The challenge of attracting talented and capable people into local government is a key priority for local authorities.

More than one-third of the local government workforce is due to retire over the next 15 years. Almost two-thirds are aged 40 and over. And the proportion of those under 25 is only 7%, compared with 17% in the wider economy.
So it is vital for councils to consider how to attract and keep young workers, as well as older staff. Otherwise, bang goes a capable future workforce.
In response, local authorities are looking for new and innovative ways to bring new talent into council affairs. The IDeA has supported this drive through the development of the National Graduate Development Programme (NGDP).
The two-year programme consists of at least three placements covering frontline services, support services and strategy. It also includes the completion of a postgraduate diploma at Warwick University and an externally accredited mentoring programme. The scheme is currently ranked 39th in The Times Top 100 Graduate Employers.
Many local authorities have developed their own programmes, with equal levels of success. SOLACE runs a popular development programme for graduates, based around two conferences each year, designed to broaden students' horizons and encourage them into the top jobs.
These programmes have greatly  improved the reputation of local government as an employer of choice for young, talented people. They provide the experience and training to produce a new generation of highly skilled generalist managers who can have a significant influence on local authorities and the communities in which they work.
However, it is not enough simply to attract graduates into the sector. It is vital that their full potential is developed, used and retained. They should be challenged through a diverse range of placements and experience. Personal development is the key to supporting  graduates in building on their talent.
In Stockport, we have just placed our NGDP graduate, Kathryn Rees, in the role of performance and reporting manager in the children and young people's directorate. Ms Rees says the programme has given her the chance to be involved in some high-profile projects for the council, and a good insight into how the authority functions.
‘My managers have provided plenty of responsibility and support to help me develop the skills and knowledge necessary for a future career in local government, she says. What Ms Rees doesn't add is that corporate directors were all personally aware of the impact she was having, and would all have liked to appoint her to a permanent post.
Unfortunately, not all councils taking part in the scheme allow their graduates to realise their full potential. Many local authorities still have an embedded time-serving culture which values experience and length of service over actual or potential skills. There is sometimes even hostility from middle managers who believe they had to progress ‘the hard way'.
This can make it difficult for inexperienced graduates to secure permanent jobs and result in missed opportunities for local authorities that don't focus on potential. With this in mind, we are urging chief executives and HR directors to take a personal interest in the culture and procedures within their organisations, to ensure this talent isn't wasted.
Recent research indicates that graduates increasingly want to do work that ‘matters'. And local government can offer unique and diverse career options. n
John Schultz is president of SOLACE and chief executive of Stockport MBC. Phil Badley is president of PPMA, and assistant director of business services (OD & HR) at Stockport