As the debate on restructuring looms large in everyone's minds, it is easy to forget that there is an equally-significant debate on the future role of the frontline councillor. New research, commissioned by the Joseph Rowntree Foundation and written by the LGIU, suggests many councillors lament the demise of the old committee system. So, has the Local Government Act worked? Has it delivered vibrant community leaders equipped to deliver for their communities as the ODPM predicted? Well, yes and no. The picture is patchy. While some councillors have taken on their new roles with zest, others have found it decidedly difficult to adapt. For example, 30% of independents want to see a return to the committee system. However, this is not just a gripe for independents. One in five councillors advocates a return to the old system. What has become clear is that while some councils have grasped the nettle, many others need a rigorous health check in order to appraise whether they are getting the best out of their frontline councillors. Executives must be prepared to give their councillors opportunities to feed into their activities. One way, advocated by some authorities, is through the spreading of the executive's workload to a wider group of members, preventing overburdening and burn out. This is also a way of developing talent for succession, and affords an opportunity for outside members to ‘champion' particular issues. Champions can provide another channel for the community at large to raise issues with the council. There are also various ways to make better use of full council meetings. There could be opportunities for open questions from the general public, state-of-the-nation style debates, or discussion on local policy development. At present, many councils perceive the full council as a rubber stamp, but they have the potential to be much more. There is also a need for a more member-led approach to scrutiny. Scrutiny committees can often be sidelined by executives. Instead, they should be an opportunity for members to take the lead on in-depth policy development and for investigating concerns of the public, and challenging the executive where necessary. The most exciting leadership opportunities for frontline councillors perhaps comes at a neighbourhoods level – something the LGIU is developing further through its making local democracy work campaign. Area arrangements help local councillors engage with their constituents, but do not necessarily empower them. However, several councils have created a link to feed issues and problems directly to the executive, or the scrutiny and overview committees. Under the Act, the council can delegate decision-making to an area committee. When done effectively, this provides a real link with the executive and can empower all frontline councillors. A total of 54% of authorities have area forums and committees in place. However, they are not the panacea many in government think they are, and they need to be backed with resources, otherwise they can struggle to influence mainstream service planning and budgets. A lack of commitment or lack of budget can also mean they fail to deliver for local residents. To make local democracy work, councils need to innovate their structures to ensure all local representatives are able to serve the communities they represent. While the Local Government Act has enabled some to achieve what those in Whitehall hoped for, many councils are still not fully realising the tangible benefits that the new powers could enable. There is no ‘one-size-fits-all approach', and LGIU research reveals how innovative and creative some councils have been – and the benefits this has brought. More can be done and councils should not be afraid to test out new ideas. Hopefully, this new research will shine further light on the ways and means of making the best out of frontline councillors. n Ines Newman and Tracey Gardiner are, respectively, head of policy, and policy officer, at the LGIU. Ms Gardiner is author of the research document, to be launched on 16 March at the LGIU conference of the same title, Frontline councillors and decision-making