A lively discussion took place in Belfast last week with representatives from both central and local government discussing the inevitability of the sector's upcoming reform, as it cuts 26 councils to 11.
The group looked at the positive impact that £48m worth of investment has had on the process and perhaps of greater importance; the potential dire consequences of government's limited capacity to manage the transition and its resulting transformation.
Central government guests advised that from a "technocratic" perspective, the process was on track and the aim at this point is to keep it on track. The process was also described as being "beyond the point of no return" from a practical perspective.
This train of thought was reinforced by another speaker who said that the "driving force that has won over the hearts and minds of participants on this journey has been the recent investment of £48m into the process". This investment has created an unstoppable momentum and a change in attitude from all partners. However, the question still remained: how would the transition be implemented?
The solution, it was suggested, is to develop "building blocks" via the local government bill and community planning. These would help create the new superstructure for change and the necessary transition of power from central to local government. However, the original premise that powers would have to be transferred straight away has shifted, with this now forming part of the upcoming shadow election process. This will ensure the transition takes place at a pace suitable for Northern Ireland. The next step: how can this transformation be effectively managed?
The general consensus that the transition will take place was seconded by SOLACE, whose representative highlighted the responsibility of local government officers to make sure it happens and, just as importantly, continue to deliver existing services.
The majority of local authority personnel in attendance agreed that no-one can wait until 2016 to decide how the transformation happens. Everyone needs to start thinking about it now and ask the question: what will the relationship between central & local government be?
This begged the additional question; what does "good" look like? The answer, it seems, is all about inclusion. There needs to be a common vision of local government's role, and it was suggested that this should be: central government = policy, and local government = delivery.
At this point a broad church of consensus existed; the transition will happen and transformation must take place as a result. However, how will transformation be managed by an already over burdened local authority management team who are stretched "just doing their day jobs"?
Capacity is the issue. Not having the spare capacity to allocate the time and resources required for a successful transformation process and at the same time, not having the necessary skill sets to manage the process effectively.
Some felt that using experts from outside of the region was "a must" in order to progress successfully. Learning from both the successes and failures of organisations across the UK would prove critical in mapping out the best route forward.
Capacity, and in particular achieving "excess capacity", that will provide the assets to manage a successful transformation project, is not easy to find. Many of the attempts by English councils to create efficiencies through shared service arrangements could be seen as an example of "how not to do things", as their predicted benefits have never been realised.
A different approach, borne out of necessity, spawned the virtual shared service model now known as CapacityGRID; the success of which has resulted in nearly 100 local authorities across England, Scotland and Wales utilising its services.
CapacityGRID offers a broad range of benefits, which are increasingly being seen as essential elements to any public/private partnership in the current climate, and although Northern Ireland has been largely unaffected by civil service reform so far, it is not far away.
Although political structures vary across the UK, one thing remains constant – public sector bodies need to work together more effectively. Applying a "connected intelligence" to the way organisations work will not only create efficiencies through shared best practice, but with the focus on common goals, will invariably result in the best solutions for Northern Ireland's transition and transformation objectives.
Victor Brownlees is an independent public sector consultant
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