A post-budget reset

We know it’s going to be a difficult budget; tax, spending and welfare all impacted. We also know local government continues to grapple with systemic financial failure, a ballooning funding gap, fewer than 25% of councils having published their draft accounts ahead of deadline. 

Reflecting on events I’ve attended or spoken at since the election, I’m buoyed by the renewed appetite for, and focus on, devolution; the genuine will for a relationship reset between Whitehall and the local authority eco-system.

I’m also aware how language and positioning impacts (makes or breaks) whether success can be achieved. It will be important that both sides continue to listen and learn from each other and navigate different paths to compromise and consensus in the context of ongoing financial pain. 

The term “central government” can itself be intimidating for some; something alien, big, detached, corporate. I’ve spoken to residents, businesses and council chief executives alike who think this. 

Conversely, I regularly speak to residents, businesses and public servants who underestimate the depth and breadth of what local authorities are responsible for, and have little understanding of how funding within and without both facets of government work. 

Demystifying, simplifying, eliminating complexity and opacity in the relationship should be a focus for us all. Playing our respective parts in unlocking conversation, driving action and fostering a renewed sense of purpose is necessary. 

With a commercial background, I like to think of the relationship between local (place) and central (corporate) government being like a Board/executive relationship. Good Boards provide clear strategic direction, constructively support and challenge, own governance and risk agendas and oversee fully functioning Board/executive relationships.

Good executive teams work hand-in-hand with their Board to form and deliver the strategy. Together, they find efficient and effective ways of delivering to plan, ensure governance and risk is considered in so doing, and are open to constructive and early dialogue if things need to pivot and change. 

At Local Partnerships, we operate at the intersection between central and local government. Owned by HM Treasury, the LGA and Welsh Government, we are well placed to support the relationship reset and ensure projects and programmes are delivered optimally for wider sector good.