For English local authorities experiencing Local Government Reorganisation (LGR), change is inevitable – and for some, it is swift. Although change can introduce complexity and uncertainty, there are accepted orthodoxies and practices that can be used to aid transformation. Risk managers can use change management methods and tools to help them in their roles now.
Local government officers are inherently skilled change managers, shaped by years of navigating austerity measures, budgetary constraints, and the growing demand to achieve more with less. These challenges have driven numerous transformation programmes, efficiency initiatives, and organisational restructures. It is within risk managers’ skillsets to not only manage LGR changes but influence on how they are being made.
Managing change
While there is time to prepare for the changes on the LGR agenda, experience shows that typical responses to change are inevitable.
LGR is a transformative process that demands a structured approach to change management. It requires the use of processes, tools and techniques to address the people aspects of change, supporting individuals as they transition to a future state.
Successful change hinges on decisions and directives that appeal to both the ‘head’ - logic, data, and reason - and the ‘heart’- emotions, needs, and desires. A robust change management framework can help minimise resistance and maximise the effectiveness of the initiative.
The transformation journey
The Local Government Association has produced a vast array of guidance for local authorities to support them in navigating through the change considerations they need to address ahead of restructuring.
Additionally, they have produced a Change Management Transformation Maturity Index which sets out the typical change management characteristics demonstrated by local authorities at each stage of their transformation maturity journey.
The index encapsulates several change management capabilities enabling councils to determine their current maturity stage and the necessary steps to take to progress through the five maturity levels.
Level 5 represents a best practice organisation that is fully optimised and self-optimising. Reaching this level is rare and those that do set the benchmark for the rest of the sector. Transformational change management at this level is evident in optimised processes, maximum productivity, positive impacts on outcomes and the use of capacity used to drive innovation.
Managing people risks through change
- Influencing and consulting
As LGR change programmes progress, it is essential for local authority risk managers to embed themselves within core decision-making teams. This strategic positioning enables risk managers to influence strategy and practices. It also ensures thorough risk assessments are conducted.
- Information and involvement
It is crucial to involve representatives from across the organisation to manage change risks. Collectively identify challenges and plan improvements, then oversee implementation and reflection.
- Personalisation and buy-in
Navigating change requires a combination of management and leadership skills. It is essential for everyone to understand why the change is necessary, how it benefits them, and how it supports an organisation’s goals. This can be particularly challenging with LGR, as individuals may struggle to see personal benefits.
Transformation often emphasises cost savings and efficiencies, which can be perceived as having a negative impact on individuals. This calls for careful management and empathy throughout the journey to ensure a smooth transition and to foster acceptance.
- Mitigate workforce loss
Concern within the local government workforce is growing, as headcount reductions due to reorganisation appear unavoidable. Use the initiatives available within your organisation to manage the risk of people loss through the transition.
To mitigate the risk of losing critical skills, knowledge and expertise, local authorities have the option to implement golden handcuffs. These incentives are designed to encourage employees to remain with the organisation during the lead-up to, and in some cases for a limited period following, local government reorganisation.