Essex County Council: One year on

A Chelmsford Sunset

This month marks a year since I joined Essex County Council. I feel so fortunate that Councillors and our CEO Gavin Jones took a chance on me, a recovering politician, to lead the County Council’s new Corporate Development function. Since being appointed I’ve moved the whole family from Brighton to Chelmsford, our third child has arrived into the world and I’ve learnt a fair bit of Essex geography.

So what have I been working on in the past year? Key things:

  • Restructured most of Corporate Development to focus on multi-disciplinary, agile working with professional guilds of practice, whilst delivering 30% savings;
  • Created an internal Service Design team backed by Full Council approving GDS service standards as core to our 4 year strategy;
  • Brought together Digital and Technology Services into a single new department with a dedicated director;
  • Gained agreement on a new strategy and pipeline of commercialisation work;
  • Launched redesigned web content for Adult social care;
  • Championing working in the open with our new blog platform.

It has been so energising to come in to work every day with so many people carrying the burning fire for change. I’m incredibly lucky that so many teams have such a breadth and depth of talent. They’ve kept the show on the road with lots of benefit delivered for the Council despite so much change all around them. But the progress hasn’t been all smooth nor as fast as I would have liked. Some reflections and challenges…

  • Procurement and contract management is still really hard – Yes GDS/CCS frameworks have made it so much easier for some stuff, but that doesn’t fix legacy contracts nor fields of work their frameworks don’t cover. Often the challenges are emblematic of insufficient risk appetite in the sector or excessive focus on reducing costs. These are hard cultural norms to shift.
  • Recruiting permanent staff is really, really hard – Yes, some of our processes and procedures within the council have room for improvement. But it’s also hard to get heard in the noise out there when we don’t have some of the sparkle and treasure others can offer. Standard recruitment campaigns for in-demand fields just don’t cut it.
  • The words ‘digital’ and ‘transformation’ are so overused in localgov that they now mean nothing. Language matters and we need to be very careful about what we say and what it is heard as meaning.
  • Legacy technology is painful. Obvious really, but the bigger and older the council the more of this stuff will be lying around. Bodges which got us through difficulties in the past become burdensome technical debt. Big suppliers with exciting visions, claiming to have done it all before, often become silent in the face of the custom spaghetti code of integrations which need upgrading and unpicking before the shiny new thing can land. Clean breaks are hard to achieve in a land of so many legacy systems and contracts. It’s a work in progress.

What next? Well just because structures have changed doesn’t mean all of our habits, practices and culture have followed suit so we’re doing lots of work around support, learning, coaching and development to ensure the new ways of working really embed.

We’re aiming to get a public beta for a new essex.gov.uk out in the next 12 months too, it’s critical to unlocking a lot of the service design thinking we want to support with colleagues across so many parts of the council.

Finally there’s huge amounts more thinking and work to do on integrating our our financial and business planning more closely. We also need to do more soon re-imagining our technology investment strategy and then re-aligning the teams in light of this. This stretches across fun like social care case management, ERP and more.

So lot’s more challenge and opportunity ahead!

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