Flag raising, community trust, and what leaders can do

You’ll have seen and heard a lot about this lately: England flags, the St George’s cross, Union Jacks appearing on lamp posts and roundabouts. For some people they prompt pride, but sometimes they cause tension. What used to be a simple display of patriotism has become something far more politically charged – a symbol that means different things to different people. 

For councils, this ‘flag raising’ issue is now more than a nuisance, it’s a test of community cohesion, of trust, and of how well local leaders can listen and respond.

I’ve been hearing from councils that this is tricky territory. They want to support residents’ freedom of expression and national pride, but also avoid alienating parts of their community or ending up in the headlines for ‘ignoring’ sensitive issues. It’s a balancing act, and one where leaders need to get ahead of the issue, not just react.

Symbolism carries weight. Flags aren’t just cloth. For some, flags affirm identity. For others, they can feel exclusionary or provocative.

Silence has consequences. When councils hold back, communities fill the gap with rumours and speculation. By stepping in early, councils shape the story instead of leaving it to chance.

And of course, there’s political risk and opportunity. Councils will always be held to account, but there’s also a chance to show leadership and strengthen legitimacy if they manage the conversation well.

Being proactive:

Some councils are taking a more proactive approach to flag raising and identity. Rather than relying on press releases, they’re producing short videos, newsletters and social posts. These explain policies in plain terms.They set out why flags are removed, what rules apply, and how resident feedback has shaped decisions. 

Orlo customer, Sutton Council have released an article which explains the pride the writer feels in his borough’s friendly and diverse community, but highlights the fact that people must have permission to fly flags on public property. The article also highlights that unauthorised flags present health and safety risks, as well as making some residents feel uneasy when they see flags in unexpected places.  

Being clear about the law:

There’s also a need to be clear about the law. Adding flags to road signs and roundabouts may feel harmless to some, but it’s graffiti, it’s illegal and, in many cases, unsafe. BCP Council have pointed out that tampering with roundabouts and signage can cause safety hazards, while also pulling staff away from other community-focused activities. These unintended consequences are often invisible to the public, but they matter, and explaining them makes people think twice about the impact of their actions.

Running surveys:

Others are asking residents how they feel using consultation, giving people a range of ways to listen and respond. From quick surveys to more detailed listening exercises, asking for opinions can reveal actual community sentiment about whether flags are viewed as inclusive or divisive. The results are then published in a simple ‘you said, we did’ format. When communities see their voices acted upon, the sense of fairness and transparency grows.

Rotherham Metropolitan Borough Council have shared a video on LinkedIn of their Leader, Cllr Chris Read, explaining the approach the council is taking and asking for feedback in an online forum. This is a brilliant way of understanding what people truly think and listening to the voice of their community.

Using social listening:

Social listening is also playing a vital role. Councils are monitoring online conversations to identify local concerns, track sentiment and respond before issues escalate. By picking up early signals, they can take quick, preventative action like tailored messages or engagement with local leaders. This can help to stop rumours and misinformation spreading, and problems spiralling.

Clarity:

Clarity is everything. If council policy about flags isn’t communicated up front, it makes every decision look subjective, causing confusion and eroding trust. That’s where resentment builds. A clear set of rules, communicated early, helps set expectations and reduces the sense that decisions are arbitrary. Even a line as simple as ‘we remove flags from road signs because it’s unsafe and illegal, not because we’re against national pride’ will help to clear up any confusion.

Engagement:

Remember, it’s not just about policy on paper. Engaging people before an issue escalates makes all the difference. Asking questions, running surveys, or even opening up online forums to hear what residents think shows a willingness to listen. It builds goodwill, and it makes difficult decisions easier to stand by later.

Tone:

Tone matters as much as the message itself. Acknowledging people’s feelings, using plain language and explaining intent all go a long way. Saying ‘we understand this means something to you’ rather than just quoting legal guidance can make the difference between trust and frustration. And crucially, closing the loop by showing the community what’s been done in response to their views creates visibility and accountability. That’s where ‘you said, we did’ really impacts local trust.

Explain your approach:

Some councils are already stepping into this space with confidence. When a flag is removed or permitted, they explain in human terms, not bureaucratic ones. That shift turns secrecy into transparency.

Use social listening:

As mentioned earlier, social listening also plays a critical role. Councils that invest in social listening tools can spot tensions before they escalate. If there’s a spike in chatter about flags in a particular neighbourhood, they can address it quickly and thoughtfully rather than waiting for it to hit the local press. It turns reactive firefighting into proactive engagement. 

Listening helps with crisis management, however it’s important to have a plan in place should a crisis occur. Having pre-agreed escalation routes, spokespeople for media enquiries, media statements prepared in advance, and so on will help your organisation take control of the narrative before it becomes something that you can’t control. 

Close the loop:

Then there’s the discipline of making ‘you said, we did’ an integral part of the comms process – part of the day-to-day work of the team. Councils that use this approach throughout their communications and ongoing relationships with communities are actively showing their communities that feedback isn’t just gathered, it’s acted upon. That consistency builds trust.

Consider different demographics:

It’s also important to consider that a one-size-fits all approach will not be effective as not all communities are the same. A council’s diverse population requires a strategy that accounts for different demographics. For example, a message that resonates with younger people may not land as effectively with an older community. Understanding this and tailoring messages to those specific demographics, through different language, platforms and formats, is vital when it comes to making sure your message cuts through the noise. 

Measure success:

Once messaging has started to be communicated, it’s absolutely essential to measure success to be able to demonstrate the value of proactive communications. This means moving from simply saying ‘we made a difference’ to leaders, and starting to prove it with data. For example, after a campaign that explains flag raising policy, you could track if there was a reduction in public complaints, or a shift towards positive sentiment in online conversations. This means you’ll be able to show leadership that your team has successfully prevented reputational damage as well as providing clear messaging in an uncertain time.

At its heart, flag raising isn’t really about flags. It’s about identity, belonging, and in some cases fear or exclusion. These are complex emotions that can’t be managed with a single policy line or a reactive press statement. Councils that join the conversation openly, not with defensiveness but with honesty and integrity, show leadership in a way residents notice.

It’s also important to remember that while social media and communications teams are often at the forefront of these issues, managing a topic like flag raising is not just a comms problem. It’s something that affects civic pride and community cohesion and is something that touches every part of the council. 

Having a successful strategy requires teams to work closely with departments responsible for community relations, local events and public spaces to ensure that the messages on social media are consistent with the council’s broader goals of fostering a sense of belonging. By collaborating across departments, the council can address the root causes of tension and make sure that communications are part of a unified strategy.

The opportunity here is bigger than a single issue. By listening carefully, responding visibly and explaining decisions clearly, councils can strengthen their relationship with residents, building and maintaining trust. That’s how you turn a politically sensitive flashpoint into a chance to build stronger, more resilient communities.

1. Know the rules
   • Be clear on your council’s policy and the legal position (e.g. Highways Act, planning requirements).
   • Translate this into plain English so you can explain it quickly to residents, councillors, and the press.
2. Prep your lines
   • Draft short, human messages for social media, newsletters, and press enquiries.
   • Example: ‘Flags attached to road signs may seem harmless, but they’re unsafe and against the law. We’ll remove them to keep people safe, not because we’re against national pride.’
3. Monitor and listen
   • Keep an eye on local conversations, especially on social media and community forums.
   • Look for early signs of tension or misinformation so you can respond before it escalates.
4. Have escalation routes
   • Agree in advance who leads if the issue becomes political or hits the media.
   • Make sure councillors and senior officers know the holding lines and the process.
5. Close the loop
   • Show residents how their feedback has shaped your decisions with simple ‘you said, we did’ updates.
   • Share not just what you decided, but why. This builds transparency and trust.