{"id":1111,"date":"2017-09-28T14:11:09","date_gmt":"2017-09-28T13:11:09","guid":{"rendered":"http:\/\/www.wellbeingandcontrol.com\/?page_id=1111"},"modified":"2019-02-27T23:56:17","modified_gmt":"2019-02-27T23:56:17","slug":"local-government","status":"publish","type":"page","link":"https:\/\/wellbeingandcontrol.com\/?page_id=1111","title":{"rendered":"Local Government"},"content":{"rendered":"<figure id=\"attachment_1347\" aria-describedby=\"caption-attachment-1347\" style=\"width: 300px\" class=\"wp-caption alignnone\"><a href=\"https:\/\/i0.wp.com\/www.wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg\"><img data-recalc-dims=\"1\" loading=\"lazy\" decoding=\"async\" src=\"https:\/\/i0.wp.com\/www.wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small-300x136.jpg?resize=300%2C136\" alt=\"Shire Hall Cambridge\" width=\"300\" height=\"136\" class=\"size-medium wp-image-1347\" srcset=\"https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?resize=300%2C136&amp;ssl=1 300w, https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?resize=100%2C45&amp;ssl=1 100w, https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?resize=150%2C68&amp;ssl=1 150w, https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?resize=200%2C91&amp;ssl=1 200w, https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?resize=450%2C204&amp;ssl=1 450w, https:\/\/i0.wp.com\/wellbeingandcontrol.com\/wp-content\/uploads\/2018\/01\/ccc_084489_156c1b78_small.jpg?w=474&amp;ssl=1 474w\" sizes=\"auto, (max-width: 300px) 100vw, 300px\" \/><\/a><figcaption id=\"caption-attachment-1347\" class=\"wp-caption-text\">Shire Hall Cambridge<\/figcaption><\/figure>\n<hr>\n<h3><CENTER>What are the next generation<br \/>\nof models to transform organisations,<br \/>\nand how could they benefit<br \/>\nCambridgeshire County Council?<\/CENTER><\/h3>\n<hr>\n<hr>\n<h3>Introduction to the Study<\/h3>\n<p>This briefing introduces the work on New Models for Transformation carried out by Cambridge University Science and Policy Exchange (CUSPE) for Cambridgeshire County Council (CCC) between October 2016 and October 2017. Feedback from the community is welcome. Please email <a href=\"mailto:rod.rivers@ntlworld.com\">rod.rivers@ntlworld.com<\/a>.<\/p>\n<p>From CCC\u2019s point of view, there are several factors that are driving change and the need to transform the organisation, including:<\/p>\n<p><UL><b><br \/>\n<LI>Reduced funding: The need to find savings in public finances<br \/>\n<LI>Growing populations: Rising demands for services<br \/>\n<LI>Devolution: Localisation of leadership and governance<br \/>\n<LI>Digital technology:  Increasing digital literacy\/capability<br \/>\n<\/b><\/UL><\/p>\n<p>Also, the public seeks more local control and greater accountability from government and business (e.g. as reflected by Brexit). <\/p>\n<p>The project brief refers to the current organisational structure and culture as a reason for transformation:<\/p>\n<blockquote><p>\u2018The need for transformation: Cambridgeshire County Council has operated a departmental based approach to business planning and budget setting processes for many years. This engendered a culture and a set of behaviours that resulted in a very insular and defensive style of working.  As a consequence there were very few cross-organisational, let alone cross-sector, solutions developed to address the financial challenges faced by the Council.\u2019<\/p><\/blockquote>\n<p>It also refers to possible models for transformation at the level of project methodology:<\/p>\n<blockquote><p>\u2018The models and methodologies behind this transformation are still to be determined \u2013 and the Council is interested to know what the vanguard models and methodologies are that we should be looking towards.\u2019<\/p><\/blockquote>\n<h3>Approach<\/h3>\n<p>It was apparent from the outset that the scale of the issues (budget cuts, devolution etc.) were such that a piecemeal or contained approach would have little impact.  The CUSPE team (Simon Davies, Rod Rivers, and Nidhi Chaudhary) carried out a literature search and interviews involving 20 or more councilors, council staff, Local Government Association (LGA) staff, academics and policy makers and identified emerging themes, issues and trends.  These were then classified into six areas \u2013 <strong>organisation, methodology, technology, culture, leadership and governance<\/strong>) and ideas developed about the types of transformation that might coherently address these themes and issues at a high level.  <\/p>\n<p>It is possible to identify numerous models that apply to each of these areas.  For example there are many different models of organizational structure \u2013 some descriptive and some prescriptive.  Similarly there are many models of leadership, for driving cultural change, for governance and so on.  We were influenced in the choice of models by the (often implicit) models that interviewees appeared to be using, explicit models that were brought to our attention and the models we found in the literature, in particular models proposed by the Local Government Association and models that other local authorities appeared to be using with some success.  We were also influenced by a desire to combine the models in such a way that if applied together they would provide an overall coherent and aligned set of recommendations. <\/p>\n<p>Rather than present the models themselves at this stage, we thought the most productive way forward would be to look at the recommendations in the six areas that were implied by the models.  The reaction to the recommendations would then reflect the acceptability of the models from the many perspectives of councillors, council staff, and the public.  Following feedback, including limited informal public consultation, we plan to write up the project into a longer report. <\/p>\n<h3>The Recommendations<\/h3>\n<p><strong>Organisation:<\/strong> create cross cutting services, established competence-based staff pools, follow LGA guidelines, move away from fixed organizational structures towards project based working, define roles in terms of outcomes rather than activities, reflect changes in staff contracts, increase staff mobility and communication within councils and across the combined authority, move towards \u2018place-based\u2019 organization and budget holding, create flatter structures and more distributed leadership, re-thing staff motivations and incentives, change recruitment practices, and encourage spin-outs.  <\/p>\n<p><strong>Methodology:<\/strong> use whole systems user-centred approaches, use AGILE and iterative development for new projects, consider LEAN for well established services, use models for assessing social costs and benefits when evaluation project proposals, develop statistical models for attributing the causes of outcomes, follow LGA guidelines on digital transformation, encourage and develop open data practices.  <\/p>\n<p><strong>Technology:<\/strong> draft a technology roadmap for the combined authority, implement technology to manage staff pools and project-based working, draft and communicate an architecture for open data and secure\/controlled access by different user groups (staff, citizens, developers); track cloud computing, internet of things, blockchain, machine learning, big data, artificial intelligence, high value manufacturing, 3D printing and digital democracy; develop notification and reporting technologies. <\/p>\n<p><strong>Culture:<\/strong> Focus on outcomes as opposed to process; loosen up to enable flexibility, mobility and responsiveness; open up to enable data sharing, closer collaboration, greater transparency and accountability; engage more with citizens, other organizations and other internal departments; devolve, decentralize and empower; think more systemically and strategically; set up a guiding coalition to lead cultural change and encourage innovation. <\/p>\n<p><strong>Leadership:<\/strong> give leaders the ownership of outcomes rather than ownership of staff; develop models of place-based leadership; give leaders autonomy to achieve outcomes but monitor performance; define processes for local place-based leaders to emerge; promote \u2018authentic\u2019 and \u2018distributed\u2019 leadership, follow LGA Guidelines for developing digital leadership skills.  <\/p>\n<p><strong>Governance<\/strong>: Adopt and communicate a policy of focusing on outcomes in terms of citizen wellbeing; measure outcomes rather than process; devolve decision making and budgets to the lowest level (subsidiarity), involve citizens more in priority setting; promote openness, open data and information sharing; track developments in open government and digital democracy and how it might be implemented within the combined authority;  set up working groups to explore where the combined authority can lead to greater quality of service and efficiencies; promote a policy of greater citizen participation in all aspects of the councils operations of developments (analysis, co-design, co-development, evaluation); promote policies of \u2018loosening up\u2019 council procedures and organizational structures; use technology to open up decision making processes; follow LGA guidelines on coordinating with national programmes.  <\/p>\n<h3>Rationale<\/h3>\n<p><strong>How do the above recommendations help the council provide better outcomes for less cost, while meeting growing demand and addressing changes in public attitudes?<\/strong><\/p>\n<p>Many of the recommendations are designed to involve and empower citizens in council activities so hopefully address issues with respect to public attitudes directly. Also many can be seen to impact on quality of service delivery, making it more personalized and more focused on outcomes for communities and individuals.  Addressing growing demand and cost saving are to some extent achieved through economies of scale, brought about by the combined authority.  However, the main mechanisms where cost savings are anticipated, are through tightening the loop between decision making and outcome and the application of technology, so that the whole process is made more flexible, responsive, relevant and efficient.  <\/p>\n<p>Meeting statutory obligations for a growing need, with significantly reduced budgets,  and an increasingly vigilant population with higher expectations, will require a broad set of changes that will impact the organisation, it\u2019s culture and governance, it\u2019s leadership style, and its use of methods and technology.  Making outcomes a central driver of council activity requires a different mind-set from setting up services that are aligned with the legislative framework.  Instead of addressing one piece of legislation at a time, it requires considering communities and individuals holistically with each having its unique set of needs.  This demands the joined up integration of services around outcomes that are measured, not in terms of the council\u2019s performance indicators (KPIs) or the legislative framework, but in the terms of the communities and users that the council is servicing.  <\/p>\n<p>The summary report, including recommendations, can be found on the Cambridge County Council&#8217;s Cambridgeshire Insights website at:<br \/>\n<a href=\"https:\/\/data.cambridgeshireinsight.org.uk\/dataset\/cambridgeshire-policy-challenges-cambridge-university-science-and-policy-exchange-cuspe-5\" rel=\"noopener noreferrer\" target=\"_blank\">https:\/\/data.cambridgeshireinsight.org.uk\/dataset\/cambridgeshire-policy-challenges-cambridge-university-science-and-policy-exchange-cuspe-5<\/a><\/p>\n<div style=\"padding-bottom:20px; padding-top:10px;\" class=\"hupso-share-buttons\"><!-- Hupso Share Buttons - https:\/\/www.hupso.com\/share\/ --><a class=\"hupso_toolbar\" href=\"https:\/\/www.hupso.com\/share\/\"><img data-recalc-dims=\"1\" decoding=\"async\" src=\"https:\/\/i0.wp.com\/static.hupso.com\/share\/buttons\/share-medium.png?w=605&#038;ssl=1\" style=\"border:0px; padding-top: 5px; float:left;\" alt=\"Share Button\"\/><\/a><script type=\"text\/javascript\">var hupso_services_t=new Array(\"Twitter\",\"Facebook\",\"Google Plus\",\"Pinterest\",\"Linkedin\",\"StumbleUpon\",\"Digg\",\"Reddit\",\"Bebo\",\"Delicious\",\"Email\",\"Print\");var hupso_background_t=\"#EAF4FF\";var hupso_border_t=\"#66CCFF\";var hupso_toolbar_size_t=\"medium\";var hupso_image_folder_url = \"\";var hupso_url_t=\"\";var hupso_title_t=\"Local%20Government\";<\/script><script type=\"text\/javascript\" src=\"https:\/\/static.hupso.com\/share\/js\/share_toolbar.js\"><\/script><!-- Hupso Share Buttons --><\/div>","protected":false},"excerpt":{"rendered":"<p>What are the next generation of models to transform organisations, and how could they benefit Cambridgeshire County Council? Introduction to the Study This briefing introduces the work on New Models for Transformation carried out by Cambridge University Science and Policy &hellip;<\/p>\n<p class=\"read-more\"> <a class=\"more-link\" href=\"https:\/\/wellbeingandcontrol.com\/?page_id=1111\"> <span class=\"screen-reader-text\">Local Government<\/span> Read More &raquo;<\/a><\/p>\n<div style=\"padding-bottom:20px; padding-top:10px;\" class=\"hupso-share-buttons\"><!-- Hupso Share Buttons - https:\/\/www.hupso.com\/share\/ --><a class=\"hupso_toolbar\" href=\"https:\/\/www.hupso.com\/share\/\"><img src=\"https:\/\/static.hupso.com\/share\/buttons\/share-medium.png\" style=\"border:0px; padding-top: 5px; float:left;\" alt=\"Share Button\"\/><\/a><script type=\"text\/javascript\">var hupso_services_t=new Array(\"Twitter\",\"Facebook\",\"Google Plus\",\"Pinterest\",\"Linkedin\",\"StumbleUpon\",\"Digg\",\"Reddit\",\"Bebo\",\"Delicious\",\"Email\",\"Print\");var hupso_background_t=\"#EAF4FF\";var hupso_border_t=\"#66CCFF\";var hupso_toolbar_size_t=\"medium\";var hupso_image_folder_url = \"\";var hupso_url_t=\"\";var hupso_title_t=\"Local%20Government\";<\/script><script type=\"text\/javascript\" src=\"https:\/\/static.hupso.com\/share\/js\/share_toolbar.js\"><\/script><!-- Hupso Share Buttons --><\/div>","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_exactmetrics_skip_tracking":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"class_list":["post-1111","page","type-page","status-publish","hentry"],"jetpack_shortlink":"https:\/\/wp.me\/P4OZBF-hV","jetpack-related-posts":[{"id":962,"url":"https:\/\/wellbeingandcontrol.com\/","url_meta":{"origin":1111,"position":0},"title":"Home","author":"Rod Rivers","date":"July 19, 2017","format":false,"excerpt":"Main themes Wellbeing and control - What is the nature of wellbeing for the individual and society and how does it relate to the degree of control we have over the various aspects of our lives? 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