Transformational change is front and foremost of future local authority service delivery.
Civica brought together a group of pioneering leaders to discuss what the local authority would look like by 2025 and paint a picture of the changing citizen. They not only looked at the demands of the citizen and the role of the local authority but also at what the council of the future’s business models, partnerships, technology, senior management and culture will be like.
The report discusses the cultural and behavioural changes required in order to successfully implement new business models and partnerships for change. It reviews the implications these changes will have and proposes a maturity model that should be considered to meet the behaviours of citizens and the demands and needs of authorities over the coming years.
We need to make the space, time and resources to innovate and test the ‘new’ model of the future. This requires a loosening of the apron strings from central government and the freedom to make change and be transparent about our goals and progress. This will require the right leadership that is willing to be bold and not shy away from the risk of failure.
Kim Ryley, Chair at SOLACE in Business
The changing landscape for local government
A new working model to deliver integrated services in the run-up to 2025 and beyond
- Kim Ryley, Former Chief Executive, Hull City Council and Shropshire Council and Chair at SOLACE in Business
- Vic Allison, Deputy Managing Director, Wychavon District Council
- Jack Hegarty, Managing Director, Wychavon District Council and Chief Executive of Malvern Hills District Council
- Julian Wain, Consultant and Interim Former Chief Executive, Gloucester City Council
- Graham Cook, Consultant and Former Deputy Chief Executive, Reigate and Banstead Borough Council
- Gerard Doyle, Managing Director, Canons Associates Ltd
- Steve Shakespeare, Managing Director, Civica
- Paul Bradbury, Group Business Development Director, Civica
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The commercial imperative
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