Future Local Lab
Local Government Explained
Local Elections England: 2026Leading through change
David Ford, Chief Executive of Tandridge District Council
In this article, David Ford, Chief Executive of Tandridge District Council, reflects on his leadership style amid the government’s ambitious timetable for devolution and LGR, highlighting the importance of open, honest communication and rebuilding staff morale in a period of change.
Hard to believe, it’s just a year since the government set its ambitious timetable for devolution and reshaping local government. For Surrey, this has meant an incredibly demanding timetable to deliver new councils from 1 April 2027.
Proposals have been developed and submitted, consultation undertaken and the decision to create two new councils was made last October. The county council and 11 districts are working together to prepare for vesting day. It is a huge task, but one we are collectively committed to delivering.
Supporting our staff
Throughout this process, one of my priorities has been understanding the impact of LGR on staff. It is easy for the human dimension to get lost amid the mechanics of building new organisations. If we allow that to happen, we risk setting those new organisations up to fail.
Our people must stay motivated, engaged and confident about the opportunities the new councils will bring. Local government is no stranger to change. Funding pressures alone have forced us to rethink how we work, innovate and respond to the rising expectations of our residents.
Just five years ago, things were very different. Poorly managed finances and an unsuccessful transformation programme left the Council in a precarious financial position, with staff morale at rock bottom.
Since joining in 2021, I have worked closely with councillors and officers to rebuild financial resilience, strengthen our culture and put the Council on a much firmer footing. Restoring staff morale has been central to that journey.
From stability to transition
Our hard work paid off. Despite continuing financial challenges, the Council was in a place of relative stability. Staff morale had significantly improved, our values and behaviours were well embedded, and we had become an agile and supportive organisation. Then came the announcement that our council would be abolished.
Managing the uncertainty created by LGR has not been straightforward. I have supported staff through periods of uncertainty and recognise everyone responds differently. Some take it in their stride and get on with their work, others are anxious, and many see both risks and opportunities.
Everyone wants to know “what does this mean for me?”
My role is to support and guide staff through this process, while also ensuring we continue to deliver the best possible outcomes for our residents and businesses.
Open and honest communication
Open, honest communication has been fundamental to our approach. I’ve always shared information with staff as soon as possible.
We have monthly staff briefings, discussions with staff consultative groups, blogs, newsletters and our intranet. We have also learned from those who have been through this elsewhere. I encourage staff to talk to me directly – my door is always open.
Our regular LGR tracker surveys help us understand how staff are feeling and how effective our communications are. We are now aligned with the Surrey wide LGR communications programme, branded as Future Surrey, to ensure communication with staff across the county is consistent and on message.
Looking ahead
As vesting day gets nearer, there will be greater clarity over what this will mean for staff. Staying transparent, supportive and engaged will continue to be essential.
Ultimately, the success of the two new councils will depend on dedicated, motivated officers who feel valued and excited about the opportunities ahead. That must remain our focus.
Was this article helpful or relevant for you?
