Three leadership and relationship essentials for local infrastructure organisations

For any organisation, having the right people and building strong connections is crucial. But for local infrastructure organisations (LIOs), these relationships are even more important - they shape how well an LIO can support its local communities.

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New research, commissioned by NAVCA and carried out by the Centre for Regional Economic and Social Research at Sheffield Hallam University, highlights three key areas that make the biggest difference:

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1) Strong relationships with the local voluntary, community and social enterprise sector

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LIOs thrive when they have a positive, trusted relationship with their local voluntary, community, and social enterprise (VCSE) sector. When the sector sees an LIO as an independent champion, it strengthens credibility and gives the LIO the mandate to lead and support.

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Trust is the key component that underpins strong relationships with the VCSE sector. That trust is built through regular communication, transparency, and making sure the sector is heard. A strong foundation here means LIOs are in the best position to advocate effectively and provide meaningful support.

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2) Productive partnerships with statutory authorities

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Working closely with local authorities and other statutory partners is essential, but it’s not always easy. LIOs need to strike a careful balance between supporting and challenging. A good relationship with local decision-makers means the sector’s voice is heard and its needs are taken seriously.

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Of course, this kind of relationship-building takes time, energy, and skill, all of which can be in short supply when staff are stretched. That’s why it’s important for LIOs to have a clear strategy for partnership working, ensuring they stay influential without becoming overwhelmed.

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3) A CEO who leads - but doesn’t do it all

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For many external partners, the CEO is the face of the LIO, shaping its reputation and influence. A strong, engaged CEO can open doors and elevate the sector’s voice.

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But relying too heavily on one person can be risky. Burnout is a real issue, and without a solid team structure, a leadership change can leave an LIO vulnerable.

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Shared leadership can help to mitigate these risks. By delegating responsibilities, empowering staff, and ensuring a wide range of sector voices are involved in representation and advocacy, LIOs can build resilience and long-term sustainability.

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These three elements (trust with the voluntary sector, strong statutory partnerships, and balanced leadership) are at the heart of effective local infrastructure.

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To find out more, download the full research report here.

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