For example, the South East waste agenda is being addressed, and a novel care-funding calculator developed. London is engaged on projects ranging from London energy to tackling unemployment and social housing.
The West Midlands has developed a procurement hub, and the North West has brought together public and private sector agencies to ensure a more strategic use of resources.
In the North East, considerable support has been given to the local government review in Durham and Northumberland.
In the East of England, a tool kit, Aspire2perform, has been developed for LSPs and LAAs. Comprehensive support for councils in difficulty is in place, and support for LGR in Bedfordshire, Norfolk and Suffolk has been delivered, together with cross-regional support around planning capacity for growth areas.
If we are serious about sector-led delivery and wish to demonstrate to Whitehall that we are not only willing but able to deliver against the localism agenda, then it is critical that we make these regional partnerships work, because we may not get another chance.
However, we face two key challenges:
Regional government is not the most popular concept around, and there is a strong case for greater devolution of powers – and resources – back to local government. But, while we have regional bodies, we need to make them work for us.
There's plenty of evidence that real innovation is taking place within the sector, and we can justify continued support from CLG. But RIEPs will need to demonstrate clear, added value, and that efficiencies have taken place well beyond what would have happened anyway. An ongoing dialogue with CLG around delivery of some of Whitehall's priority outcomes is also a key success factor. If the Government is intent on implementing a particular policy, be it reducing the fear of crime, tackling obesity or reducing levels of teenage pregnancy, then local government is not only better equipped to deliver, but we understand our communities in a way central government never will. Therefore, we have a golden opportunity to leverage both delivery and consequential resources out of Whitehall for programmes which sit very comfortably with our own key roles as local service-providers and community champions.
No longer can local government say that the status quo is an option. Councillors don't stand to run finance, procurement, payroll or HR per se. They were elected to see more effective social care, improved education and pot holes filled. Shared common functions means more cash for frontline services.
The debate needs to be around the role that RIEPs can or should play in transformation – providing that catalyst for change and provoking debate within the sector around joined-up services and shared resources.
If, at the end of the three-year funding regime for RIEPs, local government is minded to provide continued support for a broader regional improvement and efficiency partnership, then it will be because it sees real value emerging from the work we are doing right now.
Richard Stay is chairman of Improvement East, and deputy leader at Bedfordshire CC
