Title

WHITEHALL

Three elements will be important for mission-driven government

Jess Studdert sets out the three aspects that will be crucial if mission-driven government is to be a success, and she says a shift in governing mindset will be as important as new structures.

Counter-intuitively, General Election campaigns are not the best environments for addressing serious matters of statecraft – our political leaders are too busy trying to keep Ming vases aloft and avoiding ‘gotcha' moments.

Yet one concept has broken through: ‘mission-driven' government. It's one we will be hearing more of if, as polls suggest, Labour forms the next Government.

We first heard of ‘missions' in the current Government's Levelling Up White Paper, which outlined 12 of them. They were each framed closely to the metric that would measure their progress, such as primary school achievement rates rising.

The Labour Party's definition is more expansive – with five core missions each relating to a cross-cutting, long-term outcome: growth, clean energy, street safety, opportunity and the NHS. Reports suggest they could be accompanied by a shake-up at Whitehall where new mission boards would corral cross-departmental working and break down silos, overseen directly by the Prime Minister.

This focus on the how, not just the what, of governing is significant – especially in the context of our uniquely centralised state.

Three elements will be important for mission-driven government to make an impact. First, cross-departmental coordination must be underpinned by clear accountability and funding flows which mirror objectives. Otherwise, a new layer will coexist with others working business as usual, risking more complexity.

Second, how missions interface with local governments and public services in places is crucial. Will they just boil down to a series of service-based performance targets, or will they create space for partners to collaborate in new ways around shared goals?

Third, just as important as new structures will be a shift in governing mindset. This would recognise the limits of micro-managing the country from Whitehall, and the value of mobilising communities and places around core missions, so they all achieve their full potential.

Jessica Studdert is interim chief executive at New Local

X – @jesstud

WHITEHALL

Poverty costs us all - so we all need to act

By Matthew Oakley | 15 September 2025

Tackling UK poverty requires cross-societal action, local government leadership, and a new social contract, with coordinated efforts to improve housing, well...

WHITEHALL

Start as you mean to go on

By Dawn Plimmer | 15 September 2025

Best Start in Life Plans could be a once in generation opportunity, argues Dawn Plimmer of Collaborate CIC

WHITEHALL

Will devolution deliver on health and growth?

By Mariah Kelly | 12 September 2025

The Government must use the English Devolution Bill to set the framework required for Strategic Authorities to fulfil their role in improving the nation’s he...

WHITEHALL

Going beyond the job description

By Matt Jones | 11 September 2025

Matt Jones takes a look at the strategic value of interim leaders in local government

Jessica Studdert

Popular articles by Jessica Studdert