Beyond the Hustings: How Grassroots Groups Can Brief New Councillors

Why the months after polling day matter

The May 2026 local elections are now behind us, but their consequences are still unfolding. New councillors have settled into ward work, committee meetings and budget scrutiny. Some are still learning how their council operates; others are already shaping priorities. For grassroots charities and community groups, this is a practical moment to build relationships that are non-partisan, evidence-led and useful to both sides.

A briefing for new councillors is not a lobbying campaign. It is a short, clear explanation of what a local organisation does, why it matters and what support would help. Done well, it gives councillors information they can use in casework, committee discussions and budget debates. It also helps community groups move from being seen as occasional applicants to being understood as local infrastructure.

Prepare a one-page briefing that councillors can use

Most councillors receive far more information than they can read. A one-page briefing is therefore a discipline, not a limitation. It should be designed for scanning and leave the reader with three things: what the need is, what the organisation does, and what would make a difference.

A useful structure is:

1. Who you are and where you work. Give the organisation's name, the wards or neighbourhoods covered, and a sentence on your purpose. Avoid acronyms that are obvious only inside your sector.
2. The local need in plain terms. Use two or three credible data points, alongside a short example. For instance, how many people used a service last year, how many are on a waiting list, or what local partners report. Keep the source and date visible.
3. What you do about it. Describe the service or activity in practical language. Explain who it reaches and what changes for them. A short case study, anonymised if necessary, can be more persuasive than a long list of outputs.
4. What you are asking for. Be specific. It might be a meeting, a visit, advice on a funding route, support for a partnership, or consideration in a budget process. Do not imply that a councillor can solve everything alone.
5. Contact details and a next step. Offer a named contact and a clear invitation, such as a visit or a short online briefing.

The document should be non-partisan. It should not mention party politics, and it should be suitable for councillors of any affiliation. The aim is to inform, not to align.

Connect your work to council priorities

Councillors are more likely to engage when a local project connects to priorities they already recognise. That does not mean stretching your work to fit every new strategy. It means reading the council's corporate plan, community plan, budget papers and scrutiny reports, and identifying genuine points of overlap.

If the council is focusing on prevention, for example, a community group supporting isolated older residents can explain how its work reduces demand on adult social care. If the priority is neighbourhood renewal, a project that activates a high street or brings residents into decisions can show how it contributes. If the council is concerned about children's outcomes, a charity working with families can describe its role in early help.

The language should be honest. Overclaiming impact is a short-term tactic and a long-term risk. A briefing that says 'we contribute to' is more credible than one that claims to solve a complex problem alone. Where possible, link to the council's own stated outcomes and use the same geography: ward names, neighbourhood plans and local service boundaries.

Know where funding decisions are made

New councillors can be helpful, but they are not the only route to funding. Grassroots groups should understand the main local decision points: the annual budget process, council-run grants programmes, area or neighbourhood committees, commissioning arrangements, and any local funds linked to planning or community infrastructure. The exact mix varies by council, so it is worth asking officers for a short guide or checking published constitution and budget documents.

Timing matters. Many councils set budget priorities months before the financial year begins. A briefing that arrives after decisions are made may still be useful for the following cycle, but it will not influence the current one. Groups should ask when grant programmes open, when committee agendas are published and whether there is an opportunity to submit evidence.

Councillors can also point to less obvious routes: partnership boards, local trusts, business forums or county-wide funds. A request for signposting is reasonable and rarely burdensome. It also gives the councillor a concrete way to help without promising money they do not control.

Build relationships across the chamber

A non-partisan approach means engaging beyond the ruling group. Ward councillors are an obvious starting point, but cabinet members, scrutiny chairs and opposition spokespeople may also shape debate. A short briefing sent to all relevant members, with an offer of a visit, is usually better than a single meeting with one sympathetic councillor.

Community groups should keep records of who they have met, what was discussed and what was promised. This is not party politics; it is good administration. It helps when a new committee cycle begins or when a councillor changes portfolio. Inviting councillors to see a project can be powerful, but it should be planned: a clear purpose, a short agenda and a chance to meet service users, with consent and safeguarding considered.

Common pitfalls to avoid

Several mistakes recur. The first is partisanship: briefing material that reads as support for one group or criticism of another will limit its usefulness. The second is length: a five-page document may be appreciated by a few members but is unlikely to be read widely. The third is vagueness: a briefing without a specific ask gives a councillor little to act on. The fourth is one-off contact: a single email before a budget meeting is less effective than a relationship built over time.

Finally, groups should avoid treating councillors as a funding shortcut. Most councillors do not control grant budgets directly. Their value lies in understanding local need, asking questions, connecting partners and influencing priorities. A briefing that respects those limits is more likely to be trusted.

With the 2026 elections now in the past, the opportunity is to turn new civic energy into durable local relationships. A clear one-page briefing, tied to council priorities and offered in a non-partisan spirit, is a practical place to start.