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![1. How do we help communities become
more resilient?
• With a vicious cycle between ever increasing demand and ever reduced spend, councils need to
manage the balance between creating opportunities for all and focusing on those most in need.
• London is one of the places where there are the greatest challenges to live decently. Despite
successes in reducing poverty, still inequalities for people on low incomes, with cost of living &
welfare reform. Despite helping people with complex needs live longer, increasing demand for older
people with long term conditions & young people with learning disabilities.
• London is also one of the places where there are the greatest opportunities to thrive, with not just
leading universities, global companies but also innovative startups that tackle social needs
• In London, very different people & communities living side by side, living different lifestyles, with
different needs & opportunities at different moments in their life but also wanting different things –
greater protection or opportunity and often both.
Priorities
1. Need to prioritise support for residents by level of need, their ability to be self-reliant and
embrace change
2. Support staff to work with residents to understand what they can do to for themselves and what
can help them do that [Systems Thinking Programme / Buurtzog / Transformed by You]
3. Support people to look after themselves and each other (Centre for Independent Living and Open
Works]](https://image.slidesharecdn.com/challengesopportunities-180615155011/85/Challenges-Opportunities-2-320.jpg)
![2. How do we attract investment to become
financially self-sufficient by 2020?
• Impact of spending reductions for council & other public services, deliverability of savings & unsustainability of finances
• Fair Funding Review – new formula which could place LDN/Camden at risk, deprivation, cost to deliver, growing, changing &
ageing population, day time economy
• Changes in demand, income (CT/BR), capital delivery [lower housing completions] & legislation (homelessness act, social
housing & social care green papers, London Plan, Healthy Streets) as well as greater devolution (employment & skills) and
integration (health & social care)
• Potential impacts of Brexit and other issues on long term planning (i.e. work by Camden on HS2)
Opportunities
• Ideal location for high-growth sectors & universities (Camden Knowledge Quarter & Lambeth University Programme)
• High demand sectors also high growth sectors [Social Care & Young Lambeth Coop SIB]
• Impact of new economy on jobs/skills & mobility, in particular in heart of city (STEAM Commission)
Priorities
• Attract investment to develop infrastructure to adapt neighbourhoods to how people want to work & live
• Develop new business models that invest in the place & keep it local (Camden Living/Community Investment Fund building
homes itself, re-investing in schools, community & employment and Neighbourhood Offer)](https://image.slidesharecdn.com/challengesopportunities-180615155011/85/Challenges-Opportunities-3-320.jpg)
![3. How do we influence & respond to
change amidst increasing uncertainty?
• In addition to this, there is increasing uncertainty about the political, economic and social challenges to
come and how to become self-sufficient by 2020, as well as the continuously changing context in how
people work, live & consume.
• As a result, councils will therefore need to be responsive to change. They will need to support their staff,
partners and communities to cope with and take advantage of that change with the new skills & ways of
working that requires.
• They will need to evolve from being a democratic leader, commissioner & service provider to focus more
on steering the system towards collective investment & impact.
• How do we better understand changing needs (Grenfell) & markets/provision (digital/p2p)? (Active
Citizenship/GLA/Universities)
• How do we balance efficient commissioning & delivery, commercialisation & social investment? (Commissioning Framework)
• How do we anticipate & navigate shifts in policy within & between parties? (Manifesto Implications)
Priorities
• Redesign our organisations to devolve power to staff & residents [Camden Commission, Systems Thinking &
Public Collaboration Lab and my experience through service design & co-design]
• Build movements between socio-economic players & communities around common causes of Camden 2025
[Clean Air for Camden for residents, employers & businesses, St Pancras & Somers Town Partnership as
whole systems approach to tackle obesity – Whole Systems Change]](https://image.slidesharecdn.com/challengesopportunities-180615155011/85/Challenges-Opportunities-4-320.jpg)
Uploaded byNoel Hatch
Challenges & Opportunities
Local governments face significant challenges and opportunities as they navigate economic and societal changes, calling for renewed focus on community resilience and financial self-sufficiency. Priorities include managing increasing demands with reduced spending, attracting investment, and adapting to ongoing changes in needs and services. The need for a responsive approach is emphasized, urging councils to evolve their roles and empower communities while promoting collective impact.
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Challenges & Opportunities
- 1. What are thechallenges & opportunities facing local government at the moment? Context • In an economy & society which are all undergoing significant change, you could argue that the very purpose of local government which many perceive to have 19th century structures and 20th century services is at risk. However, I would argue that there’s never been a more important time for local government to help the communities, businesses & residents it serves navigate and take advantage of this change. Challenges & opportunities • How do we help communities become more resilient? • How do we stimulate investment to become financially self-sufficient? • How do we help our organisations influence and adapt to constant change?
- 2. 1. How dowe help communities become more resilient? • With a vicious cycle between ever increasing demand and ever reduced spend, councils need to manage the balance between creating opportunities for all and focusing on those most in need. • London is one of the places where there are the greatest challenges to live decently. Despite successes in reducing poverty, still inequalities for people on low incomes, with cost of living & welfare reform. Despite helping people with complex needs live longer, increasing demand for older people with long term conditions & young people with learning disabilities. • London is also one of the places where there are the greatest opportunities to thrive, with not just leading universities, global companies but also innovative startups that tackle social needs • In London, very different people & communities living side by side, living different lifestyles, with different needs & opportunities at different moments in their life but also wanting different things – greater protection or opportunity and often both. Priorities 1. Need to prioritise support for residents by level of need, their ability to be self-reliant and embrace change 2. Support staff to work with residents to understand what they can do to for themselves and what can help them do that [Systems Thinking Programme / Buurtzog / Transformed by You] 3. Support people to look after themselves and each other (Centre for Independent Living and Open Works]
- 3. 2. How dowe attract investment to become financially self-sufficient by 2020? • Impact of spending reductions for council & other public services, deliverability of savings & unsustainability of finances • Fair Funding Review – new formula which could place LDN/Camden at risk, deprivation, cost to deliver, growing, changing & ageing population, day time economy • Changes in demand, income (CT/BR), capital delivery [lower housing completions] & legislation (homelessness act, social housing & social care green papers, London Plan, Healthy Streets) as well as greater devolution (employment & skills) and integration (health & social care) • Potential impacts of Brexit and other issues on long term planning (i.e. work by Camden on HS2) Opportunities • Ideal location for high-growth sectors & universities (Camden Knowledge Quarter & Lambeth University Programme) • High demand sectors also high growth sectors [Social Care & Young Lambeth Coop SIB] • Impact of new economy on jobs/skills & mobility, in particular in heart of city (STEAM Commission) Priorities • Attract investment to develop infrastructure to adapt neighbourhoods to how people want to work & live • Develop new business models that invest in the place & keep it local (Camden Living/Community Investment Fund building homes itself, re-investing in schools, community & employment and Neighbourhood Offer)
- 4. 3. How dowe influence & respond to change amidst increasing uncertainty? • In addition to this, there is increasing uncertainty about the political, economic and social challenges to come and how to become self-sufficient by 2020, as well as the continuously changing context in how people work, live & consume. • As a result, councils will therefore need to be responsive to change. They will need to support their staff, partners and communities to cope with and take advantage of that change with the new skills & ways of working that requires. • They will need to evolve from being a democratic leader, commissioner & service provider to focus more on steering the system towards collective investment & impact. • How do we better understand changing needs (Grenfell) & markets/provision (digital/p2p)? (Active Citizenship/GLA/Universities) • How do we balance efficient commissioning & delivery, commercialisation & social investment? (Commissioning Framework) • How do we anticipate & navigate shifts in policy within & between parties? (Manifesto Implications) Priorities • Redesign our organisations to devolve power to staff & residents [Camden Commission, Systems Thinking & Public Collaboration Lab and my experience through service design & co-design] • Build movements between socio-economic players & communities around common causes of Camden 2025 [Clean Air for Camden for residents, employers & businesses, St Pancras & Somers Town Partnership as whole systems approach to tackle obesity – Whole Systems Change]
Editor's Notes
- #2 0.45 Local government needs to continue to balance competing priorities with reducing investment. Economic growth brings opportunities but also challenges, within a context of increasing inequality & demand. Councils also need to influence & respond to change amidst increasing uncertainty. How do we manage transition between the current system that’s making it more difficult for us to be effective and the new but uncertain opportunities?
- #3 1.30 Disconnect between people wanting to do more themselves and wanting more from public services (i.e. affordable housing) Similar growth to rest of London (10%), with higher % of older people, but may slow with housing unaffordability & Brexit Particularly at specific moments in their life like going to school, leaving school, becoming a parent, or becoming old Opportunities New models of peer to peer support that encourage people to look after themselves and each other (Buurtzog & Centre for Independent Living) Communities & neighbourhoods that bring people together to drive change (Open Works & Camden) Types of people: How people look after themselves and look for support, what people want, what they consume, what motivates them, who people hold responsible, how people get along, how people use technology Increasing divide between those who can use assets and those who can’t Identities will be more influenced by the different cultures & situations people are exposed to throughout their life Services and activities will be increasingly personalised to and shaped by people, supported by ecosystems of entrepreneurs People will be increasingly drawn into pooling their resources with people like them, to save money and belong to a community Ability to use technology and increase in people moving around to work & live will affect how they can look after themselves & each other Neighbourhoods will increasingly be dominated by specific demographics and cultural trends Change in family, friendship and work structures will affect where & how people spend their free time Increase in self employment and people with multiple care responsibilities will blur boundaries between work & leisure Isolated Individuals: How to work with other services to manage demand for people at risk of multiple needs. Personalised Consumers: How to encourage people to look after themselves and each other and support them when they need it Self-Sufficient Communities: How to support their local support networks to become more resilient in helping people look after themselves. How to attract investment to develop infrastructure to help them benefit from growth. Collaborative Networks: How to cope with a very mobile and changing population. How to enable people to influence how revenue from growth benefits their local area Adapt neighbourhoods & infrastructure to new needs of how people want to work & live, while making sure they retain what makes them great Understand the culture not just of the borough overall, but of different neighbourhoods and communities to understand how to influence them and bring them together to drive change Understand their needs, motivations and opportunities for them to be more self-sufficient and able to adapt to change Understand how to support new ways of supporting people, either where people are already doing that (peer to peer support) or to facilitate its development and on developing pathways Ensure residents are not all treated the same - the way some residents use services has changed because some people want to do things for themselves and others want funding for the community rather than services delivered Acknowledge that people have different capabilities and will be in different situations at particular moments of their life Need to provide services in the manner in which residents want to receive them and to acknowledge that is different depending on who the resident is Empower them to live as independently as people Empower them to connect together to take advantage of the new economy
- #4 1.45 Mediate ways to generate income & use of assets versus impact on residents Don’t just focus on managing decline in funding, but taking advantage of the growth opportunities for the borough Changes in demand, income (CT/BR), capital delivery [lower housing completions] & legislation (homelessness act, social housing & social care green papers, social integration strategy, London Plan, Healthy Streets, GLA Environment Strategy) as well as greater devolution (employment & skills) and integration (health & social care) Set new funding baselines for the start of the new 75 per cent business rates retention scheme, from April 2020 Simplified “foundation formula” determined by a small number of key cost drivers - population, deprivation, rurality, and area costs Higher levels of deprivation (in particular with cost of living) as key driver of need, higher cost to deliver services in terms of labour market & property markets (area cost adjustment), higher growing population so need to build in future growth & potential of duplicate costs with migration between boroughs Need to develop alternative investment models (i.e. social investment) & relationships with investors (i.e. developers, social investors) Need to manage potential impacts of Brexit Uncertainty for investors & developers who may decide not to invest anymore or at least as much, resulting in potentially less housing, jobs & tax receipts Other potential impacts on reducing attractivity to London, unaffordability, congestion Not just focus on managing decline in funding, but taking advantage of the growth opportunities for the borough Need to take advantage of being an ideal location for global businesses & entrepreneurs in high-growth sectors, leading schools & universities Impact of growth on investment & inequality Impact of new economy on jobs/skills & mobility, in particular in the heart of the city and helping people develop the skills & take advantage of the opportunities How to increase revenue streams & identify commercial opportunities
- #5 1.45 Clean Air for Camden for residents - play streets & healthy school street, businesses & employers through Camden Climate Change Alliance, The St Pancras and Somers Town Partnership (SPSTP) is one example of how Camden is tackling the complex challenge of obesity A&E Zones, Local Federations or Democracies & Community Investors Attracting people to work for a sector that is perceived to have less investment and work in overly bureaucratic ways Using digital to provide personalised services and to engage residents Working in a more agile & flexible way to enable staff Better support frontline to work in a more agile way with residents to make decisions with them Help people experience & practise change together, with other staff, with residents or other partners on common causes Working with residents to help them develop solutions How to help staff navigate & cope with constant change? How do we adapt our skills & behaviours to respond to the challenges we face? Service redesign (systems thinking), Digital (automation & AI), commercial & social investment, integration with other services (health & social care) How do we anticipate & navigate shifts in policy within & between parties? How do we balance efficient commissioning & delivery (contract management/collaborative commissioning/sharing services), commercialisation & social investment? Opportunities How do we take advantage of the different centres of power in London to build coalitions that drive change? Mayor London, universities & high growth businesses?