Overwhelmed Councils

Overwhelmed Councils are busy and reactive, just keeping their heads above water. They spend lots of time answering emails, attending meetings, and dealing with emergencies. Staff feel ‘overwhelmed but underutilised’. The community is at its wits’ end with the state of local infrastructure – though it tends to be the same people complaining. Councillors don’t understand why the Council can’t get the basics right and often take on the mantle of constituent frustration.

The prescription for an Overwhelmed Council to manage volume is a more diverse and longer-term perspective.

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Crown Observer for Wellington City Council, Lindsay McKenzie, used the LOCAL audit model in their report to Government.
Read more here.

Compliant Councils

Compliant Councils are keen to make things happen. This is often a ‘Council of change’, with a mandate to operate differently – perhaps after a failed project or a period of administration. Trust is low but rising, and people want to get things right. The signs are bright, but miscommunication and frustration still occur between Councillors and managers. There are too many papers to read, meetings run too long, and decisions get stuck.

The prescription for a Compliant Council to pick up the pace is to collaborate more productively.

Ambitious Councils

Ambitious Councils have big dreams and a long wish list, and they’re making great progress. Councillors work together respectfully, use meeting time well, and stay (mostly) out of the weeds. There is a trusting relationship between the Council and the executive, but managers still tend to over-inform. Trust in policy and process is high, and staff and politicians freely suggest ideas for improvement. However, staff engagement levels can plateau, and burnout is a risk.

The prescription for an Ambitious Council to find focus is to make more strategic decisions.

Legendary Councils

Legendary Councils have a shared vision and alignment on priorities. Unnecessary bureaucracy is stripped away, and project delivery rates soar. There is high trust and demonstrable collegiality between elected members and executive managers. Councillors disagree without personal conflict and regularly reach a consensus. Executive managers give free and frank advice without fear or defensiveness. Decisions, once made, are accepted and not relitigated. The Council’s community reputation is solid, and councillors help maintain an active and positive relationship with the media and stakeholders.

The prescription for a Legendary Council to move beyond fear is to take strategic risks.