How can local government maximise community impact from its limited resources?

Councils need to ensure that they are prioritising measures that will create the greatest impact and lining up all of the organisation’s resources behind the things that matter most.

Leveraging a council’s assets and borrowing power for the wider good

The huge financial pressures faced by local authorities over the past decade have by and large been associated with efforts to cut spending to make ends meet. Yet councils have also experimented with the alternative way of balancing the books: revenue generation. The challenges of the past few years have led to the emergence of a range of income creating solutions, many highly imaginative and with the potential to have an impact beyond the budget book. In particular, councils have looked at how they could tap into their existing assets or acquire new ones to develop new income streams. This remains a new world for most organisations, with many questions and considerations to navigate.

Strategy alignment

We help organisations ensure that their activities are completely aligned to a compelling strategy and corporate plan.

Eastleigh strategy

We help organisations ensure that their activities are completely aligned to a compelling strategy and corporate plan.

Commercialisation

We help organisations unlock their commercial potential.

Government briefing paper

A recently published piece on local government commercial property investment.

“Transformation centred around delivering improved service at lower cost has been a major focus for councils of late.

Yet, there is also a very different question to answer. How do councils align their organisations, their money and their resources to the strategic priorities set by members?

This is not straightforward since these priorities need to be the product of a clear vision for the area, clear outcomes for the community and a strategy for delivering those outcomes. This really does challenge what a council is there to do, how it interprets its commercial remit and how it relates to its community.”

Dave Mullin
Service Lead for Strategy, Performance and Governance

Meet the team