Think Tank of the Year finalist: NLGN

It is extremely rare for local government finance to form the centrepiece of a Chancellor’s speech to their Party Conference. It must be almost unheard of for this to be at the heart of the first such speech given following an unexpected victory in a General Election. But George Osborne did just this in Manchester this September.

This shows how devolution has risen up the political agenda – something NLGN have been proud to drive. As we enter our twentieth year, our agenda has never been more relevant nor our influence over the debate more important.

NLGN methods are a hybrid of traditional research, disruptive thinking and “hacking” problems with practitioners, politicians and experts. These produce the best on the future of local public services across the piece.

Over the judging period, NLGN have released eight substantial research reports. In addition we have released two essay collections designed to influence manifestos of the Conservative and Labour Parties. We held 55 events – from conferences and hack days to seminars and dinners – and produced nine written event reports, extending the debates from our seminar rooms into the wider public discourse. Details of a few are produced below.

The Council and the Common: Local government in 2020

Austerity will change the shape of local government permanently. We will all find ourselves doing different things in very different ways in the future. This paper provides a snapshot of how councils are preparing for the future. Based on interviews with senior officials from across the country, it provides a high level overview of how a number of authorities are managing their cuts, an assessment of what local government will look like as a result and a discussion of the steps councils will need to take to secure a decent future.

How do we avoid a future of private affluence and public squalor? NLGN Director Simon Parker outlines a “commons” approach that could be local government’s best future approach.

Smart Budgeting: Integrating financial and strategic planning for outcomes

The age of salami slicing is over. As councils are increasingly focused not on outputs but outcomes, traditional incremental budgeting – which reflects the siloes that were built up in the 20th century – no longer properly reflects the strategies and needs of councils and local residents.

In this highly influential report, NLGN argues that councils should instead adopt “smarter” approaches to budgeting which make sure the strategic value of every pound goes towards meeting outcomes. They should no longer simply follow the patterns of past spending based on previous spending in individual departmental siloes.

During the research we found that over 80% of the councils surveyed were open to new approaches to budgeting and around half thought using a different budget process would improve outcomes for their communities. Since the report was published, demand for assistance in developing new approaches to budgeting have been extremely high.

Demystifying Data: The data revolution and what it means for Local Government

If councils fail to understand and harness the power of data they risk making themselves irrelevant to their citizens.

Data is at the heart of the better running of all modern public services but councils are not yet taking full advantage of the data assets they hold or of the information it could give them if used properly. Demystifying Data sets out the challenge local authorities face in learning to properly utilise local data, but equally sets out the vast scale of the opportunities doing so affords them.

Properly understood, data will help local authorities to make huge savings as they are able to target their services much more effectively. But they will also be able to use this data to bring inward investment and put themselves at the centre of the data driven economy.

In the paper, NLGN argue that data is not just a financial asset, but equally that it is the key that unlocks council’s ability to fully integrate and transform the services they offer local people to truly develop the full potential of their places.

Fire Works: A collaborative way forward for the Fire and Rescue Service

The fire and rescue service are a victim of their own success. As they have reduced fire incidents by 40% the number of firefighters has only fallen by 6%. When large scale incidents happen, we still need just as many firefighters as ever, but how do they justify their continued size on a permanent, sustainable basis?

NLGN argue they must reinvent themselves as a health and wellbeing service to survive the challenges of budget cuts. By adopting this radical new role, the fire service can help to support the NHS in keeping people out of hospital.

NLGN argues that the law should be changed to give the fire and rescue service a formal role in helping older people to live independently and reducing attendance at A&E. They can also work with young people to reduce risky lifestyle choices.

The fire service has a uniquely trusted brand and the ability to reach vulnerable communities and access their homes and lives. By expanding their remit NLGN believes that more vulnerable people can be reached earlier and pressure can be taken off the cash-strapped health and social care services.

Conclusion

Over the last year NLGN has examined areas like those above and others as diverse as the future of Two tier government, children’s services, The NHS, municipal bonds, housing associations, skills, entrepreneurial councils, mental health services and the Low Carbon economy.

We continue to focus on what matters to places and the Partners within them. Future work includes a commission on the future of the NHS, A gaming project discussing the future of VCS commissioning, and a project looking at the social value of capital investment.

We will continue to champion local government just as we continue to develop a radically different, devolved and empowered future for local places.