LGR: Is it a business case, or a proposal? Is a transformational vision required, or sober analytics? https://www.linkedin.com/posts/antlerboy_localgovernmentreform-lgr-strategy-activity-7343557066944372737-PlAA Actually, you need to do three conflicting things: win the campaign, be future fit, AND be technically excellent. RedQuadrant can help!
LGR: a business case, or a proposal? Transformational vision, or sober analytics?
Last week I took part in a Westco communications webinar – under the Chatham House Rule – on success in #localgovernmentreform proposals. It’s an interesting, complex dynamic:
* national parties may have thought they didn’t need ‘ground game’ – constituency parties and councillors – to win national elections. They’re now getting it in the neck from councillors worried that political enclaves will be wiped out
* there was probably some naive belief in overall savings – but the total estimated saving, especially given how #LGR business cases usually work out, is a drop in the ocean of funding shortfall. So the main focus is to structure local government in a way amenable to central government – perhaps with some intent to undermine any ‘grassroots’ or ‘astroturfed’ political movements (which I think will rather precisely backfire)
* So there’s tension between those supporting smaller authorities, perhaps for political reasons but also as the engines of growth and house-building, and the big spending departments who want aggregation and centrally-controlled scale.
In those circumstances, recognise you’re trying to do three things at once:
1) win the campaign – however collaborative your area, the Secretary of State will be faced with a choice. It’s like a bidding process, you have to ensure your proposal is the one they can’t say ‘no’ to. Could be support of the Other Government Departments on the ‘write-around’. Could be what their SPAD is advising them on local sentiment. It’s a dynamic, game-theoretic space.
2) be future fit. Sustainability is never in isolation. How might new authorities best work together in future? Where should wider arrangements continue? The more conflict in the ‘campaign’, the less productive the new organisations.
3) be technically excellent. Most people are focused on this, quite rightly. It’s now a ‘proposal’ not a ‘business case’, but Treasury will be scrutinising carefully. Show how unitary status boosts Adults, Children’s, and SEND, place leadership and effective devolution. Be strong on ‘safe and legal’ – disaggregation risks, TUPE and information governance aren’t add-ons, they’re essentials. Use a green book-compliant five-case model with clear options, multi-criteria scoring and stress-tested financials.
All this will be underpinned by really good community engagement – a local vision that’s real.
But remember – no current administration can bind the future choices of a newly elected shadow unitary authority – so in a strict sense, you have to limit yourself to what can be derived directly and only from the new boundaries.
#strategy #publicsector #devolution #engagement #innovation
What’s your aspiration from local government reorganisation? How do you think it will work through these dynamic forces?
If you want help with this, RedQuadrant can help, along with excellent legal and communications partners – drop me a line.
chosen path 