This document summarizes a presentation on local council reputation and leadership given at the Norfolk Summer Conference in 2010. It discusses the importance of reputation for local councils, challenges they face in public perception, and strategies for improving reputation through effective communication and demonstrating value for money. Local councils represent about a third of the English population and their reputation matters as they are entrusted with public funds and a role in local democracy.

1. Norfolk Summer Conference 13 July 2010 Reputation and leadership (and elections!) Justin Griggs Head of Policy and Development National Association of Local Councils

2. The political context New Coalition Government New ministers New policies: Big Society & localism Developments in the new unitary counties New councils Delivering commitment into action

3. The Queen’s Speech Local Government Bill to reverse current legislation to introduce unitary authorities in Norfolk, Suffolk and Devon a Decentralisation and Communities Bill to introduce greater devolution to communities and a wholesale Review of Local Government Finance

4. secure policy commitments from CLG and DEFRA in line with our policy objectives secure new national programmes, with funding, from CLG and/or DEFRA, to support Government policy initiatives for local communities secure some ‘top sliced’ resources currently allocated to principal authorities The political context

5. Big Society & localism Community regeneration Devolution (planning? transport?) Role of local councils Funding and the economic climate Government proposals

6. Power to the People Secretary of State New councils Community groups CLG/DEFRA Ministerial meetings Campaigns – Localism in action, Power to the People, Local democracy Manifesto Our Actions

7. recognise local councils as the grass-roots of our democracy recognise local councils in legislation, statutory guidance and policy ensure local councils have representation on regional and county level strategic bodies establish local councils throughout England, in urban as well as rural areas Manifesto on the future of local councils

8. principal authorities to work with local councils to provide efficient and economic services local councils are statutory consultees on all matters affecting their area new concordat between the local council sector and Government, and the LGA local councils to make use of the power of well being/general competence Manifesto

9. Invest funding to increase the capacity and effectiveness of local councils Reform outdated legislation to allow local councils to operate more efficiently Introduce a volunteering programme for 11-16 year olds with local councils, including shadowing, as part of the citizenship curriculum Manifesto

10. 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

11. But you’re all experts in leadership anyway….. … ..especially community leadership … ..but what about reputation?

12. 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 Reputation can be considered as a component of the identity as defined by others Reputation is 'the result of what you do, what you say, and what other people say about you' Source - Wikipedia Source - Wikipedia

13. So why does reputation matter?

14. Some stats, facts and stuff

15. There are around 9000 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 … ..

16. 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

17. The cross party view of local councils….. An established and valued form of local democracy and management Increasing role in urban areas Build on the existing local council structure Improve its capacity to deliver better services and represent the community’s interests Existing powers strengthened with new powers Partnership working and delegating additional services, budgets and decisions to a local council … ..BUT……….

18. … ..there are challenges if this is what people think about local government?

19. 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

20. 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

21. How often do the following tell the truth….. … ..24% for MPs, 28% for local councillors , 14% for politicians generally and 15 % for Government ministers

22. 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

23. 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

24. the drivers of resident satisfaction with councils There is practically no relationship between resident satisfaction with services and resident satisfaction with the council Council tax levels have no correlation with overall satisfaction, and the same is true of council tax hikes Source – LGA analysis of BVPI data

25. ‘ 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 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 Source – LGA analysis of BVPI data

26. “ 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. Of course, it is important to have something good to communicate about.

27. “ But effective communications can help to challenge inaccurate stereotypes of local councils, as well as improving residents familiarity and engagement with the local council.” Source – MORI, November 2002

28. What can be done to tackle this?

29. Reputation and communication core actions Manage the media effectively to promote and defend the council

30. Reputation and communication core actions Provide an A-Z guide to council services

31. Reputation and communication core actions Publish a regular council magazine or newspaper to inform residents

32. Reputation and communication core actions Ensure the council brand is consistently linked to services

33. Reputation and communication core actions Good internal communications – make sure staff and members are well informed

34. “ Leadership is practiced not so much in words as in attitudes and actions” - Harold Geneen

35. “ The key to successful leadership today is influence, not authority” - Ken Blanchard

36. The new landscape?? Local councils working with community groups and other partners to: understand viability of local assets and service provision enhance and sustain facilities and services (step change from traditional to new services) organise the precept to maximise community finance represent the collective needs and opportunities in dealing with statutory bodies acting as the guardians of a sustainable community-led plan Greater confidence to use powers, particularly new well being power Developing and protecting reputation Use precept to meet community need and support community leadership role

37. Is our reputation that bad? What do you do to improve your reputation? Next year’s elections - what do we need to do promote democracy – by councils, by CALC, by SLCC, by NALC?? Let’s get talking………. ……..table discussions

38. www.nalc.gov.uk [email_address] www.nalcjustin.wordpress.com Follow me on Twitter…@JustinGriggs Further information and stuff: