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David Burns's avatar

Thanks for highlighting the report and the approach - it really is an example of how agile state capacity can fix, change and deliver things. Test and learn as an approach is quite common over a number of public service areas, including in local government - the challenge has been how to grow it over time, and the capacity needed to move to new models while still managing the old. You might find this interesting, which is the Cabinet Office led approach to public sector reform, which is explicitly about test, learn and grow and has been working with local places on experiments

https://www.local.gov.uk/sites/default/files/documents/Public%20Service%20Reform%20webinar%20slides%20-%20complete%20pack%20-%2023%20Jan%202024%20%281%29.pdf

This is now being supplemented with an initial £100m for innovation in local government - not a lot and when local government is facing massive and existential challenges such as temporary accommodation costs - but it’s the beginning of a commitment, and a way of proving to e.g. treasury that this sort of thing can work and deliver real reform. https://questions-statements.parliament.uk/written-questions/detail/2025-03-12/37802/

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Tony Ellis's avatar

Good piece and not a criticism but I was waiting for the eureka moment. In fact, how UC was turned round came down to common sense, starting small, continually adjusting approach, (always with an eye on the policy goal) and basing roll out on people's ACTUAL FUCKING needs.

Aaaaaaargh!

It's what everyone else calls customer focused delivery.

As you say, let's hope lessons have been learned.

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