Birmingham City Council

Who’s voting for what on 5th May?

/ inlogov / Leave a comment

Chris Game

We all know why the English local elections on 5th May are important, don’t we? They’ll test Labour’s electability under Jeremy Corbyn, and possibly Corbyn’s own survivability. They’ll show whether the Lib Dems’ glacially slow recovery has been boosted by their new leader, Tim Farron – and whether UKIP repeats its General Election performance in votes (lots) or seats (very few). Above all, though, the parties’ national equivalent vote shares will be taken as an early indicator of who might win the 2020 General Election – by the people who last year couldn’t on 6th May tell us who would win outright the following day.

Continue reading →

Catherine Staite reflects on the need for 21st century partnerships in Birmingham

/ inlogov / Leave a comment

Catherine Staite, Director, INLOGOV

Working in partnership in the public sector has never been easy.  Diversity in size, ambition, buying power, influence and democratic legitimacy, create real challenges for partnerships. The imposition by central government of one size fits all models of partnership as a means of control didn’t help. Add the problems that arise from personality clashes and petty rivalries and its easy to see how partnerships came to be described as  ‘mutual loathing in search of funding’.

Of course it wasn’t all bad. Some LSPs developed a strong collective vision for their area and some LEPs can claim significant achievements. Many partnerships demonstrated that when you involve the right people, who behave in the right way, you can establish relationships of trust that will weather challenges. That is helpful as that experience is now providing the foundations for different sorts of partnership.

The role of councils within partnerships has always been contested.  Many councils espoused the view that their democratic mandate placed them in a pre-eminent position and they were leaders by right. It was the duty of partners to do their bidding. Many of their partners compounded this problem by  too passive, assuming that it was the responsibility of the council to provide everything from the vision to the lunch.

Partnerships in Birmingham have always been challenging. The monolithic nature of the council and the diversity of the city have created a long running battle for control of leadership space that has damaged relationships to the detriment of residents.  Many of the problems were highlighted in the Kerslake Report and resolving them is now one of the top priorities of the both the government appointed Birmingham Improvement Panel and the council itself.

The idea of co-production – harnessing the capacity of people to come together to achieve positive change – has been around for many years. Birmingham has many inspiring and energetic people who don’t buy into a cynical and defeatist narrative about Birmingham being too big to manage.  They are willing to give their time and energy to work together, with but not for the council, to create a positive narrative about Birmingham, its people and its future.  Birmingham Partners has a small informal steering group which is working hard to create a self-sustaining network of diverse functional partnerships and communities of interest  – thereby making  itself redundant.  The role of the steering group is to facilitate, not control, discussions about an agenda for change.  Practical support for meetings, public events and social media is provided by the University of Birmingham, Birmingham City University and Aston University.

It’s not easy for the council to let go of control. Real change is slow and messy and they are under pressure to deliver demonstrable improvements quickly.  There are lots of views about what needs to happen next.  The council will therefore always have a pivotal role, holding the ring and ultimately making the very difficult choices forced on them by austerity.  Widening engagement and participation in those debates will both strengthen the legitimacy of those choices and mitigate their negative impact. Things can only get better – and they will.

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.

A reply to Fraser Nelson: the only thing astonishing is how little power local authorities have

/ inlogov / Leave a comment

Catherine Staite

Fraser Nelson’s article on Birmingham City Council last Friday was a very disappointing offering from an experienced journalist and a reputable paper – more Daily Mail then Daily Telegraph. 

It was riddled with inaccuracies.

Birmingham City Council does not have ‘astonishing power’. What is astonishing is how little power local authorities have, even in big cities.  Central government has as iron grip on local government. Money – how it is raised and spent – and policy – the thinking which underpins those choices – are the two key levers of government and central government controls them both.

The average amount of local authority income derived from Council Tax is 16%.  Council Tax is a regressive tax based on 1991 property valuations and bears no relation to the real costs of providing local public services.  LAs cannot increase CT by more than 2% without a referendum, for which they must pay.

The remainder of their income is made up of rents, fees and charges (local authorities can’t make a profit) and business rates (which central government gathers and re-distributes to a national format).  The remainder comes from grants from central government. BCC’s take from Council Tax is only 7.5% because of poverty and property values, which means it is disproportionately dependent on central funding, which has been cut by 35% since 2010.

The gap between rising demand and falling resources is getting wider by the minute in Birmingham, just like it is in Chicago.  The difference is that Chicago can run a deficit of billions – and has done so for the last ten years.  BCC has to balance its books.  It is still obliged to deliver over 1700 statutory duties – from trading standards to disposal of the dead to the protection of children. Year by year it has less and less room to manouvre.

What is really astonishing is that Birmingham and other local authorities still manage to deliver very good services. A recent Ipsos Mori poll showed satisfaction remains high.  That is because authorities have protected frontline services in spite of losing 15% of their jobs since 2010.

Splitting up Birmingham City Council would make no sense at all. The comparison with Manchester is entirely spurious.  The geography and demography of the ten unitary authorities in the Greater Manchester area is very different to Birmingham but the success of that area is built on collaborative upscaling not on separatism. They have banded together to create a Combined Authority. It’s the only way to get the economies of scale and critical mass to compete, bring growth and deliver infrastructure.

The West Midlands is not made up of unitary councils – it is a mixture of unitaries and two tier areas – encompassing counties and districts.  This makes it harder for Birmingham and the wider West Midlands to emulate Greater Manchester’s collaborative progress.  In Birmingham, some services are run at a neighbourhood level, and a district structure helps support better engagement and differentiation but there is nothing to be gained by splitting the city.

Birmingham is a global city, competing with Chicago, Melbourne and Guangzhou and dividing it up would be a nonsense.  Last week senior people from Birmingham City Council were in China, drumming up business for the city.  Would Beijing be interested in talking to Kings Heath District Council? I think not.

Blaming Birmingham City Council for the architectural failings of the 1950s is like blaming David Cameron for Suez.  It’s entirely pointless. Most cities have some 1950s and 1960s monstrosities but Birmingham is being very successful in transforming the city centre. The Bull Ring works, New Street Station is being transformed and whatever Prince Charles thinks about the new library, I think it is truly amazing.  It is beautiful and original.  What is more important is that it works.  Hundreds of thousands of people have flooded through its doors and librarians have had to work hard to keep up with the huge rise in demand for books.  That is the real measure of its success.

People hark back to the happy days of Joseph Chamberlain who as Mayor in the 1870s and thereafter transformed the city and created the legacy of civic splendor, including the University of Birmingham.  The difference between then and now is that he did have ‘astonishing power’ because he had control of both the money and the policy.  In spite of the herculean efforts of Lord Heseltine, central government controls the big money for skills, growth and infrastructure.  It is to the credit of Birmingham that they have done so much with so little.

Poverty is indeed a problem in Birmingham but not one which the city council can solve. National policies drive national poverty which is then concentrated in big cities. Birmingham is super-diverse and has a high proportion of young people.  Ethnic minorities and the young have been disproportionately effected by the recession.  Central government’s cuts to benefits to vulnerable people are shunting the costs of poverty onto local government at a time when they have few resources with which to respond.

Child protection is a stark example of this phenomenon.  Most child abuse has its roots in poverty, drug and alcohol addiction, domestic violence and mental illness.  Local government cannot solve all those ills alone.  Every serious case review and every inquest highlights a very simple lesson.  Children can only be protected when all the key agencies work together – schools, GPs, mental health services, the police, the hospitals – as well as children’s social care.  Cuts in public sector funding have a knock on effect on child protection.  West Midlands police cannot attend all the case conferences they should.  It is in those circumstances that children fall through the net.

Somehow it is always the Council that gets the blame.  They do hold the ring in a complex network of agencies, professionals and responsibilities – but they cannot always be expected to hold the blame.

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.

If I asked you to describe a 21st century public servant, what would you say?

/ inlogov / 1 Comment

Catherine Mangan

I read with interest the recent announcement from Birmingham City Council that they did not intend to recruit a replacement chief executive, but would instead create a ‘lead officer’ role. A few years ago it would have been unthinkable not to have a chief executive at the head of a council.  Now, with councils debating what their role is, and the need to seize an opportunity to make savings, more and more councils are making the decision to remove the chief executive post entirely.

Arguments about whether this is a good idea or not have been much debated in the local government world, but I’m interested in what this says to those seeking a career in local government, and the wider public service.   If the very pinnacle of public service, a council chief executive, is no longer a relevant role, what does this mean for the wider workforce?  As the ‘how and what’ of local government changes, so too must the workforce.  How can public servants ensure they remain relevant, and ready for the future challenges?   What does a public servant in the 21st century look like?  How do those of us who provide development support to the workforce best work with them to give them the skills to achieve?

These are questions we will be exploring through a new knowledge exchange project in partnership with Birmingham City Council, funded through the ESRC.  Over the next year we will examine the recent literature, carry out interviews with key stakeholders and create an on line resource to support public servants seeking support and development.   We aim to address key questions such as:

What is the range of different roles of the twenty first century public servant?  As people’s roles expand to encompass the whole person in a system, they can no longer dispense professional judgement in isolation. They need to be negotiators, brokers, story-tellers and resource weavers. Perhaps no longer a social worker but a care navigator.

What are the competencies and skills that public servants require to achieve these roles?  What do you need to be good at to be an effective family support worker?  Probably an ability to empathise, engage, motivate and inspire.  Along with the skills to get things done.   What might that look like in a professional development plan? How do we best support people to develop those roles and skills?  Skills for the 21st century public servant may not be those that can be developed through traditional training; we need to think imaginatively about supporting peer learning, sharing knowledge about what works; facilitating networks of learning.

And as the career path becomes more complex and less certain; with roles spanning organisations and sectors, how can central and local government better support and promote public service as a career?

We are looking forward to exploring the ideas and issues raised by these questions, and want to hear what those of you working in or supporting the public sector have to say.   If you’d like to know more about the project, or contribute in any way, contact us.  We’d love to hear your views.

Portrait of OPM staff member

Catherine Mangan is a Senior Fellow at INLOGOV.  Her interests include public sector re-design, outcomes based commissioning and behaviour change.  She is currently leading the 21st century public servant project, in partnership with Catherine Durose and Catherine Needham. She can be contacted about the project via email, or on Twitter – and you can join the conversation: #21CPS.

Picturing place: citizen participation in the age of social media

/ inlogov / 1 Comment

Katherine Tonkiss

The INLOGOV blog has featured a number of insightful pieces on citizen participation in recent months. Most recently, Laurens de Graaf reflected on the limited role of citizens in participatory projects, where they typically act as information sources for elected representatives rather than decision-makers themselves. Previously, Catherine Durose argued in favour of alternative modes of citizen participation in order to move away from often empty, ‘tick-box’ consultation processes. Further, Catherine Jackson-Read reflected on whether local government in its current form can work effectively in collaboration with citizens.

What these posts have in common is a consensus that facilitating effective citizen participation is a significant challenge for local government, and that authorities should look to more novel approaches to facilitating participation beyond the traditional meeting in the drafty village hall.

These posts sprang to mind when I came across a campaign being run by Birmingham City Council’s Fair Brum partnership, ‘Place Matters’. The purpose of this project is to facilitate the participation of citizens in shaping Birmingham’s neighbourhood strategy by submitting photographs of their neighbourhood via social media. The focus is on ‘what is distinctive about different neighbourhoods and what local people value in their local environment’.

Photographs should answer one of the following questions:

  1. What do you like about your area?
  2. What makes your area unique or distinctive?
  3. What would you change about your area?

This novel campaign relates to the idea of ‘place’ in two very interesting ways.

First, the campaign involves a notion of place strongly grounded in the neighbourhood. The idea of citizens telling their local authority and its partners about their neighbourhood in terms of what it is like to live there doesn’t just involve relaying information to assist decision-making, but actually resconstructs what place means to the citizen in their immediate locality and how they interact with that place. In doing so, this creates a vision of place from the ways in which people understand and interpret their lived environment.

Secondly, and conversely, the campaign involves a very expansive notion of place. The act of photographing the neighbourhood and uploading it via social media is a clear step away from engaging citizens in that drafty village hall, and rather opens up the ability to convey ideas about place from the home – very much along the lines of the Gov 2.0 model that Tom Barrance wrote about a couple of weeks ago. It also opens up the possibility of participation to those without English language skills, or to those who are otherwise unable to engage in traditional processes of local democracy. Previous research I have been involved in has highlighted how traditional models of citizen participation can further exclude some of the most underrepresented groups, and alternatives such as this offer the opportunity to overcome such barriers.

I acknowledge that it will still exclude those who don’t use social media, however this is part of a raft of engagement activities and so there will, presumably, be other ways of engaging that don’t necessarily rely on having a Twitter account.

The results of this exercise will be insightful for local authorities and academic researchers alike, in terms of whether it does address that all too common issue that participation activities become tokenistic opportunities to obtain information rather than to engage citizens in decision-making processes. It will be important for the partnership to demonstrate a link between these participation activities and meaningful citizen input into the decision-making process about the neighbourhood strategy. If successful, the exercise will offer fascinating insights both into Birmingham as a city and into citizen participation in the neighbourhood.

me

Katherine Tonkiss is a Research Fellow at INLOGOV.  She is currently working on a three year, ESRC funded project titled Shrinking the State, and is converting her PhD thesis, on the subject of migration and identity, into a book to be published later this year with Palgrave Macmillan.  Her research interests are focused on the changing nature of citizenship and democracy in a globalising world, and the local experience of global transformations.  Follow her Twitter feed here.