Local Government Thinking

Recent updates

  • Don’t Roll Your Broken Process in Glitter…(or add a Chatbot)

    Stop digitising broken processes – start rethinking them

    Too many digital projects in the public sector fail before they begin.

    Not because of the technology and not because of budget.
    But because we digitise the existing process, without questioning whether that process still works.

    Instead of transformation, we get digitisation. Instead of savings or better outcomes, we get more layers, more complication, more confusion and a lack of buy-in from the team who see money being spent and things actively getting harder.

    The Common Mistake

    Many people will think we are stating the bleedin’ obvious here, but there’s a pattern which plays out again and again:

    • A council service is overwhelmed, complaints are rising, demand is up, teams are stretched
    • A new system will save the day: a chatbot, a new online form, an AI widget, or a new case management tool
    • But the process itself remains unchanged; the same handovers, delays, rules, and approvals

    What gets delivered is a digital version of the old system.
    The interface may be new, but the experience is just as frustrating. Sometimes worse.

    We’ve seen this in:

    • Planning portals that still rely on manual checks and unclear documentation
    • Housing applications that require residents to upload documents multiple times
    • Customer service bots that can’t resolve anything without human follow-up

    These solutions often cost more to run than the paper-based version, with no real improvement to the user or staff experience.

    The Right Starting Point

    If you’re responsible for digital change, here’s where to start:

    1. Ask what the process is really for
    Strip it back. What outcome are we trying to achieve?
    A quick housing decision? A safe, clean street? A resolved enquiry?
    Processes often grow around legacy systems, siloed teams or risk-averse policies.
    Challenge the original assumptions. The old ‘five whys’.

    2. Understand the lived experience
    Go beyond process maps.
    What happens when a resident tries to use the service?
    Where do staff spend time chasing information, duplicating effort or escalating issues?
    You’ll often find pain points that were invisible on paper.

    3. Identify the blockers, not just the steps
    Why does this process take 8 weeks?
    Is it policy? Sign-off? System constraints? Staffing?
    You can’t redesign what you don’t fully understand.

    4. Involve the people who use and deliver it
    No-one understands the process better than the people trying to make it work every day.
    Bring frontline teams and users into the room early. They’ll spot dead ends, duplication and wasted effort you won’t find in any spec.

    Fix the problem, don’t shoehorn in some tech

    When done right, rethinking a process before digitising it leads to:

    • Streamlined journeys – unnecessary steps are stripped away
    • Improved staff experience – automation becomes an ally, not a headache
    • Sharper outcomes – services are shaped around what users actually need
    • Reduced costs – because you’re not coding complexity into your tech

    Digital transformation should simplify, not solidify outdated ways of working.

    If a process hasn’t been reviewed in years, it’s not ready for digitisation.


    And if it’s broken offline, putting it online just accelerates the failure.

  • English Devolution Bill: What It Means for Local Authorities and Communities

    A New Era of Local Power: What’s in the English Devolution Bill?

    The UK Government has taken a major step forward in reshaping local governance in England with the publication of the English Devolution and Community Empowerment Bill. This is more than a policy shift—it’s a structural rethink that sets out to make devolution the norm, not the exception.

    This is a welcome change in direction. This framework could unlock new potential for place-based leadership, community decision-making, and joined-up regional delivery.

    But as with any big reform, the opportunity lies in the detail—and in how we respond.

    Key Changes Introduced by the Bill

    • Standardised Framework for Strategic Authorities
      Combined Authorities, the GLA, and County Combined Authorities will all fall under a new, consistent legal model—making future devolution smoother and more transparent.
    • Mayors Gain More Leverage
      Elected mayors now have a legal right to request further powers, with the Government required to respond. This could pave the way for greater local control over transport, housing, energy, and skills.
    • Neighbourhood Governance Becomes a Duty
      Councils will be required to introduce or enhance neighbourhood governance models, supporting community voices and hyper-local decision-making.
    • Simplified Local Government Reorganisation
      The Bill makes it easier to create unitary authorities and restructure Strategic Authorities, while mandating the leader-and-cabinet model across councils.
    • Expanded Local Powers
      Local authorities will gain new tools to manage shared transport (e.g. e-scooters), protect community assets, and take greater ownership of local planning and infrastructure decisions.
    • Financial Oversight with New Audit Body
      A dedicated Local Audit Office will strengthen transparency and public trust in the financial performance of devolved authorities

    Why This Matters

    This legislation has the potential to reshape the relationship between central and local government. It provides:

    • Greater clarity for local leaders navigating the devolution journey
    • Stronger alignment between regional planning, investment, and delivery
    • Formalised community empowerment as a core part of local governance
    • Faster implementation of reforms, removing historical friction with Whitehall

    If implemented well, it could accelerate levelling up, boost public confidence, and enable councils to better serve their communities.

    Things to Watch

    While the ambitions are clear, some areas need close attention:

    • Will funding follow the powers?
      Without sustained financial backing, councils risk being given responsibilities without the means to deliver.
    • Can neighbourhood structures scale inclusively?
      Capacity and engagement are key. Local authorities will need support to build neighbourhood governance that is truly representative and impactful.
    • Is the framework flexible enough?
      A standardised model may reduce complexity, but different places have different needs. Will the new system allow enough room for local variation?

    Politics, Patchworks and Practicalities: Navigating the Real World of Devolution

    While the Bill sets out a bold framework, turning that into action won’t be straightforward. Key challenges include:

    1. Political Variation Across England

    • Party control differs widely across councils and combined authorities.
    • Some areas will embrace the model enthusiastically; others may resist due to local politics, institutional inertia, or differing visions of place-based governance.
    • The perception of centralisation vs. genuine empowerment may vary depending on the colour of national vs. local government.

    2. Tension Between Standardisation and Local Identity

    • The Bill’s aim to simplify and harmonise structures may clash with deeply rooted local differences.
    • Places with strong local identities (e.g. Cornwall, Yorkshire) may be wary of “off-the-shelf” devolution deals or generic governance templates.

    3. Differing Appetite for Mayoral Leadership

    • Not all areas want or have elected mayors. Extending powers to Strategic Authorities with mayors may widen the gap between those “inside” and “outside” the model.
    • This could reinforce a two-speed devolution system unless flexibility is built in.

    4. Election Cycles and Political Continuity

    • Leadership turnover, locally and nationally can stall momentum, undo hard-won consensus, or shift priorities mid-implementation.
    • Cross-party collaboration will be essential, but not always easy in contested regions. The advantages will need to be sold well.

    5. Capacity and Capability Gaps

    • Even with strong local political will, some councils may struggle with resourcing, skills, or institutional readiness to implement new duties or governance changes.

    What Should Local Leaders Do Now?

    • Start preparing governance structures in anticipation of new duties
    • Identify gaps or priorities where additional powers could unlock outcomes
    • Engage partners early—from VCS organisations to universities to SMEs—to co-design delivery models
    • Assess audit and performance frameworks to ensure compliance and transparency

    Final Thoughts

    This Bill is a welcome statement of trust in local institutions. It’s now up to councils, combined authorities, and delivery partners to turn this framework into lasting, meaningful change.

  • Biting off more than you can chew: Lessons from Woking for Local Government

    Woking Borough Council’s financial collapse is a cautionary tale for local authorities across the UK. With over £2 billion in debt from high-risk commercial investments—including large-scale property developments and a luxury hotel—the council ultimately found itself unable to sustain its financial commitments. The failure was not just in the investments themselves but in governance, oversight, and risk management. Years of budget cuts have hollowed out council back-office functions, leaving many authorities without the financial expertise needed to manage complex investment decisions. As investigations continue, councils must reflect on these lessons and take proactive steps to safeguard their financial stability.

    Strengthening Financial Oversight

    Robust financial governance is the foundation of sound decision-making. Councils must ensure that investment decisions are scrutinised by both internal and external experts, with clear accountability at every stage. Independent audits, transparent reporting structures, and a culture of financial discipline can help prevent overreach. Where internal expertise is stretched due to funding constraints, bringing in external support can provide vital assurance.

    Enhancing Due Diligence on Investments

    Significant investment projects should be subject to rigorous stress testing and risk analysis. This means assessing long-term sustainability, market conditions, and potential exit strategies should circumstances change. Woking’s experience highlights the dangers of placing too much reliance on high-risk commercial ventures without adequate financial safeguards. Councils that have lost in-house expertise due to budget pressures should consider external financial modelling and risk assessment to ensure their investments are sound.

    Balancing Ambition with Financial Realism

    Local authorities have an important role in driving regeneration and economic growth, but ambition must be tempered by financial reality. Investment strategies should be proportionate to available resources and focused on long-term sustainability rather than short-term gains. Ensuring councils have access to the right expertise—whether internally or through external partnerships—can provide a vital layer of assurance and help mitigate financial risks.

    A Strategic Approach to Financial Stability

    Woking’s financial difficulties are not an isolated case, and councils across the country face similar pressures. As local authorities continue to navigate financial constraints and increasing demand for services, taking a strategic approach to financial planning, risk management, and investment decision-making is critical. Years of austerity have left some councils under-resourced in key financial management roles, making it even more important to seek additional support when necessary. The priority must always be securing sustainable outcomes for communities while protecting essential services from unnecessary financial risk.

  • The UK Government’s AI Playbook: A guide for the Public Sector

    Artificial Intelligence (AI) is transforming the way government operates, offering new opportunities to enhance service delivery, improve efficiency, and support decision-making. However, using AI in the public sector presents challenges, including ethical considerations, security risks, and the need for transparency.

    To help public sector organisations navigate these complexities, the UK government has published the Artificial Intelligence Playbook. This guide provides practical advice on implementing AI safely, responsibly, and effectively in government services.

    What is the AI Playbook?

    The AI Playbook is a guidance document designed for civil servants and public sector employees. It aims to help them understand AI, select the right solutions, and ensure that AI systems operate in a fair, secure, and ethical manner. The playbook has been developed in collaboration with government departments, public sector institutions, industry, and academia, ensuring it reflects a broad range of expertise and perspectives.

    Key Principles for AI Use

    At the heart of the playbook are ten core principles that guide the use of AI in government. These include:

    • Data Responsibility – AI tools should only access the data they need and should not use private or sensitive information for training.
    • Security Measures – Strong technical controls must be in place to prevent data leaks and detect malicious activity.
    • Human Oversight – AI should not operate in isolation; meaningful human control must be maintained at key decision points.
    • Transparency – Government AI projects should be open and collaborative, ensuring that the public understands how AI is being used.

    Building AI Solutions in Government

    The playbook also provides practical steps for public sector organisations looking to adopt AI. This includes assembling the right team, defining clear objectives, selecting appropriate AI technologies, and managing risks. It also highlights the importance of understanding the full AI lifecycle, from development to deployment and ongoing maintenance.

    Ethical and Legal Considerations

    One of the most important aspects of AI use in government is ethics and compliance. The playbook emphasises the need for AI to be used lawfully, ensuring that it aligns with data protection regulations, security requirements, and ethical standards. Public trust is central to AI adoption, and government bodies must ensure that AI-driven decisions are fair, accountable, and transparent.

    A Living Document

    For those working in or with local government, understanding the AI Playbook is essential. AI is already shaping service delivery, and having a clear framework will gel ensure that it is realised in a way that is ethical, secure, and effective.

  • Local Government in Crisis: Will Westminster Step Up?

    Local Government in Crisis: Will Westminster Step Up?

    Today, the Local Government Association (LGA) published its submission to the Spending Review, highlighting the dire state of local government in England. Chronic underfunding, rising demand for essential services, economic uncertainty, and post-pandemic impacts on homelessness and children’s social care have left councils struggling to meet community needs. The LGA’s message to the Treasury is clear: invest in councils now or risk long-term damage to public services and local economies. But will the government take action?

    The Struggles of Local Government

    Local government in England is facing a crisis of unprecedented proportions. Councils are grappling with chronic underfunding, which has been exacerbated by inflation alongside rising demand for essential services such as social care and homelessness support. Economic uncertainty and the lingering effects of the pandemic have only added to the pressure. The LGA’s submission to the Spending Review paints a stark picture of the challenges faced by local authorities:

    • Chronic Underfunding: Councils have seen significant cuts to their budgets over the past decade, leaving them with insufficient resources to meet growing demands.
    • Rising Demand: The need for essential services, particularly in social care and homelessness, has surged, putting additional strain on already stretched resources.
    • Economic Uncertainty: The economic fallout from Brexit and the pandemic has created an uncertain financial environment, making it difficult for councils to plan and invest in long-term projects.

    The LGA’s Call to Action

    In its submission, the LGA has outlined several key areas where increased investment is crucial:

    • Long-Term Financial Stability: Sustainable funding settlements are needed to ensure councils can continue delivering essential services such as waste collection, planning, and public health.
    • Public Sector Reform: Local authorities should be at the heart of public sector transformation, delivering better, more cost-effective services.
    • Investment in Digital Innovation: Harnessing technology can improve efficiency, make services more accessible, and reduce administrative burdens.
    • Adult Social Care Funding: Proper funding for social care would support those in need and relieve pressure on the NHS.
    • Driving Local Economic Growth: Councils are vital for economic regeneration, infrastructure development, and transport improvements.
    • Accelerating Net Zero Goals: Local authorities are well-placed to lead on green initiatives, from sustainable energy projects to climate adaptation strategies.
    • Community Safety and Social Cohesion: Councils play a crucial role in preventing crime, reducing reoffending, and supporting community resilience.

    The Big Question: Will the Government Deliver?

    The LGA’s submission presents a compelling case for increased investment, but the government faces significant financial challenges:

    • Economic Constraints: Public finances are under immense pressure, and any new spending must be carefully justified.
    • Competing Priorities: Ministers must balance urgent demands from the NHS, defence, housing, and education.
    • Local vs. Central Tensions: The UK remains one of the most centralised countries in Europe, and successive governments have been reluctant to devolve significant fiscal powers to councils.

    Balancing Reform with Realism

    While the LGA’s proposals are well-founded, the government must make difficult choices. Key considerations include:

    • Incremental vs. Radical Change: Will ministers take a cautious approach, offering targeted funding, or commit to a long-term financial overhaul?
    • Fiscal Devolution: Are we moving toward a model where councils have more control over taxation and spending, or will Westminster retain the reins?
    • Public Expectations: Councils are the frontline of service delivery. Continued underfunding will lead to public dissatisfaction with local services, with political consequences.

    What Happens Next?

    The LGA has laid out its case, but the response from the Treasury remains to be seen. As we move through the Spending Review process, key questions remain:

    • What will the multi-year settlement look like? Will it provide councils with the stability they need?
    • What will the devolution agenda bring? Will fiscal devolution be on the table, allowing local authorities to raise and control more of their own funds?
    • How will local government funding fit within broader economic and social priorities?

    Final Thoughts

    The stakes are high. Without investment, councils will continue to struggle to maintain essential services, let alone drive the transformation the government seeks. At the same time, ministers must balance these demands against a backdrop of economic uncertainty and competing priorities.

    By Craig Cheney, Managing Partner, Cambridge Management Consulting

    For more details, you can read the LGA’s submission here.

  • Making Devolution Work

    Making Devolution Work

    The UK’s Devolution White Paper represents a significant milestone in the evolution of local governance. By transferring greater powers and funding to regions, devolution has the potential to rebalance the economy, drive local innovation, and improve public services in ways that reflect regional needs. However, while the policy direction is clear, ensuring that devolution delivers on its promise will require focus, leadership, and a commitment to making it work in practice.

    The opportunity ahead is immense. With both new Combined Strategic Authorities (CSAs) and new Unitary Authorities (UAs) set to emerge, the challenge is not just about establishing new structures but about delivering real outcomes for people, businesses, and communities. To do this, leaders must prioritise three key areas: getting early decisions right, establishing strong partnerships, and moving beyond governance to delivery.

    The First 100 Days: Setting a Clear Direction

    For newly devolved regions, the early months are crucial. The way new Combined Authorities and Unitary Authorities establish themselves will determine their credibility and effectiveness in the years to come. Experience from existing devolution settlements suggests that success depends on:

    • A strong, unified vision that aligns political, business, and community interests.
    • Early investment in strategic priorities such as transport, skills, and business support.
    • Clear governance and decision-making structures that enable action rather than bureaucracy.

    For new Combined Strategic Authorities, which will bring together multiple local councils under a regional governance model, the key challenge will be to establish strong relationships between constituent authorities and ensure that devolution delivers meaningful economic and social benefits. These authorities must act as catalysts for regional growth, shaping investment strategies and infrastructure development.

    Meanwhile, new Unitary Authorities, which will replace existing two-tier local government structures in some areas, face a different challenge: ensuring a smooth transition from district and county councils while maintaining service delivery. Early decisions on financial sustainability, workforce integration, and community engagement will be critical to their success.

    When these new authorities get these fundamentals right, they build public confidence, attract investment, and demonstrate the real benefits of devolution. The alternative—slow decision-making, fragmented priorities, or uncertainty—risks undermining the potential benefits before they can be realised.

    Beyond Structures: Delivering Growth and Public Value

    For devolution to succeed, it must be measured not by the governance arrangements it creates but by the impact it delivers. At its best, devolution can:

    • Support economic rebalancing – allowing regions to shape their own growth strategies and attract investment tailored to local strengths.
    • Improve public services – integrating health, transport, and housing policies in ways that work for local communities.
    • Drive innovation and sustainability – empowering regions to lead on green growth, digital transformation, and new models of service delivery.

    However, turning these ambitions into reality requires expertise, collaboration, and a focus on delivery. It is essential to recognise that devolution is not a one-size-fits-all solution.

    Challenges and Pitfalls to Avoid

    Devolution must be tailored to local needs rather than driven by central government’s preferred model. As Cllr John Merry, Chair of Key Cities and Deputy Mayor of Salford, has noted, the government’s current approach to devolution, which often emphasises large unitary authorities as a prerequisite for greater powers, does not suit all areas. While a move towards larger authorities may improve efficiency in some regions, it risks overlooking the distinct economic and social needs of smaller urban areas. Local leaders must be actively involved in shaping devolution settlements to ensure they work in practice, not just on paper.

    Similarly, the County Councils Network (CCN) has warned that while local government reorganisation may be necessary in some areas to unlock more ambitious devolution deals, it must be evidence-based. They have raised concerns that breaking up county councils into smaller unitary authorities could create structures that lack the scale to drive economic growth or deliver major infrastructure projects effectively. This highlights the need for carefully considered and locally led approaches to reform.

    Another critical risk is funding uncertainty. Many local leaders have welcomed devolution in principle but remain concerned that new authorities will be given responsibility without the long-term financial certainty needed to deliver real change. Without multi-year funding settlements and greater fiscal autonomy, there is a danger that new authorities will find themselves constrained by short-term financial pressures rather than empowered to drive transformation.

    The National Opportunity

    While much of the focus has been on how local areas can use devolution to their advantage, the opportunity is equally significant for the UK as a whole. A successful devolution agenda would mean:

    • A stronger, more balanced economy where growth is not concentrated in London and the South East but driven by thriving regional economies.
    • A more responsive state, with policies shaped closer to the people and businesses they affect.
    • Greater trust in government, as local leaders demonstrate the ability to deliver tangible improvements.

    The next phase of devolution must be a shared national effort—where central government, regional leaders, businesses, and communities work together to ensure that this is not just a shift in structures but a real shift in power, funding, and impact.

    The UK stands at a crossroads. If devolution is done well, it has the potential to unlock one of the most significant economic and social transformations in a generation. The question is whether we will seize this opportunity or allow it to become another layer of bureaucracy. The choice, and the challenge, lies ahead.