Reputation And Leadership Leadership Academy 17.09.09 Slideshare Copy
Leadership Academy 17.09.09 Reputation and leadership Justin Griggs Head of Policy and Development National Association of Local Councils
Community leadership is about local councils, both councillors and officers, enabling local communities to steer their own future It promotes a partnership of shared commitment to promote a shared vision for the locality It is not traditional, top-down leadership, but involves councillors and officers using all the tools at their disposal to engage communities in making their own difference
But you all now know a lot about leadership anyway….. <ul><li>… ..especially community leadership </li></ul>… ..but what about reputation?
Reputation is the opinion (more technically, a social evaluation) of the public toward a person, a group of people, or an organisation. It is an important factor in many fields, such as education, business, online communities or social status <ul><li>Reputation can be considered as a component of the identity as defined by others </li></ul>Reputation is 'the result of what you do, what you say, and what other people say about you' Source - Wikipedia
Some stats, facts and stuff (like clips and music!)
There are around 8500 local (parish and town) councils in England….. … .spending over £500m of public money There are 80,000 local councillors , some elected but many co-opted ….. … ..representing around 16m people in England, about 1/3 of the population
The local council sector is very diverse , the smallest councils represent under 100 people, the largest over 80,000 Over 200 new local councils have created in the last 10 years, mostly in suburban/urban areas and towns We have a legal structure, but with powers (and duties) to represent the local community, delivering services to meet local needs and improve local quality of life
The cross party view of local councils….. <ul><li>An established and valued form of local democracy and management </li></ul><ul><li>Increasing role in urban areas </li></ul><ul><li>Build on the existing local council structure </li></ul><ul><li>Improve its capacity to deliver better services and represent the community’s interests </li></ul><ul><li>Existing powers strengthened with new powers </li></ul><ul><li>Partnership working and delegating additional services, budgets and decisions to a local council </li></ul>… ..BUT IS IT REALLY??
… ..If this is what people think about local government?
80% of the population are satisfied with their local area as a place to live….. … .and 59% felt that they belong to their immediate neighbourhood But only 33% of agreed or strongly agreed that their local council provided value for money….. … ..with only 45% of people satisfied with the way their local runs things Source – Place Survey 2008
29% of local people felt they could influence decisions in their local area….. … ..a figure noticeably higher in London with just over a third at 35% In last 12 months, 14 % of population had been involved in local-decision making (member of a committee or groups relating to local services, education or standing as a councillor….. … ..but only 27% of people would like to be more involved in local decision- making Source – Place Survey 2008
How often do the following tell the truth….. … ..24% for MPs, 28% for local councillors , 14% for politicians generally and 15 % for Government ministers
What about behaviours exhibited by councillors….. … .. they treat people with respect (42%), they work in interests of the neighbourhood (34%), they use their power for personal gain (32%) Source – SfE July 2009
Top three expected behaviours ….. … ..make sure that public money is used wisely … ..be in touch with what the general public thinks is important … ..work in the interests of the neighbourhood Source – SfE July 2009
the drivers of resident satisfaction with councils <ul><li>There is practically no relationship between resident satisfaction with services and resident satisfaction with the council </li></ul><ul><li>Council tax levels have no correlation with overall satisfaction, and the same is true of council tax hikes </li></ul><ul><li>Source – LGA analysis of BVPI data </li></ul>
<ul><li>‘ Perceived value for money’ has the strongest correlation with overall satisfaction. Councils whose residents feel they get good VFM are the most popular, those who score badly on VFM the least popular </li></ul><ul><li>The strongest driver of perceived ‘value for money’ – and the primary driver of resident satisfaction with councils – is effective information about council services. Councils whose residents feel well informed about services are the most popular and vice versa </li></ul><ul><li>Source – LGA analysis of BVPI data </li></ul>
<ul><li>“ Councils who prioritise communications, and tell local people about the benefits and services they provide, are likely to reap the benefits of higher overall satisfaction ratings. </li></ul><ul><li>Of course, it is important to have something good to communicate about. </li></ul>
<ul><li>“ But effective communications can help to challenge inaccurate stereotypes of local councils, as well as improving residents familiarity and engagement with the local council.” </li></ul><ul><li>Source – MORI, November 2002 </li></ul>
Reputation and communication core actions Manage the media effectively to promote and defend the council
Reputation and communication core actions Provide an A-Z guide to council services
Reputation and communication core actions Publish a regular council magazine or newspaper to inform residents
Reputation and communication core actions Ensure the council brand is consistently linked to services
Reputation and communication core actions Good internal communications – make sure staff and members are well informed
The new landscape?? <ul><li>Local councils working with community groups and other partners to: </li></ul><ul><li>understand viability of local assets and service provision </li></ul><ul><li>enhance and sustain facilities and services (step change from traditional to new services) </li></ul><ul><li>organise the precept to maximise community finance </li></ul><ul><li>represent the collective needs and opportunities in dealing with statutory bodies </li></ul><ul><li>acting as the guardians of a sustainable community-led plan </li></ul><ul><li>Greater confidence to use powers, particularly new well being power </li></ul><ul><li>Developing and protecting reputation </li></ul><ul><li>Use precept to meet community need and support community leadership role </li></ul>
“ Leadership is practiced not so much in words as in attitudes and actions” - Harold Geneen
<ul><li>“ The key to successful leadership today is influence, not authority” - Ken Blanchard </li></ul>
www.nalc.gov.uk [email_address] www.nalcjustin.wordpress.com Follow me on Twitter…@JustinGriggs Further information and stuff:
… ..table discussions and feedback: Is our reputation that bad? Let’s get talking…..