Redesigning for resilience
In local government, change is constant, and the pressure to do more with less has never been more significant. We’re navigating a pivotal moment. Financial challenges are substantial, but this isn’t just about tackling them but fundamentally rethinking how we operate. These are a few things we're doing and examples of other councils redesigning their work. I would love to hear other examples of organisations redesigning their organisations!
Facing the challenge: Why change is essential
Sticking to the old ways isn’t an option anymore. Years of reduced funding, rising costs, and inflation have brought us to a turning point. The traditional approach to delivering services doesn’t work. We launched the Organisational Design Programme: a bold strategy to make our councils more adaptive, resilient, and community-focused.
This isn’t just our challenge. Across the UK, councils are also rethinking how they work, proving that local government can be a force for good even in tough times. By embracing change, we’re joining a broader movement reshaping what local councils can achieve.
Putting people first
At the heart of this redesign are the people—both our residents and the staff who serve them. Our work isn’t just about cutting costs or streamlining processes; it’s about ensuring our teams feel equipped and supported to deliver their best. That’s why we’re introducing a Skills Framework that offers clear paths for career development and equips staff with the tools they need to thrive. When our staff succeed, our communities do too.
Take inspiration from Leeds City Council, where focusing on employee wellbeing and skill development has led to a more engaged workforce better equipped to meet community needs. We’re taking a similar approach, ensuring our staff aren’t just adapting to change—they’re driving it.
Redesigning for the future
Our plans are ambitious. We aim to save while redesigning services to meet community needs better. This includes adopting cost recovery models in areas like car parks and licensing and moving away from directly delivering big projects by partnering with skilled developers.
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We’re looking to places like Camden Council, where investing in digital services and working closely with residents has improved efficiency and satisfaction. We’re making our council more agile and responsive by prioritising a digital-first approach and meaningful collaboration.
Participative change: working together
Real change happens when it’s a team effort. That’s why we’re focusing on community solutions—from neighbourhood models to funding local projects that tackle issues like the cost of living. These initiatives empower residents and foster a sense of ownership.
Look at Glasgow’s ‘People Make Glasgow Communities’ initiative. By transferring assets to community groups, they’ve saved money and built pride and connection among residents. We’re aiming for the same with initiatives like the Neighbourhood CIL Fund, which puts the power in our communities’ hands.
Building long term resilience: financial and environmental sustainability
Resilience isn’t just about weathering financial challenges—it’s about planning for a sustainable future. We’re exploring opportunities for rewilding, biodiversity, and long-term value - look at the great work from our Sussex Bay programme. These changes benefit the environment and align with our financial goals.
For example, Nottingham City Council invested in green energy, reducing carbon emissions while generating income for public services. Their approach aligns asset management and procurement strategies to deliver a similar long-term impact.
Change is challenging, but it is also a chance to innovate and lead. I want to learn lessons from other organisations and sectors, not just local authorities.