A 'reset' in the relationship between central and local government can improve policy implementation. As part of our Prioritising Public Services series, Hannah Sampson explores how bridge-builders can help create the conditions for successful joint working.
Collaboration between central and local government is not a new concept. In fact, it may be stating the obvious to say that central government needs to work with local government to successfully deliver public programmes and improve people's lives.
But if it is obvious, why doesn't it always happen?
As an ex-civil servant, working across five different departments, I often saw the transition from policy to practice fall just that bit short. A policy or programme discussion in Whitehall that would require implementation by local government, would often take place with limited understanding or experience amongst those in the room about the reality of local government and what delivery of the programme would look like in practice. What works on paper, does not always succeed in the real world.
It's important to say this is nobody's fault. Despite the best intentions to collaborate and to work together effectively, the division of responsibilities between central and local government has created a gap. It's the differences in the culture, decision-making processes and skillset that make it hard to do what is obvious.
So the question is, how can central and local government reset their relationship to ensure genuine collaboration and successful delivery of public programmes?
From my experience working at Mutual Ventures, seeing central government programmes delivered at local government level, collaboration is enhanced where a 'bridge-builder' role is embedded within programme design. The bridge-builder is focussed on fostering trust and understanding across a programme, to help both parts of government empathise, understand and overcome each other's differences and ultimately work better together.
When bridge building roles are focussed on building relationships across all parts of a programme, they are able to act as translators, facilitators and critical friends to support programme delivery and collaboration at all levels.
So how can these bridge-building help create an environment conducive to successful collaboration?
As translators
Translating policies or manifesto pledges into reality is a difficult business. All central government programmes will have policy aims, outcomes and a vision. The challenge for local government is delivering those policy objectives, whilst balancing day-to-day delivery and obligations to their local communities.
Bridge builders play a crucial role as translators in this process, helping each side understand each other’s perspective and language. They can support local government in understanding and implementing central government’s vision, ensuring that national goals are adapted to fit the local context and strategic vision while keeping the programme on track. Simultaneously, bridge builders can help central government comprehend the practical realities and constraints faced by local government as they deliver the programme. Ultimately, the bridge-building role can help ‘connect the dots’ and translate central government vision into a reality, and making sure it works well for both sides.
As facilitators
Bridge-builders can create the space for local authorities to air any issues and for these to be mediated. By understanding and recognising the different starting points, bridge-builders can facilitate the necessary two-way communication. Here, the bridge-builder’s knowledge of both sides is key, and allows them to empathise with the budgetary, financial and political pressures of both central and local government. As an independent intermediary, they can facilitate often challenging conversations to find compromise between two different perspectives, helping smooth the path for effective programme implementation. When done well, it can lead to continual programme improvement, with central government constructively considering and integrating local feedback.
As critical friends
Focused on fostering strong relationships, bridge-builders can act as critical friends to help those involved in a programme overcome challenges, push boundaries and innovate. As a critical friend, they can offer both challenge and support tailored to individual needs. Whilst bridge builders are not the experts in the policy area, they can ask the right questions, providing space needed to think outside the box and improve programme delivery. By supporting central government to embed flexibility and local government to test different approaches, both sides can learn from their successes and failures, and programmes can continually improve and evolve.
A new government in Westminster brings with it many opportunities. One opportunity that should not be missed is the utilisation of relationship-focused bridge-builders. Whether that be to act as a translator, facilitator or critical friend, embedding this role in programme delivery can foster an environment and culture conducive to successful collaboration. Ultimately, this ensures that government programmes achieve their intended impact, driving positive change and improving the quality of lives in local communities across the country.
If you want to hear more about Mutual Ventures’ experience and approach to bridge-building, please get in touch with us at hannah.sampson@mutualventures.co.uk.
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