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LGC workplace stress survey: full results

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LGC research reveals local government’s stress crisis



What you are saying…

Chief executives:

“The level of expectation to perform miracles in a context of diminishing resources and increasing bureaucracy often leads to you feeling overwhelmed.”

“How long is it viable to completely subordinate one’s life to work?”

“I’m tired.”

“Stress levels amongst members and in organisations are rising as the money in the system reduces, and very difficult choices have to be made.”

“A lot of the pressure is very personal and I have become the target of a vociferous and nasty local blogger. Frankly at times I feel I could do with a break.”

Hover over the pie chart for more details:

Senior managers:

“I’m under significant levels of pressure with associated levels of personal stress. It’s having an impact on my personal wellbeing.”

“The behaviour of a few members has a disproportional impact on the wellbeing of officers and detracts from the delivery of high quality services.”

“There’s just too much pressure.”

“From time to time the work pressure is very significant, impacting on family life.”

“I’m working over 90 hours a week – it’s simply killing me despite the fact I really believe in the public sector and what I do, and I love the variety.”

“No work life balance at all.”

“I have questioned whether the services will be of good enough quality under my leadership and whether I am able to fulfil my role well enough. I have had a couple of crises of confidence.”

“Too much work and high stress levels.”

“I’ve difficulty coping with the demands.”

“The hours worked, the impact on my private life and family, and my inability to influence the onerous work strain (alongside the impact of pension changes and incurred financial penalties) is making me seriously consider life beyond this role and profession.”

“Intimidation from politicians causes strain on mental health and family life.”

“For my mental and physical health and wellbeing I can’t carry the burden indefinitely and there may be a time to pass the baton on. Life’s too short.”

“I feel the workload and stress levels are unsustainable and I worry my mental health is suffering.”

What’s the best thing about your job?

“The people I work with, brilliant bunch who go the extra mile for the public despite austerity, job losses and the apparent indifference of government”

“No two days the same: plenty of challenges and pressures.”

“It is simply a daily privilege to be able to come into the office to run a local authority.”

“The rare occasions when I am able to do the job I am trained and paid for.”


If your workload has increased, what has caused it?

“My role used to be done by three people, with a dedicated support team, a full time PA and an exec officer. No longer.”

“Significant reduction in management capacity due to fewer senior managers and an almost continuous addition of new duties.”

“Political tensions and indecision – the joys of a hung council and inexperienced group leaders.”

“Less senior management, loss of experience, problems with retention and recruitment, fewer people to delegate to.”

“The government being unable to leave things alone for five minutes.”

“Senior officer capacity has reduced by 45% and the imperative to work in partnership with others in the public and private sector requires my personal attention, leaving little room for the public administration part of the job.”

Have you considered leaving your job? If so, why?

“Pressure and personal abuse from media and elected members.”

“Dirty politics against managers.”

“The organisation is close to not being financially sustainable.”

“Having to do so much more with little recognition, understanding or reward. Behaviour of members is now worse given no real standards regime.”

“I have been in post for 7.5 years and it feels right for me and the organisation to revitalise and reinvigorate. The thought of perma-austerity and ‘reimagining’ services for the third time is unpalatable.”

“I am tired, I do not feel valued by the organisation despite running a successful department. I know I am not as enthusiastic as I should be.”

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satisfaction one copy


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