Great article (and some very stark data) and really interesting on ideas of greater integration between Whitehall and town halls to address capacity. Also really pleased to see the reference to the role of universities - so much more that could be done here to unlock capacity and assets, if only we can overcome some of the structural barriers (and not unrelated to the need to make local government sexy again). I'd love to see funding frameworks more explicitly acknowledge university's contribution to their local council in terms of providing academic expertise (as opposed to more transactional interactions).
The point about co-location seems good but what would it mean in practice ? There’s a reason civil servants throng around the Palace of Westminster, they want to be near power. What I fear would happen is lots of EOs and HEOs will sent off to the provinces whilst the SCS stays in Whitehall. Overtime this might bring fresh thinking in as they rise up the ranks, but the disconnect between decision and delivery remains unchanged.
This is great. Policy into delivery feels miles away s ever with fewer strategy and policy people in local govt though; the policy levers receding all the time when the non statutory stuff is given to Mayors; and cost pressures are no different really to the early 2010s, just affecting different demographics and LAs and they’re now gonna be hollowed out too! At least there is some hope for the really most underserved as funding benefits some who lost most. This has some great practical solutions re colocating and fast stream. Absolutely and not just mhclg - dwp, DBT etc people can take on regions or LAs and go sit with them and use the massive data and speed of AI to plan adoption of policy together or at leadt develop more deliverable and relevant guidance for tailored local solutions. Much more to say but this is an excellent pragmatic start
Ooh good point - BANES, Newham come to mind with some really good recent appointments. Let’s hope so. I liked your innovation espec to getting Whitehall into delivery bodies (local gov)…..people often really love it because they can see the difference good policy makes and learn (similar to that three-tiered approach which good ministers’ deploy to making policy - drawing on their own knowledge and views; serious evidence and data/expert insight from officials and sector seniors; and the experience of their own constituents and real world….). Keep up the great work!
Thanks David, agree with all of what you’ve said other than, I think (totally anecdotally) there is a renaissance in strategy in local government (with more Director of Strategy roles popping up than ever before?). I think that’s a response to the lack of leadership capacity I set out in the piece. Thanks also for reading and engaging with the column!
Three comments. The French civil service used to have a requirement that all its fast streamers spent a period in the regions. It may still do, for all I know. The Government Office network established by John Major and abolished by the Coalition, provided a route to do this, although it was rarely used. Second, one of the key recommendations in Heseltine's No Stone Unturned was to second civil servants to LEPs to help them develop strategic economic plans. Finally, my experience in the GOs was that Whitehall didn't trust civil servants not to go native and hence always double banked.
Very interesting Jack. I am about to move into a role with Homes England with a main aim to strengthen collaboration and a shared focus on delivery between a central government agency and Strategic/ Local Authorities.
Some good ideas in your article. Having worked in local government I recognise many of the issues you highlight, particularly that of bandwidth. I would also add as ideas strengthening the local government graduate schemes, and ensuring clearer development and progression routes and better retention for talented people. I also think that across central, regional and local government enhancing shared delivery capabilities should be a priority.
Thanks Tom, I agree with all of those. Another I didn’t have space to add would be how local authorities work with the third sector - but I chose to keep it broad as we then get into broader relational practices. Congratulations on the role - I’d love to find out more about what you’ll be doing (I could have also added that North East MCA and Homes England are on the same floor in Newcastle and I understand that is not unhelpful).
Thanks! That’s a very good point - civil servants can try before they buy. We also have a wealth of people that apply for the Civil Service Fast Stream and are unsuccessful but are not diverted to local government alternatives.
Great article (and some very stark data) and really interesting on ideas of greater integration between Whitehall and town halls to address capacity. Also really pleased to see the reference to the role of universities - so much more that could be done here to unlock capacity and assets, if only we can overcome some of the structural barriers (and not unrelated to the need to make local government sexy again). I'd love to see funding frameworks more explicitly acknowledge university's contribution to their local council in terms of providing academic expertise (as opposed to more transactional interactions).
The point about co-location seems good but what would it mean in practice ? There’s a reason civil servants throng around the Palace of Westminster, they want to be near power. What I fear would happen is lots of EOs and HEOs will sent off to the provinces whilst the SCS stays in Whitehall. Overtime this might bring fresh thinking in as they rise up the ranks, but the disconnect between decision and delivery remains unchanged.
This is great. Policy into delivery feels miles away s ever with fewer strategy and policy people in local govt though; the policy levers receding all the time when the non statutory stuff is given to Mayors; and cost pressures are no different really to the early 2010s, just affecting different demographics and LAs and they’re now gonna be hollowed out too! At least there is some hope for the really most underserved as funding benefits some who lost most. This has some great practical solutions re colocating and fast stream. Absolutely and not just mhclg - dwp, DBT etc people can take on regions or LAs and go sit with them and use the massive data and speed of AI to plan adoption of policy together or at leadt develop more deliverable and relevant guidance for tailored local solutions. Much more to say but this is an excellent pragmatic start
Ooh good point - BANES, Newham come to mind with some really good recent appointments. Let’s hope so. I liked your innovation espec to getting Whitehall into delivery bodies (local gov)…..people often really love it because they can see the difference good policy makes and learn (similar to that three-tiered approach which good ministers’ deploy to making policy - drawing on their own knowledge and views; serious evidence and data/expert insight from officials and sector seniors; and the experience of their own constituents and real world….). Keep up the great work!
Thanks David, agree with all of what you’ve said other than, I think (totally anecdotally) there is a renaissance in strategy in local government (with more Director of Strategy roles popping up than ever before?). I think that’s a response to the lack of leadership capacity I set out in the piece. Thanks also for reading and engaging with the column!
Three comments. The French civil service used to have a requirement that all its fast streamers spent a period in the regions. It may still do, for all I know. The Government Office network established by John Major and abolished by the Coalition, provided a route to do this, although it was rarely used. Second, one of the key recommendations in Heseltine's No Stone Unturned was to second civil servants to LEPs to help them develop strategic economic plans. Finally, my experience in the GOs was that Whitehall didn't trust civil servants not to go native and hence always double banked.
David - really insightful comments. As ever, what appears to be common in Europe is radical in the UK!
Very interesting Jack. I am about to move into a role with Homes England with a main aim to strengthen collaboration and a shared focus on delivery between a central government agency and Strategic/ Local Authorities.
Some good ideas in your article. Having worked in local government I recognise many of the issues you highlight, particularly that of bandwidth. I would also add as ideas strengthening the local government graduate schemes, and ensuring clearer development and progression routes and better retention for talented people. I also think that across central, regional and local government enhancing shared delivery capabilities should be a priority.
Thanks Tom, I agree with all of those. Another I didn’t have space to add would be how local authorities work with the third sector - but I chose to keep it broad as we then get into broader relational practices. Congratulations on the role - I’d love to find out more about what you’ll be doing (I could have also added that North East MCA and Homes England are on the same floor in Newcastle and I understand that is not unhelpful).
Thanks! That’s a very good point - civil servants can try before they buy. We also have a wealth of people that apply for the Civil Service Fast Stream and are unsuccessful but are not diverted to local government alternatives.