From resilience to readiness: Is Northern Ireland’s local government prepared for the next mandate?

The publication of The Future of Local Government in Northern Ireland, independently produced by Pivotal for the Northern Ireland Local Government Association (NILGA), comes at a defining point for the sector. As we approach the May 2027 local government election, councils have an opportunity to build on a proven record of resilience and set a more ambitious direction for the next mandate. But are Northern Ireland’s councils equipped to meet the challenges of 2027–2031? The question the report asks, and which councils should be considering, is whether we are ready for what that mandate could bring. Drawing on the report’s findings, this piece explores the sector’s strengths, the challenges that remain and what needs to change to ensure councils are ready for the next four years. 

Northern Ireland’s councils have continued to deliver through political disruption, the COVID-19 pandemic, severe weather and rising cost pressures. Northern Ireland’s 11 councils provide stable, resilient and continuous leadership. Councils have kept services running, decisions have continued to be made, and councillors from across the political spectrum work together to find local solutions. 

Our response to flooding, storms and other emergencies was described in the research as the sector’s “jewel in the crown”. They bring democratic legitimacy, detailed local knowledge, operational experience and trusted relationships with communities, businesses and partners. They also have a distinctive ability to convene people and organisations around the future of a place.

These are substantial strengths. But the report is clear that resilience must now become readiness.

A stronger role in shaping decisions

Councillors and senior officers understand that the challenges facing communities cannot be addressed by any one organisation acting alone. Tight public finances, uneven economic growth, demographic change, climate risk, social cohesion and rapid technological change will all affect the services councils provide and the places they lead. Next year, Northern Ireland is projected to have more people aged 65 and over than children under 16 for the first time. 

The report identifies a central constraint, Northern Ireland remains highly centralised, and councils are too often consulted after policy has already been substantially developed. That limits local insight at the point when it can make the greatest difference and reduces councils’ scope to shape practical, place-based solutions. Uncertainty at Stormont adds to the challenge: Executive budget pressures, uncertainty over the Rates Support Grant and the absence of multi-year settlements all make it harder for councils to plan for the long term.

The case for reform is not about seeking powers for their own sake. It is about a more mature central-local relationship, based on subsidiarity, early engagement, co-design, trust and shared delivery. Councils should be involved from the outset where policies affect local places, communities and economies. Where responsibilities are best exercised locally, any devolution must come with sustainable finance, capability, accountability and clarity about the outcomes to be achieved.

Supporting effective political and organisational leadership

The next mandate will place particular importance on councillor leadership. Elected members connect community experience with strategic decisions. They identify local needs, explain difficult choices, build consensus and hold services to account. In an environment shaped by increasing complexity, polarisation, misinformation and public expectation, that role must be properly supported.

For incoming and returning councillors in 2027, structured induction and continuous development should be a core priority. Members need timely evidence, specialist advice and support to build confidence in strategic leadership, scrutiny and decision-making. Strong, respectful officer–member relationships will be equally important, providing the foundation for effective governance and clear accountability.

Senior officers face a parallel challenge, strengthening the capacity of their organisations while maintaining high-quality day-to-day services. This means attracting and retaining professional, technical, digital and leadership skills, using data to understand need and measure outcomes, and demonstrating value through transparent choices, credible performance information and visible improvement.

The workforce challenge

Of all the issues in the report, workforce may be the clearest test of readiness. Northern Ireland combines low unemployment with high economic inactivity, so councils are competing with the private sector, and with each other, for a small pool of specialist staff. Research by the Ulster University Economic Policy Centre found that 56% of councils say retention problems are having “some significant impact” on service delivery, with the sharpest gaps in transformation, digital and data, leadership and project management. 

These pressures are not felt evenly. Larger councils may be able to build their own specialist teams, while smaller councils can struggle to access the same expertise. The report is clear that a council-by-council approach risks widening that gap, and that the sector will need a more collective response: shared specialist capacity, apprenticeships, graduate pathways, secondments, succession planning and sector-wide leadership development.

Delivering transformation together

The report encourages councils to focus on prevention, resilience and long-term outcomes rather than short-term savings alone. It highlights opportunities for regional collaboration where shared expertise, procurement, data, digital infrastructure or specialist services can improve results and reduce duplication. It also stresses that technology and AI must be adopted responsibly, with common governance, security, ethics and public accountability.

Comment

NILGA will use this evidence to represent the collective voice of local government, support member capacity, convene shared learning and influence policy. The sector’s agenda for 2027–2031 should be focused and measurable: stronger central-local engagement, more confident democratic leadership, improved access to specialist expertise, a sustainable workforce pipeline, evidence-led improvement, and collective action where a regional approach adds clear value. Now is the time for councils and partners to agree shared priorities and commit to delivering them.

Readiness for the next mandate will depend not only on greater support and influence from central government, but also on the sector’s ability to strengthen its own capacity, leadership and collaboration. Councils have already proved their value under sustained pressure. They have kept delivering during extended periods of wider political uncertainty. Government and the wider public sector must now match that commitment by giving local government the influence, resources and freedom to act. The time for incremental change has passed. Together, let us turn resilience into readiness and enable councils to shape a stronger future for every community in Northern Ireland.