With many areas, like my own, working their way through Local Government Reorganisation (LGR), whether as part of the Devolution Priority Programme or not, and also balancing wider public service reforms to our partners, especially in the NHS, the issue of what becomes of both the focus upon, and attention to, ‘place' in the new landscape of public service that we are heading towards becomes ever more important.

For local government, irrespective of the size, shape, or type of authority, place is at the heart of our role. We work with people and communities; we respond to need and seek to achieve improved quality of life and outcomes for the residents we serve. We also seek to ensure that places have futures that are better, built upon the distinct identities and heritage of areas to create the economic, social and environmental outcomes that will support people, of all ages, to live well. We also do this in an increasingly complex web of partnerships and joint working which at times can become the focus, rather than delivering improved outcomes for people.

In those parts of the country that don't currently have the benefit of a Mayoral Combined Authority, which will ultimately become a Mayoral Strategic Authority (MSA), this isn't something to fear; it's to be embraced. MSAs will give a focal point for economic growth, infrastructure investment and locally driven public service reform, with the ability to require support from Government departments in a way we've previously been able to only do through specific and often arduous bidding processes. MSAs have the potential to become the real force multipliers for place and of place by being rooted locally, but also by having a national voice in the Council of Nations and Regions and with a level of access to ministers, to the Treasury and other Government departments that was previously the domain of a select few.

So, as many of us think about the role of MSAs, or the reform of council structures from two tier to single tier unitary councils, it's more important than ever that place, place shaping and building futures with communities are central to what we do and how we design councils fit for the future, not just as organisations, but as the convenors of place and the holders of democratic leadership responsibilities for our places.

Helpfully, the importance of place has been recognised by the Government in issuing the invitation for two tier areas to submit proposals for LGR. The fact that economic footprints, travel to work areas and, importantly, local identity matter as much as financial sustainability and service integration in these new unitary councils is helpful.  The more recent proposals about expecting new unitary councils to have area neighbourhood committees is also an attempt, in my view, to recognise the importance of place, of locality and of communities being rooted in these new councils. I might not agree with the effectiveness of committees to genuinely enable working alongside and with communities, but the direction of travel and intent is an important signal. The additional emphasis Government has given to the benefit of conterminous footprints for local public services has also been a genuine recommitment to dare I say, Total Place, which should be welcome.   

However, the reforms of the NHS need to equally commit anew to place-based working, rather than simply reshaping ICBs in artificial clusters and forms that don't align with local communities. If the three shifts that Lord Darzi's review spoke about, and the expected 10 Year Plan is anticipated to reinforce, then I'm optimistic that the NHS will also pivot towards place in a way that hasn't been seen for a generation. A focus on prevention and neighbourhood health management will be essential for place-based working, improved outcomes and is exactly where new unitary authorities need to be as well.

Of course, achieving real place-based outcomes, approaches and reform is, at its heart about relationships, power dynamics and forging new ways of working.  LGR might be about structural change at one level, but the real opportunity has to be the prize of securing behavioural change, resetting the role of public services in place and working for a place, together with businesses, with the community and voluntary sector, but - perhaps most importantly - directly with, and led by, people is one we should not miss. Yes, LGR is a process of change, but losing sight of why we need to change, who we need to change for, and resetting place at the heart of future councils and public services would be the greatest example of hitting the target but missing the point. So, long live place - let's embrace the opportunity of reform to really put place to the forefront of all that we do.

 

Dr Stephen Moir, Chief Executive, Cambridgeshire County Council

 

This article was taken from Solace's The Power of Place report, published today [JUNE 30]. Click this link to read the report.