What legacy will the rush to build houses leave for the next generation?

Ian Briggs

Many rural and semi-rural localities are struggling to cope with the increasing number of applications for potential new housing developments, a proportion of which seem to defy logic and sound planning sense when matched against local knowledge and established patterns of socialisation. On one hand it makes sense to seek stimulation to a fragile and unpredictable economy through relaxing planning mechanisms and encouraging developers to build and meet the known housing gap. But on the other hand some decisions to allow the building of new homes on land and in localities that is less than ideal will certainly bring further complex problems to address in the future.

Although the rate of new build properties between 2009 and 2010 was at the lowest for half a century, the pace has increased markedly since 2012 with some localities reporting initial approaches for development increasing in some rural localities to a rate of more than one a month. Inevitably it is the localities that are offering the highest return for developers that are attracting the most attention. Building houses quickly, and then selling them quickly is a certain way of both stimulating the economy as well as offering good news for some existing home owners and those new to the market, plus those who have to move for employment reasons. The free availability of data that points to ‘post code’ areas that attract the swiftest sales and not always the highest transaction price is encouraging landowners and developers to seek approvals in places that might not always be the most logical and appropriate to build in but offer the greatest and swiftest return on investment by the builder and landowner.

As planning authorities are slowly getting to grips with the requirement to identify land appropriate for development under the National Planning Policy Framework (NPPF) and putting forward their proposals to the Planning Inspectorate for approval, the gap remains open for developers to seek approvals in places where despite local opposition developers are likely to gain approval for development. The trickle of disapproving comments from government suggesting that local councils are slow to respond ring a little hollow when the practical difficulties of securing a workable plan to identify priority localities is explored in detail. Even for relatively small councils, especially in rural areas, the cost and time needed to openly consult with local communities in identifying local priorities for the release of land for development is debilitating, time consuming and in all cases very expensive at a time when money is tight.

Whilst this search for an agreeable and workable plan is going on many local authorities are struggling to cope with the massive increase in proposals currently being presented, in the case of one council alone Planning Committees have had to be scheduled weekly rather than monthly to cope with the volume of applications. On top of this is the reluctance to dismiss applications that might be less than ideal when faced with mounting legal bills to defend against appeals is emptying budgets at an alarming rate.

Few could deny the need for a faster pace in development, indeed many communities are willing to absorb a managed level of new housing to keep villages and small towns sustainable but the longer term implications of some ‘on stream’ developments are concerning.

A development that brings 85 new houses into an established rural or semi-rural community might at one level be seen as no big issue, especially with some urban and semi urban localities facing development proposals that bring in new estates with hundreds of new houses, but 85 new dwellings can be an increase of up to 25% of the local housing numbers and the potential impact this can bring with it is hard to forecast accurately. Some studies suggest that in rural areas new inward migrants from urban areas can take over ten years to be fully integrated into community life and in other cases there is a suggestion that new migrants into rural settings fail to see existing community facilities as being appropriate for their needs and bring demands for new community facilities that are attached exclusively to their new development properties. Additional new facilities in new development areas can be often sought that are only within the scope of the new development and not orientated towards wider integration into existing communities. “This is our play area and not yours” syndrome!

This is further complicated by the tendency for new housing developments in rural and semi-rural areas to perform the function of being dormitories for larger neighbouring urban centres increasing pressures on roads and public transport. Acting as dormitories they are bringing with them different social and economic patterns that are in direct contrast to established patterns of life within rural localities. Many planners together with developers make the assumption that local community assets are sustained by increased development but some evidence suggests the opposite is true. Longer travelling times to work and schools restrict the access to many local social activities – again, a study of one locality that is expanding rapidly demonstrates that younger people see activities and social assets such as youth and sports clubs are easier accessed closer to the place of education than the place of residence. Socialisation patterns for longer distance commuters suggest that a greater benefit can be seen in accessing facilities close to the place of work as being better and more convenient than accessing sports and social activities close to home – destroying the argument that rapid increases in housing development make local assets and facilities more sustainable.

This can be addressed to some extent by taking a more sympathetic and systematic approach to the ‘housing mix’ in new developments. Recently we have seen some moderately large scale development that is aimed solely at the commuter where there is a high level of standardisation in the housing mix with little or nothing to attract the actively retired or the home based worker, despite evidence that many local people are actively seeking to downsize or shift their economic patterns yet wish to stay firmly within a community that they feel very much part of. On top of this the ONS data now suggests that over 13million people who are in employment are homeworkers and of these 65% are male, challenging the stereotype that homeworkers are women and second wage earners. That some developers are lacking in imagination to offer development plans that have a housing mix that fits with local economic patterns and needs is a matter of some concern that will take some time to work through and new policies and planning practices will have to be developed that cope with having the wrong sort of housing in the wrong place. These are very difficult issues to construct effective challenges by local communities to planning applications coming forward as they are ‘in the future issues’ and often contradict data that is presented by applicants to support their applications at a time when planners and councillors on planning committees are rushed off their feet under the incessant onslaught of applications.

As landscape and visual appearance issues become weaker in challenging planning applications in rural areas, trying to determine negative social impact is also problematic. There might be a clever sleight of hand here that is very much to the advantage of developers – to determine negative social impact prior to development is a bit like trying to guess exactly what type of people will migrate into newly developed areas. However it seems that some evidence exists that challenges claims for positive social impact of new development could be correspondingly weak as well.

All this means that studies of newly developed areas in rural communities is likely to become a hot topic for research and understanding in years to come, the intended benefits of development will undoubtedly have short and medium term economic benefits to the wider economy but we might be storing up even larger and more expensive demands upon the public purse in years to come when we face the challenge of some of the social and environmental challenges that emerge downstream of new house building currently taking place.

This is less of ‘not in my backyard’ as many communities welcome new development – as long as it is well managed, sympathetic to local conditions and affords mechanisms for sound and proper integration into well-established communities and not something that grafts urban living onto rural lifestyles – it is more a call to think about the longer term implications for development in rural communities. If we don’t we could face years of putting right some of the decisions taking place now.

briggsIan Briggs is a Senior Fellow at INLOGOV, and sits on a rural Parish Council in Warwickshire. He has research interests in the development and assessment of leadership, performance coaching, organisational development and change, and the establishment of shared service provision.

Preaching to the choir: reflections on key leadership skills for local authority chief executives – part 3: courage

Catherine Staite

Leadership is not a sprint – it’s a marathon. You are in it for the long haul and that is why courage is so important.

Maya Angelou argued that courage is the most important of all the virtues because without courage you can’t practice any other virtue consistently and that is certainly evident in the role of chief executive. Not only do you need to keep yourself going through challenging times, you also need to be able to demonstrate courage to your staff and members. If you falter, so will they.

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Don’t make the mistake, though, of thinking that you have to go it alone. True, it can be lonely at the top and you can sometimes feel that you should keep your doubts, fears and frustrations to yourself. That’s a big mistake – and so many leaders make it. You are only human – very clever human, but human nonetheless.

Not only do you need support, you also need someone to tell you when you are wrong. If you isolate yourself in your leadership castle, you could be very wrong without knowing it. There’s a saying that ‘a lawyer who acts for himself has a fool for a client’ and that is just as true of chief executives who only take their own advice. You need a critical friend you can turn to, someone who will help you focus, learn from your mistakes and laugh about the sometimes crazy world that you inhabit.

Some chief executives have really strong relationships with their Leaders and each can be a good critical friend to the other. For others, their Leader is the source of many of their troubles. They definitely need to go elsewhere for support.

You need all your energy to be a strong and courageous leader, so don’t waste energy on what you can’t change. Do let go of the past. Only look back to learn from your mistakes, not to wallow in nostalgia for a misremembered past. Times may seem particularly hard –but then they always do when you are living through them. As Heraclitus said, the only thing that is constant is change. I observe the very different ways that chief executives respond to change, from seeing it as a threat to greeting it as an opportunity. The best at using the prevailing challenges of austerity to make the sort of bold changes that would never have been possible in times of plety.

Focus on building a better future for your Council and the people you all serve. To do that you should keep searching for better ways of doing things. Support your staff to do that now and they’ll carry on doing it when you are no longer there. The more talent you can develop in others, the more support you can draw on now and the better the legacy of your leadership.

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Catherine Staite
Catherine Staite is the Director of INLOGOV. She provides consultancy and facilitation to local authorities and their partners, on a wide range of issues including on improving outcomes, efficiency, partnership working, strategic planning and organisational development, including integration of services and functions.

Achieving better outcomes for the troubled family of local government

In this debate, Simon Parker (NLGN), Catherine Staite (INLOGOV) and Tony Bovaird (INLOGOV) agree that the current state of UK local government is unsustainable – but see different routes to rescuing a sustainable future.

Simon Parker

The UK is currently renegotiating its social contract. You could be forgiven for not having noticed. After all, our national politicians don’t really want to talk about it. But at the local level this debate is impossible to avoid: councils will either have to invent the next generation of government or find themselves one nostril above the waterline.

So far, so consensual. The big challenge lies in whether and how a positive kind of change might happen, and this is perhaps where recent work on the future of local government differs most strikingly. The more hopeful scenarios in INLOGOV’s recent report with Grant Thornton (2020 Vision: Exploring finance and policy future for English local government) rely heavily on changes from Westminster. They ask for a major recalibration of the central/local relationship as the only way to preserve local public services.

This is a risky strategy. It is far from clear that any government in 2015 is really prepared to take the kind of radical action that would be necessary to put local services on a sustainable footing.

How would a new localist settlement reach the political agenda? Do we really believe the English question is a powerful-enough driver, especially when the agenda has been shunted into either the watery promise of a constitutional convention or English votes for English laws?

Isn’t more incremental muddle still the likeliest outcome? It would have been interesting to see INLOGOV’s report puzzle this one through in more detail.

This is not a counsel of despair. My own recent work is optimistic about the potential for a combination of incremental national change combined with rapidly accelerated local innovation to drive the creation of a new way of doing local government. I don’t pretend this will happen evenly across the country. Innovation never does, especially in a society where resources and opportunity are so unequally distributed.

But we only need a few authorities to make the breakthrough to a new mode of operating so they can show others the way. Waiting for the centre is far riskier.

Simon Parker is director of NLGN. He started his career in journalism and has since worked in management consultancy, lobbying and research, most recently as a fellow at the Institute for Government. Simon has published widely on public service reform in the UK and internationally.

Tony Bovaird

The 2020 Vision report suggests that only ‘disruptive innovation’ can save the English local government system. However, it also gives plenty of evidence that neither central government nor most local authorities are likely to be keen on disruptive innovation in practice – and some local authorities wishing to espouse it may turn out to be no good at it. The report also stresses (p.32) that ‘any new system is likely to fail if it is imposed upon a local government sector which does not agree with its broad outline’.

So disruptive change is needed, is likely to be resisted and cannot successfully be imposed externally. This is a bleak picture. However, there appears to me to be one get-out available – giving real ‘localists’ their head.

The whole point of local government is that it should be locally different, so that it can be locally appropriate. ‘Locally appropriate’ carries a price, of course – it means that locally appropriate resources need to be available, in order that locally appropriate outcomes are achieved. This is the question that has to be solved in order that we have ‘locally different’ local government. Because we DON’T have ‘locally different, locally appropriate’ local government, it is no surprise that the public doesn’t know much about local government, nor care much, nor protest at the current evisceration of councils.

So, let’s design a pathway to ‘disruptive innovation’ that does not rely on policy wonks in Whitehall. Let’s give to local authorities wishing to be really ‘localist’ the right to a local tax (perhaps they should be allowed to choose local income tax, local sales tax or local mansion tax?). And let’s give them the right to pool their budgets with other local public service agencies, to share data with any other local public service agency and to use their budgets to take compulsory short-term leases (at low rents) on any properties (housing or commercial) in their area which have been empty for more than a year.

In this way, the full power of local resources (not just local council budgets) would become available to local government.

And how should these ‘really localist’ local authorities be chosen? Well, not by Whitehall, for sure. Nor by any central mechanism (such as the LGA nominating some of its members). No, let residents decide – any local authority should be allowed to go down this route if it gets support in a local referendum.

tony-bovaird-Cropped-110x146Tony Bovaird is Professor of Public Management and Policy at INLOGOV.  He worked in the UK Civil Service and several universities before moving to the University of Birmingham in 2006.  He recently led the UK contribution to an EU project on user and community co-production of public services in five European countries, and is currently directing a project funded by the Arts and Humanities Research Council on using ‘nudge’ techniques to influence individual service co-producers to participate in community co-production.

Catherine Staite

We have a settlement which is the most centralised in the world. There are two sides to the balance of power between central and local government and two things have to change – local government needs to take back some powers, including over local taxation, but central government also needs to let go.

My heart lies with local government but my head observes that it has not yet made a compelling case for devolution – from the risk averse perspectives of Whitehall and central government. So what are the factors which would encourage and enable Whitehall to let go?

The first one must be demonstrable competence. Local government can make a good case that they are pretty good at what they do. Of course, bad things do happen and sometimes lessons aren’t learned, resulting in serial failures. These instances get into the news because they are so rare. All major failures involve other agencies but local government often ends up holding the blame instead of getting recognition for what it is very good at – holding the ring in a complex system of public services.

Sadly, the effective financial management, reliable service delivery and inspired leadership of place, which characterise the majority of local authorities, doesn’t make the news. You just don’t see ‘residents reasonably happy’ as a news headline but perhaps more public recognition by central government of local government’s competence would help to strengthen mutual trust.

The second one would be a coherent, agreed approach on the shape of local government in the future, but we are a long way from that. The competitive habits of some county councils – arguing that county unitaries are the only way forward for two-tier areas – have generated more heat than light as well as flying in the face of the evidence success of a number of long running collaborative arrangements between districts.

The process of agreeing the boundaries and then creating the 2009 unitaries was fraught, in several areas, with the worst sort of behaviour but Combined Authorities have now begun to demonstrate just what can be achieved when old rivalries are buried and everyone is focusing on the future not the past. This suggests that collaborative, rather than competitive approaches will deliver a brighter future for local government. That would be better for everyone, as counties seem to forget that, in a change to unitary status, they would also be abolished. In the elections following the creation of the 2009 unitaries, former district members did better than former county councillors.

The third useful thing would be democratic re-engagement. Of course, it is hard for members to engage with their residents when the residents can see quite clearly that most important things, like how much money the council has, are decided a long way away in Whitehall. That would change if we had some devolution but, in the meantime, there are a lot of things which could be done now. The profiles of elected members in terms of age, ethnicity and gender don’t match the communities they serve. This is the result of two significant failures, that of political parties to invest in the recruitment and development of excellent and diverse candidates and that of many members to adapt to the modern world. A lot of complex and challenging questions remain unanswered, including what level of allowances would enable someone who has not already retired on a good pension to become a member.

Members often resist becoming involved in development activities and using new technology, but unless they have the skills to become more strategic and make better use of their time, they’ll be presiding over the councils which are sliding from ‘a nostril above the water’ to being completely submerged.

Catherine StaiteCatherine Staite is the Director of INLOGOV. She provides consultancy and facilitation to local authorities and their partners, on a wide range of issues including on improving outcomes, efficiency, partnership working, strategic planning and organisational development, including integration of services and functions.

Preaching to the choir: reflections on key leadership skills for local authority chief executives – part 2: charm

Catherine Staite

If Brian Tracy and Ron Arden are right when they say the deepest craving of human nature is the need to feel valued and valuable. The secret of charm is therefore simple: make others feel important – then charm must be a crucial attribute for leaders.

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Charm is shorthand for a sophisticated set of skills which enable you to make new connections and solve old problems. Charm is about much more than being nice in a superficial way – otherwise known as ‘smarm’. If you don’t have real charm then just be gruff and honest. Everyone will understand. Smarm, on the other hand, will simply breed distrust.

The truly charming have notable skills. They are interested in others. They pay them real attention and give them positive regard – as opposed to the barely controlled irritation demonstrated by some powerful people in their dealings with underlings. Even if they attempt to catch you with a bright idea when you are en route to the toilet, don’t snap – suggest they catch you on the way back, when you can give them your full attention. You need all the bright ideas you can get.

Charming leaders also know how to listen, not just to what the people you lead are saying but what they perhaps feel they can’t say to you. A leader who doesn’t listen won’t have access to all the facts, no-one will tell them the unvarnished truth and they won’t hear when people are trying to tell them they may just be wrong. The failure to listen renders leaders about as effective – and as potentially dangerous – as a blindfolded driver. You may have had experience of a leader who doesn’t listen. Remember how awful that was and don’t case that level of distress to your staff.

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Charming leaders seek to bring people together and that has never been more important for local government. Albert Camus observed that charm is a way of getting the answer ‘yes’ without ever having asked a clear question. You need a lot of people to say ‘yes’ to a lot of things they may not necessarily like if you are going to effect real change.

There is so much good work going on around collaboration for the benefit of the people we all serve but there are still so many terrible instances of people in senior positions who perpetuate old feuds and personalize organizational battles, to the point where there is no way out for anyone. A history of corrosive, destructive pettiness endlessly repeats itself.

I am sometimes obliged to listen to a range of grievances going to back to 1974 and it’s no fun. The petty disputes I observe range from being mere energy vampires to the evidence of utter moral failure. Those disputes are about the past and you have to get beyond them – and encourage your members to do the same. You are leading in the present to build a better future and you’ll need all your energy and charm to do that. That behavior will shape your organizational culture and ripple through external relationships to the point where no-one can articulate or even want to remember why this country doesn’t co-operate with that district or vice versa. That will have an impact across your area and beyond – so your charm is a force for real good.

It’s amazing how pervasive and powerful an influence the chief executive and top team have on the culture of their council. When the people I pass in your corridors are smiling – in spite of all the challenges – I know their leaders have charm and their councils will survive and thrive.

Catherine Staite

Catherine Staite is the Director of INLOGOV. She provides consultancy and facilitation to local authorities and their partners, on a wide range of issues including on improving outcomes, efficiency, partnership working, strategic planning and organisational development, including integration of services and functions.

Postcard from Tokyo: local government remorse, Japanese-style

Chris Game

I’ve had the good fortune to spend the past week in Tokyo, as Japan commemorates the 50th anniversary of arguably the most geo-politically transformative Olympic Games, in the city that underwent a scarcely credible urban transformation in order to stage them.

The figures still stagger: 10,000 new 4 to 7-storey office and residential buildings, 100 kms of new super-highways and 40 kms of subway lines, a new airport-to-city monorail, plus the instantly world-famous 210 kph shinkansen bullet train – and all in barely four years.

Then there were the Games themselves: the first live- and colour-telecast Opening Ceremony, hosted (not presided over) by the vanquished but unprosecuted Emperor Hirohito; the exclusion of South Africa; and, courtesy of Seiko, the first electronic automated timing systems giving results down to 1/100th of a second accuracy.

It was my second year away from my Essex home at the University of Manchester, and I recall these things pretty clearly. But I’d virtually forgotten a favourite bit of contemporary trivia: that the signage discouraging Japanese men’s habit of relieving themselves openly in the streets was not, as you might put it, penal, but communal – “Let’s refrain from urinating in public”.

Even if we had ‘oop north’ – as I fear my mother at least half-imagined – indulged in such practices, the Mancunian forces of law and order would surely have adopted a more individualistic and punitive approach.

I remember thinking, even with my nil first-hand knowledge of Japan, that those two short opening words surely represented something more fundamental – the distinction between what we’d label today as the Individual-Agency Culture of most western countries and the Collective-Agency Culture of those like Japan, where communities play a more central role in society.

It’s a distinction that’s perhaps most frequently noted in respect of apologising, of which the Japanese do far more than we do, partly because we largely restrict ours to actions for which we are personally to blame. The Japanese are almost compulsive apologisers – if you doubt it, check out Wikipedia’s list of their governments’ more than 50 WWII apology statements – to the extent that they differentiate, enumerate, taxonomise and behaviouralise the numerous ways in which remorse can and should be expressed.

As an ignorant gaijin (foreigner), I can mostly get by with ever-ready, spoken sumimasens – a kind of Category 1 hybrid sorry/excuse me – to cover everything from bumping into littler people on the overcrowded subway to generally behaving like a western wus. I sometimes add what I hope may resemble a Japanese-type shallow bow.

After that, though, apologising becomes more serious: the distinctions more subtle and the bows ever deeper until they become grovels or prostrations. I received, quite unnecessarily, an apparently Category 3 deep bow, head down, from the optometrist salesperson who was unable to repair the arm of my spectacles.

Basil Fawlty would probably essay an ingratiating Category 5 ‘perpetual ojigi’ – deep bow indefinitely repeated until requested to stop – to any hotel inspector he might incidentally have offended.  And, if you’re actually caught in the act of doing something seriously obscene and/or offensive, then for you it’s a Category 7 dogeza – which isn’t Japanese for doggy-style, but does entail the penitent assuming a disconcertingly similar posture of self-abasement.

And my point is?  Well, while it obviously may be a product of being here in the remorse capital of the world, to me this past week’s UK news headlines seemed to include a disproportionate quota of apology stories.

First, there was Sheffield United footballer and convicted rapist, Ched Evans, being asked to show not just shame, which he had expressed, but also ‘genuine’ contrition and remorse before being allowed to resume his career, even while pursuing an action for a miscarriage of justice.

The pseudonymous ‘Jean Hatchet’ online petition was aptly named. The 150,000+ signatories – nearly nine times United’s average home attendance – called on the club not to reinstate Evans under apparently any circumstances.

They were after lifelong vengeance, rather than apologies, but I did wonder if at least some of them might have settled, had it been available, for a Category 8 doge-fuse – the ultimate apology, with Evans prostrating himself, face down, preferably on the muddiest Bramall Lane pitch available.

Some would happily have seen TV presenter, Judy Finnigan, join him, for failing to grasp that today non-consensual sexual contact, regardless of gender or location, is sexual violence – end of.

OTT, obviously. Still, it did seem surprising that someone with her experience failed to anticipate the widespread offence her remarks would cause, and so maybe a Category 4 ‘long ojigi’ would be appropriate – a deep bow, and no rising until given permission.

I’ve no idea what planet the Russian Tennis Federation President inhabits, but, after describing Venus and Serena as “the Williams Brothers”, if he escaped with a long ojigi, he should consider himself lucky.

Which leaves the unfortunate junior welfare minister, Lord Freud. Being one of those politicians who’ve avoided the messy business of actually contesting elections, he failed to foresee the ruthlessness with which a desperate Labour leader would twist and exploit his unscripted remarks about some employers judging some learning disabled employees as incapable of doing work for which they’d deign to pay the minimum wage.

It sounds like another Judy Finnigan, but the luckless Baron was additionally required to make a Category 2 deep and public bow to David Cameron for drawing attention to the gap in his Government’s otherwise faultless integrated tax and benefits system.

Tokyo, the Olympics, Japanese apologies, Evans, Finnigan, Freud – eclectic but, I concede, not a huge amount of local government. Time, therefore, for my own apologetic explanation of my flimsy pretext. There were two quite prominent Japanese local government apology stories over the summer, both accompanied by video clips. Between them, they were, I felt, sufficiently unusual, insightful, and in one case downright bizarre, to justify sharing with any colleagues who may have missed them.

The first involved two Tokyo city assembly members and the kind of repulsive sexist behaviour which is on regular display in our own House of Commons, but which generates more outcry in the supposedly more male chauvinist culture of Japan.

Speaking in a debate on measures to support child-raising and boost fertility [at current birth and death rates, Japan’s 127 million population is projected to fall to 87 million by 2060], (unmarried) assembly member Ayaka Shiomura was interrupted and visibly upset by cries of “Hurry up and get married” and “Can’t you give birth?”

A Liberal Democratic member, Akihiro Suzuki, eventually confessed to at least the first and at an ensuing press conference bowed deeply and apologized “from the bottom of my heart for inflicting heavy heartache and causing trouble to assembly member fellow lawmaker Ayaka Shiomura, the assembly and the public.”

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By this time, any of you who recognize or recall the name Ryutaro Nonomura will know precisely what comes next. Nonomura, a Hyogo prefecture assemblyman, held a long and emotional news conference to answer questions about his alleged misuse of some of his annual ‘policy research’ allowance of ¥6 million (£36,000) – during which he broke down in tears, sobbed uncontrollably, wailed incoherently, and produced a video performance that immediately went viral. I’ve selected two of the many available clips: a longer, sadistic version showing the build-up to, from about 6:45 minutes, the full car crash; and a highlights version showing in English subtitles what he apparently meant to convey.

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There are two overriding impressions left by the Nonomura video clips. The first is that he must have been as guilty as hell – which is only partly true. In acknowledgement that assembly members are proper policy and law makers, the political activities allowance – on top of an annual salary of ¥11.6 million (£67,000) – is deliberately broadly defined and correspondingly loosely monitored. Yes, Nonomura clearly did stretch the interpretation of the ‘other activities’ the allowance was intended to cover – more so probably than he admitted at his news conference.

But, unlike some of our local and national politicians found guilty of similar charges, all his dubious trips were undertaken, and, as the prefectural office admitted, they were not in themselves illegal. Had he collected and submitted receipts, he might well have got away with his travel excesses, if not some of the others. As has since been acknowledged, the prefecture’s sloppy bookkeeping also has much to answer for.

The second thing is that, if part of his aim in holding the news conference was to convince the public about his sincerity as a representative and legislator, then he surely succeeded. As the subtitled clip shows, Nonomura REALLY cares – about his prefecture, his people, Japan, its ageing population, and no doubt a great deal else – and I’m not sure you could say as much for some/most of our expenses cheats.

Chris Game - pic

Chris Game is a Visiting Lecturer at INLOGOV interested in the politics of local government; local elections, electoral reform and other electoral behaviour; party politics; political leadership and management; member-officer relations; central-local relations; use of consumer and opinion research in local government; the modernisation agenda and the implementation of executive local government.

Preaching to the choir: reflections on key leadership skills for local authority chief executives – part 1: creativity

Catherine Staite

I have called this blog series ‘preaching to the choir’ as it is dedicated to local authority chief executives and they already know a great deal about leadership. They wouldn’t survive and thrive in their posts if they didn’t.

They already know that heroic leadership is only useful in the case of fire and flood and that leadership of organisations in giving way to leadership of whole systems – which is a whole lot harder. Instead, I’d like to focus on three aspects of leadership which are talked about less often but are absolutely crucial to effective and sustainable leadership, in complex systems and in difficult times. They are: creativity, charm and courage.

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So what is creativity and why do leaders need it so much?

We hear a great deal about the need for change and innovation – which implies creativity. However, so much which is described as innovation is nothing of the sort. Adam Smith introduced us to lean thinking in The Wealth of Nations in 1776. The Hanseatic League demonstrated the benefits of collaboration and shared services in the 17th century. We could and should learn from the past, but too often old ideas are re-labelled and sold on as new, not as a coherent element of a new way of solving problems but as a ‘one size fits all’, ‘but this and all will be well’, single focus solution.

So if creativity isn’t just about endlessly recycling the ideas of previous eras, what is it? Steve Jobs said creativity is just connecting things. How simple, and how true.

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We are subject to constant but superficial change. The ink hasn’t dried on one paradigm before it’s shifted. But we’re in a time of evolution not revolution, no matter how apocalyptic the environment feels at times. Not withstanding the 24/7 networked digital revolution we all still meet in rooms – not cyberspace. Joseph Chamberlain could come back from the dead and find his way round Birmingham City Council. Not only is the décor much as he left it, members and officers are focusing on the successor problems to those that were the focus of his attention. Both he and they are attempting to achieve the same outcomes – better lives for the people of Birmingham.

We really need creativity – not to create a new universe but to unstick the current one. In mental health services in the 1990s we were innovating to create an integrated care system, including diverting mentally disordered offenders from inappropriate custody. The evidence was clear. Early diversion from the criminal justice system and multi-disciplinary support wrapped around the person saved a lot of money for services and a lot of damage for people with severe mental health problems who committed minor offences. 25 years later not much has changed. Why is that? Perhaps it’s because, in spite of the enthusiasm and commitment of the champions of change, episodic creativity and short term collaboration does not penetrate the roots of organizational silos and professional conservatism. As Albert Einstein said, we can’t solve problems by using the same kind of thinking we used when we created them.

So what can leaders do to help convert short-term creativity into long-term benefits? According to Albert von Szent-Gyorgy, discovery consists of seeing what everyone has seen and thinking what nobody has thought. Leaders can make the space for creativity as well as bringing people together, allowing time, encouraging risk and forgiving failure. Creativity is often about seeing opportunities to bring together different ideas and new ways of thinking. Leaders can also help to embed new thinking by challenging some of the entrenched interests rather than colluding with those who say that change is ‘too difficult’. As Thomas Edison put it, with admirable brevity, there’s a better way to do it – find one.

Catherine Staite

Catherine Staite is the Director of INLOGOV. She provides consultancy and facilitation to local authorities and their partners, on a wide range of issues including on improving outcomes, efficiency, partnership working, strategic planning and organisational development, including integration of services and functions.