Beyond Boundaries: Leadership, Culture and the Future of Local Government

In a recent episode of The Truth About Local Government, we had the pleasure of speaking with Jonathan Stephenson, Chief Executive of Brentwood Borough and Rochford District Councils. Jonathan is not only a respected leader in local government but also the visionary behind the Public Sector Challenge a grassroots initiative that has captured the imagination of public servants across the UK.

What began as a simple team-building exercise a walk across the Yorkshire Three Peaks quickly grew into something far more impactful. The original idea was to foster camaraderie and resilience among colleagues, but the experience sparked a wider conversation about wellbeing, leadership, and the power of shared purpose in the public sector. From that modest beginning, the Public Sector Challenge has evolved into a national movement, encouraging teams from councils, NHS trusts, and other public bodies to take on physical challenges together while raising awareness of mental health, promoting collaboration, and celebrating the spirit of public service.

Jonathan shared how the initiative has helped break down silos, build trust across organisations, and remind people why they joined public service in the first place. It’s not just about fitness or fundraising it’s about reconnecting with values, building resilience in the face of adversity, and creating space for authentic human connection in a sector that often feels stretched and under pressure.

Key Lessons for Local Government Leaders

1. Culture is the Foundation of Transformation

Jonathan Stephenson offered a powerful insight into the leadership culture at Brentwood and Rochford:

“In my organisation, I’m Jonathan most of the time, I’m the Chief Exec some of the time. That’s really important to me. We’re team players, we support each other, and we challenge each other respectfully.”

This ethos isn’t just a nice-to-have it’s a strategic asset. Under Jonathan’s leadership, the councils have reduced agency spend from £2 million annually to zero interim staff in their top 50 roles. That kind of stability doesn’t come from policy alone; it’s the result of values-led leadership that builds trust, psychological safety, and a shared sense of purpose.

As someone currently studying the Barrett Values Centre model, I’ve found this example particularly resonant. The model teaches that transformation begins with meeting the foundational needs of staff ensuring they feel safe, supported, and valued. Only then can organisations move toward higher levels of alignment, adaptability, and social contribution.

Jonathan’s approach exemplifies this. By fostering a culture where people are seen and heard as individuals first, and job titles second, he’s created an environment where talent stays, collaboration thrives, and transformation becomes possible. It’s a reminder that leadership isn’t just about strategy it’s about how people feel when they come to work.

2. Digital Transformation Must Be Strategic and Inclusive

Jonathan Stephenson highlighted a crucial principle for any local government undergoing change:

“If you get the workforce together as one and you look at your digital tools as one, then you’ve got the rest to deliver.”

This isn’t just a technical observation it’s a strategic imperative. Harmonising digital systems early in any reorganisation isn’t about convenience; it’s about creating the conditions for success. When staff are aligned and empowered by coherent, user-friendly digital tools, transformation becomes not only possible but sustainable.

This insight aligns with findings from the State of Digital Government Review, which revealed that 47% of central government services and 45% of NHS services still lack a digital pathway. These figures underscore the urgency for local government to move beyond reactive “A&E mode” where outdated systems are patched up under pressure and into “R&D mode,” where innovation, co-design, and collaboration shape the future of service delivery.

As someone currently studying the Barrett Values Centre model, I see a clear connection between digital transformation and organisational culture. Technology alone doesn’t drive change people do. And people need to feel safe, included, and supported to embrace new ways of working. Strategic digital transformation must therefore be inclusive, values-led, and rooted in a shared vision. Jonathan’s approach reminds us that digital tools are not just operational assets they’re cultural touchpoints. When used well, they can reinforce trust, transparency, and teamwork across an organisation. When neglected, they can become barriers to progress. The challenge for local government leaders is to ensure digital transformation is not just a project, but a mindset.

3. Collaboration Is Not Optional

Jonathan Stephenson posed a provocative question that cuts to the heart of inefficiency in local government:

“Why do we have 84 environmental health job descriptions? Why not have one, with 20% local variation?”

This isn’t just a rhetorical flourish it’s a call to action. The duplication of effort across councils, particularly in areas like job design, procurement, and digital infrastructure, is costing the sector dearly. Jonathan’s vision of shared platforms and standardised specifications echoes the Local Government Association’s push for a Local Government Centre for Digital Technology a hub that could enable councils to co-create, share, and scale solutions rather than reinventing the wheel.

The financial case for collaboration is compelling. In 2022–23, councils spent over £2.1 billion on agency staff, accounting for 6% of total staffing costs. Much of this spend is driven by short-term fixes to long-term problems vacancies, siloed systems, and inconsistent job structures. By working together, councils can reduce duplication, build capacity, and create more attractive career pathways for public sector professionals.

As someone currently studying the Barrett Values Centre model, I see collaboration not just as a cost-saving measure, but as a cultural necessity. The model teaches that organisations thrive when they move beyond survival and stability into shared purpose and contribution. Collaboration is the mechanism through which that contribution becomes scalable. It’s how we move from isolated excellence to sector-wide impact. Jonathan’s challenge is clear: if we want transformation, we must stop acting alone. Collaboration isn’t optional it’s the only way forward.

Copyright: Alliance Leisure.

4. Local Government Reorganisation Must Be Brave and Evidence-Based

In Essex, bold proposals are on the table ranging from the creation of three to five new unitary councils. Jonathan Stephenson is a strong advocate for ensuring that any structural change is built on solid foundations:

“It can’t just be a rearrangement objective. It needs to come with collaboration at its heart.”

This is a crucial distinction. Reorganisation for its own sake risks disruption without improvement. But when driven by evidence, local insight, and a commitment to shared outcomes, it can unlock new efficiencies and better align services with the needs of communities.

The five-unitary model, backed by the majority of Essex councils, is a compelling example. It promises stronger alignment with local geographies, economies, and identities moving away from arbitrary boundaries and toward structures that reflect how people live and work.

As someone currently studying the Barrett Values Centre model, I believe that any reorganisation must also consider the cultural dimension. Structural change without cultural alignment is unlikely to succeed. Staff need to feel secure, valued, and involved in the process. Only then can transformation take root. Jonathan’s emphasis on collaboration as the cornerstone of reorganisation is a timely reminder: bravery in local government isn’t just about making big decisions it’s about making the right decisions, together.

Conclusion

Jonathan Stephenson’s leadership offers a compelling blueprint for those navigating the complexities of change in local government. His commitment to transparency, wellbeing, and innovation demonstrates that transformation is not merely about structures and systems it’s about culture, values, and people. From harmonising digital tools to reducing agency spend, from advocating for evidence-based reorganisation to championing collaboration across councils, Jonathan’s approach is rooted in a deep understanding of what makes public service work: trust, purpose, and shared humanity. As I continue my studies of the Barrett Values Centre model, I’m reminded that lasting change begins with how people feel safe, supported, and connected. Structural reform may set the stage, but it’s culture that drives the performance. As we face the next chapter in local government, let’s hold onto this truth:

“We’re not just building councils. We’re building communities.”

  This blog post was sponsored by Alliance Leisure, the UK's leading leisure development partner, specialising in supporting local authorities to improve and expand their leisure facilities and services. Click the logo above and check out their website and services.