From the Ground Up: Rethinking Local Government with Rebecca Murphy
- truthaboutlocalgov
- Jun 13
- 5 min read
Updated: Jun 14
In a time of significant transformation for local government in the UK, Collaborate CIC is leading the charge towards more inclusive, community-driven public services. In a recent conversation between Matthew Masters and Rebecca Murphy, Chief Executive of Collaborate CIC, the discussion explored the organisation’s mission, insights from their work with Test Valley, and practical advice for councils navigating reorganisation and devolution. This blog delves into the key themes of that conversation, offering a comprehensive look at how local government can be reimagined from the ground up.
Purpose of Collaborate CIC
Collaborate CIC is a not-for-profit social enterprise founded 12 years ago by Lord Victor Adebowale. Its mission is to tackle complex societal challenges through collaboration, system leadership, and by placing people at the heart of public service reform. The organisation works with NHS bodies, councils, voluntary and community sectors to co-produce solutions and set local priorities.
As Rebecca Murphy explains:
“We work with NHS, councils, voluntary and community sectors to co-produce solutions and set local priorities.”
This people-first approach is central to Collaborate’s ethos, ensuring that services are not only designed for communities but with them. By fostering collaboration across sectors, Collaborate CIC aims to build systems that are more responsive, equitable, and sustainable.
Key Insights from the Test Valley Project
One of Collaborate CIC’s most impactful recent projects is their work with Test Valley, culminating in the report titled The Bigger You Go, The Less You Know. This report critiques the trend towards large-scale local government reorganisations, warning that creating bigger unitary authorities risks disconnecting from local communities.
Murphy emphasises:
“We’re not going to understand what people need unless we work with them and put them at the heart of the work.”
The report advocates for hyperlocal, place-based, and relational working, arguing that one-size-fits-all models are ineffective for addressing complex needs such as adult social care and NHS demand. It proposes a framework for community-oriented public services at multiple spatial levels—from neighbourhoods to regions. This approach ensures that services are tailored to the unique needs of each community, fostering stronger relationships and more effective outcomes.
Advice for Councils Undergoing Reorganisation or Devolution
Murphy advises councils to begin by asking fundamental questions:
“What are we here for? What do we want for the communities that we serve?”
She stresses the importance of engaging communities in co-designing priorities and services from the bottom up. Councils should reimagine their operating models to reflect relational, neighbourhood-based approaches. This means rethinking how services are delivered, who is involved in decision-making, and how success is measured.
Murphy also highlights the creative use of existing community assets, such as libraries, to deliver integrated services like health hubs. She notes:
“Define neighbourhoods based on community identity and connectivity, not just administrative boundaries.”
This kind of thinking encourages councils to move beyond traditional structures and instead build systems that reflect the lived experiences and needs of their residents.
The Role of Community Engagement
Community engagement is central to bottom-up approaches in local government reform. Effective collaboration between local government and the NHS is essential to achieving better health outcomes, reducing social isolation, and improving prosperity.
Murphy notes:
“Co-creation must include voices that are often underrepresented or unheard.”
This means actively seeking out and listening to those who have historically been excluded from decision-making processes. It also means creating spaces where people feel safe and empowered to share their views.
Strategies for Effective Community Engagement
To engage communities effectively, Murphy recommends using community connectors and local area coordinators who can deeply understand local populations and their needs. Collaborate CIC also leverages existing voluntary and community sector networks that already have trust and relationships with marginalised groups.
“We need to work through networks that already exist in those communities to have those trusted conversations.”
This approach helps address barriers to trust in public services, especially among communities that feel underserved. It also ensures that engagement efforts are grounded in local knowledge and relationships, making them more effective and sustainable.
Improving Access and Service Design
Murphy stresses the importance of identifying and addressing barriers to service access, such as:
Cultural or language differences
Transport and communication challenges
The complexity of navigating public systems
She advocates for bringing services to people—in familiar, trusted community spaces—rather than expecting individuals to navigate complex systems.
“Let us bring services to people—to places where those communities are, where the groups that those communities feel comfortable within.”
This shift is not just about convenience; it’s about equity. It recognises that the most vulnerable often face the greatest barriers and that public services must adapt to meet people where they are.
Barriers to Adopting New Models
Several barriers hinder the adoption of new models:
Short-term funding undermines long-term community development.
Capital funding often lacks accompanying investment in people and social infrastructure.
Siloed commissioning fails to address holistic needs.
Place-based approaches are often limited to specific services rather than embedded across the whole council.
Murphy explains:
“Services should be commissioned end-to-end and designed around the person, not the system.”
This means moving away from fragmented service delivery and towards integrated, person-centred models that reflect the complexity of people’s lives.
Recommendations for Overcoming Barriers
To overcome these challenges, Murphy recommends:
Ensuring sustainable, long-term funding that includes both capital and revenue.
Reforming commissioning practices to support integrated, community-focused services.
Embedding community and neighbourhood approaches into the core operating models of councils, especially during reorganisation or the creation of new unitary authorities.
These changes require not just policy shifts but cultural ones—where collaboration, trust, and shared purpose become the norm.
Looking Ahead: Long-Term Vision
Murphy envisions a future where community-focused approaches are embedded across all of local government. She states:
“Success in 5–10 years would mean a reset relationship between councils and communities, built on trust, collaboration, and shared purpose.”
This vision is not just aspirational—it’s achievable. But it requires commitment, courage, and a willingness to do things differently.
Call to Action and Contact
Rebecca Murphy encourages councils and partners to reflect on how to integrate these principles into their operating models. The upcoming Test Valley report will offer further insights and frameworks for action. She welcomes conversations and collaboration, and can be reached at rebecca.murphy@collaboratecic.com
Collaborate CIC Services
Collaborate CIC offers a range of services aimed at supporting local systems change and improving public outcomes. Their key services include:
Supporting Collaborative Approaches – Helping public sector organisations and partnerships design and implement commissioning and delivery approaches that are more inclusive, adaptive, and focused on long-term outcomes.
Systems Change Support – Working with local authorities, charities, and other partners to create the conditions for systemic change, often through place-based approaches.
Capacity Building – Providing training, facilitation, and strategic support to build collaborative leadership and organisational capabilities.
Research and Learning – Conducting research and sharing insights to inform policy and practice in public services and systems change.
These services are designed to help organisations not only respond to current challenges but also build the resilience and capacity needed for the future.
Closing Remarks
As Matthew Masters concludes:
“If you're thinking about how you can reset that dynamic and the communication and the engagement with your community, you need to speak to Collaborate CIC.”
With a growing need for value-driven consultancy in local government, Collaborate CIC is well-positioned to help councils meet the evolving needs of their communities. Their work exemplifies how collaboration, community engagement, and systemic thinking can transform public services for the better.
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