Working together will pay off
Author: Paul Bradbury, in the MJ |
While local government has handled substantial budget reductions perhaps better than expected so far, the negative financial outlook will remain beyond the lifetime of the current Parliament with the LGA predicting that councils will face a £16.5 bn funding gap by the end of the decade.
With falling budgets set against rising social trends such as the escalating costs of social care and waste management, it’s clear that authorities must continue to change the way they operate.
But with any challenge comes opportunity, in this case a chance to re-think and re-structure in order to create a sustainable foundation for our local public services of the future.
Local government has long been recognised as the most efficient part of the public sector and the last couple of years of austerity have driven a distinct shift in councils’ attitudes to change and innovation.
We recently partnered with independent think tank Localis to interview 80 council leaders and executives from across the UK about their opinions and experiences on the matter – and confirmed that the majority of the sector, although not all, consider innovation to be imperative.
It’s a responsibility we clearly all take seriously, with 65% of respondents identifying council leaders and chief executives as the driving force in leading the redesign of existing service models and delivery and 96% agreed leadership is the key.
However, over half (58%) cite time and capacity as the biggest barrier to making improvements to service delivery and efficiency.
Many are already on their way, and modern technology is often the catalyst for transformation. Among those currently experimenting with new methods, the most efficient technologies cited were those enabling more agile working (86%) and moving customer services online (83%).
The launch of our research saw a number of those polled participating in a round table discussion around the findings. It was here that another aspect was emphasised – that of partnerships across both public and private sectors.
In many ways, partners and suppliers who work with a broad range of innovative public organisations end up collecting a lot of the relevant experience and success and are able act as a change agent for helping turn ideas into action. And this is starting to turn heads.
Julian Wain, chief executive of Gloucester City Council, put it well: ‘I’ve long believed that the debate about the pros and cons of the public and private sectors is age-old and simplistic. My view is that what matters is what works, and this report clearly identifies that. It reinforces my belief that the best results can be achieved when public and private teams work together.’
Eighty two per cent of those polled agree.
The picture we’re left with reveals that the most successful authorities increasingly see themselves as part of, and key to, a growing public service family. And it’s a strong metaphor for the situation.
Most of these bodies find themselves existing together in a similar environment, with similar priorities and until recently may have been simply oblivious to the innovation happening right on their doorstep.
As the pressures continue, it’s this attitude that’s set to ensure local government remains not only the most efficient part of the public sector but a source for innovation and advantage that spreads its influence quickly.
We can only hope that those managing the bigger picture are ready to support and learn from this groundswell of innovation rather than stifle it or try to interfere with it.
Paul Bradbury is group business development director at Civica