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Strengthening Council Resilience RIDING THE WAVES: STRENGTHENING COUNCIL RESILIENCE 1 Foreword “It is our belief that resilience can be deliberately invested in, and that the choice to do so is down to local leaders.” Jon Ainger Director, IMPOWER ’Personal’ resilience has become an increasingly Of course, there is no statutory framework telling local popular topic as a collection of apps, courses, training, leaders what to do. So, building on our EDGEWORK wellness articles and mindfulness approaches approach, during the autumn of 2020 we decided have flooded the market. The pandemic of course to use the pandemic as a learning opportunity – to heightened this trend, and these resources have design, test and iterate a resilience framework with been crucial to help people to deal with the impact of eight local authorities. As the biggest disruptive event restrictions and lockdowns. in decades, it has been extremely revealing of the underlying strengths and challenges facing the sector. ‘Organisational’ resilience however has not had the same level of focus, and this needs to change. IMPOWER’s Resilience Framework is designed We define organisational resilience as the ability specifically for public sector organisations managing to anticipate, adapt to and bounce forward from large, complex systems where disruptions, small and disruption. large, occur all the time. It is grounded in academic research into what makes complex systems inherently Our book, The EDGEWORK Manifesto (published in resilient, and via some real-world testing and learning, late 2019, just before the pandemic hit) sets out that we have translated this into a practical toolkit for public sector systems are complex in nature, and leaders of local public services. subject to ongoing disruption. It is our contention that the public sector can be well-prepared, or poorly- A huge thank you to the CCN for helping us identify prepared, to cope with these disruptive events, and the volunteer participants, and to the participants for that their ability to cope has very little to do with the contributing their precious time during an extremely amount of financial reserves available – although challenging period. We are delighted to now share of course money does help. It is also our belief that version one of the results of the work. We intend to resilience can be deliberately invested in, and that the continue to iterate and improve the framework – so choice to do so (or not) is down to local leaders. watch this space. 2 Contents 1. Introduction 4 2. Understanding organisational resilience 6 3. IMPOWER’s Resilience Framework 8 4. Analysis of council resilience levels 9 5. Celebrating council resistance 11 6. Lessons for the sector 13 7. Our resilience journey - reflections from participating councils 15 8. Reflections from CCN on securing long-term resilience 26 About us CCN IMPOWER Founded in 1997, the County Councils Network IMPOWER is an award-winning independent is the voice of England’s counties. A cross-party consultancy focused exclusively on improving public organisation, CCN develops policy, commissions services. By enabling our clients to grip the challenges research, and presents evidence-based solutions of complexity, we supercharge their ability to improve nationally on behalf of the largest grouping of local lives and save money. authorities in England. At the heart of our work is respect for the users In total, the 23 county councils and 13 unitary of public services and the staff who work in them, councils that make up the CCN represent 25 million and a belief in the importance of unlocking their residents, account for 39% of England’s GVA, and contributions to positive change. deliver high-quality services that matter the most to local communities The network is a cross-party organisation, expressing the views of member councils to the government and within the Local Government Association. 3 1. Introduction Organisational resilience is misunderstood and underestimated Covid-19 has undeniably pushed councils to their The framework was informed by data and limits to overcome ongoing challenges. Their ability conversations with the eight participating councils, to respond agilely and bounce forward from these and revealed some of their key resilience strengths waves of challenges is a testament to their resilience and areas to focus attention. We have since worked and willingness to grasp everyday disruption. with an additional three councils to develop the Organisational resilience has traditionally been framework. The resulting insight is a snapshot of their narrowly framed as either personal resilience at scale status in November 2020 – a uniquely revealing time. or the ability to ‘keep going’. Our work challenges this view. The next year is critical. Delivering on recovery, revised budget trajectories, and delayed transformation 11 28 activity will be at risk in organisations exhausted by the pandemic, and without reserves of resilience to draw upon. We are calling on councils to fundamentally COUNCILS COUNCIL rethink how they understand organisational resilience CHIEF EXECS and to actively invest in resilience now. We have partnered with the County Councils Network to develop a framework to ascertain a council’s resilience levels. Our understanding of organisational 89 36 resilience was initially informed by academic literature and has gone through several iterations based on testing and feedback from a number of organisations COUNCIL LEADERS COMPLEXITY and individuals. AND DEPUTIES SPECIALISTS 4 The councils involved in developing the IMPOWER Resilience Framework are a wide range of county councils and unitary authorities. They share similar characteristics but are geographically spread across the country and have a diverse range of organisational characteristics. Lancashire North Yorkshire Population: 1,219,799 Population: 618,054 Landmass: 289,519 hectares Landmass: 803,996 hectares Net Revenue Expenditure: £777m Net Revenue Expenditure: £406m Shropshire Leicestershire Population: 323,136 Population: 706,155 Landmass: 319,727 hectares Landmass: 208,378 hectares Net Revenue Expenditure: £226m Net Revenue Expenditure: £392m Herefordshire Cambridgeshire Population: 192,801 Population: 653,537 Landmass: 217,970 hectares Landmass: 305,251 hectares Net Revenue Expenditure: £148m Net Revenue Expenditure: £378m Wiltshire Oxfordshire Population: 500,024 Population: 691,667 Landmass: 325,533 hectares Landmass: 260,594 hectares Net Revenue Expenditure: £369m Net Revenue Expenditure: £478m 5 2. Understanding organisational resilience Resilience is the ability to respond to disruption, and this is core business for a council Organisational resilience is the ability to anticipate, adapt to and bounce forward from disruption. Organisational resilience has been misunderstood and narrowly framed as either personal resilience at scale, or the ability to ‘keep going’. Personal resilience is the ability to cope with the negative effects of stress, and avoid mental health problems. Whilst there is an interdependency between organisational resilience and personal resilience, enhancing personal resilience of staff alone puts a misplaced onus on individuals. The ability to persevere or ‘keep going’ is important, The EDGEWORK Manifesto articulates how but it does not enable councils to adapt and build back leaders can deliver demand management stronger. If councils continue to function in this way, it change and impact in complex systems – will lead to exhaustion and this could potentially turn we now need to build resilience into that into an energy crisis if not dealt with. complexity. Disruption is part of the core business of a council, given the uncertainty of complex systems. Covid-19 is one of the largest crises we will experience in our lifetimes, yet councils experienced everyday In complex systems, situations can be difficult to disruption long before the pandemic. A poor OFSTED predict and anticipate. This uncertainty can lead report, a surge in demand, or provider failure are all to waves of disruptions. Resilience is needed to examples of unexpected disruptions – resilience must anticipate, adapt and bounce forward from all be embedded across the organisation to deal with these disruptions. these situations effectively. 6 “This requires both adrenaline and core strength” Adrenaline Core strength Adrenaline enables an absorbative response, a surge of energy to get through the initial shock and stress. To keep riding the waves of disruption, recover more quickly between each one, and bounce back stronger needs more than adrenaline – it requires core strength, which is built through adaptive and anticipatory capabilities. The ‘marathon vs sprint’ metaphor has been Councils need to change their mindset, to view used by many in relation to the pandemic but, for resilience as a capability rather than a response to us, ‘adrenaline vs core strength’ is a more useful an event. Councils cannot keep going on adrenaline comparison. This is not a marathon. There is no alone. Vast amounts of energy (adrenaline) are finish line. Our work with local authorities has certainly needed in the initial response to a crisis, sharpened our definition to recognise that disruption but bouncing back stronger requires core strength, is part of the core business of a council. Disruptions which enables councils to keep going for longer and to will keep coming, large and small, with varying time recover more quickly. They must draw from their core gaps in between. Like a surfer, councils need to strength to be able
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