Policy as the Powerhouse: Why Local Government Runs on Strategy

In today’s complex and fast-changing local government environment, where councils are expected to do more with less, policy is not just a background function, it’s the strategic powerhouse that drives innovation, coherence, and impact. Far from being confined to paperwork or procedural guidance, policy is the creative and analytical force that enables councils to define their ambitions, respond to challenges, and deliver meaningful outcomes for communities.

As Richard Cressey, Director of Policy and Strategy at Westminster City Council, put it:

“Policy is the brain of the organisation… the prefrontal cortex is the bit of the brain that really does the kind of creative thinking.”

What Is Policy, Really?

Policy in local government is often misunderstood. It’s not just about technical documents or operational procedures, it’s about strategic leadership. Richard explained that his team leads on planning, licensing, transport, environmental and social policy, but the real essence of their work lies in shaping the council’s overarching direction.

“The core principles of policy making for me really are about being the thought leadership and practise leadership of the organisation.”

This strategic function connects the dots across departments, ensuring that the council’s actions are coherent, impactful, and aligned with its long-term goals.

Creativity Meets Realism

One of the most compelling aspects of policy work is the balance between creative thinking and grounded realism. Policy must be visionary, but it also has to be rooted in the lived experiences of frontline staff and service users.

“Policy making has to be grounded in reality. It can’t be distanced from what people’s lived experiences are… bridging that gap between the big picture and the reality is critical.”

Richard emphasised that without insight from those delivering and using services, policy risks being ineffective or even harmful. Good policy is not just data-driven, it’s experience-informed.

Challenges Facing Policy Teams

Policy teams today face a dual set of challenges: those shaped by external context and those within their control. Externally, the pace of national change is relentless. From Brexit to the pandemic to a new government with a bold agenda, councils must constantly adapt.

“The pace of change at a national level is probably unlike it has been since 2010 to 15… we have a new government who have a big programme.” Internally, building and maintaining relationships across departments is vital but difficult in a stretched sector. Another major challenge is diversifying the policy workforce.

“It can’t all be people frankly like me, who’ve been to red brick universities, white, middle class. We have to start bringing in lived experience and different perspectives.”

At Westminster, this commitment is reflected in recruitment practices, assessment methods, and internal progression opportunities. From ethnically diverse panels to shadowing schemes, the council is working to open doors and broaden perspectives.

The Political Dimension

Policy does not exist in a vacuum, it operates within a political context. Councils are political institutions, and elected members have their own priorities and pressures. Navigating this dynamic is a core part of the policy function.

“Our job as officers is not to be political… but we have to be politically aware.”

Richard stressed the importance of aligning short-term political pressures with long-term strategic goals. When relationships between members and officers are strong, these forces can complement each other. “Politically blind advice will go nowhere.”

Engaging the Wider Organisation

Policy is not just the responsibility of the policy team. Everyone in a council has a role to play in shaping and implementing strategy. For those outside the policy function, the best way to support policy work is to engage.

“It may seem like it’s set aside from the day-to-day, but believe you me, it will be influencing your day-to-day in two or three years’ time.”

The best policy teams create open doors, not ivory towers. But it also takes effort from others to walk through those doors, share their perspectives, and help shape the future.

Policy in a Time of Change

We are living through a period of profound change in local government. Devolution, funding reform, and political shifts are reshaping the landscape. In this context, policy is not a luxury, it is a necessity.

“If we do things the way we’ve always done them, we won’t be able to deliver the services with the level of funding we have.”

Policy provides the scaffolding for innovation, the framework for transformation, and the language for ambition. It is the powerhouse that enables councils to think differently, act strategically, and deliver better outcomes.

A Vision for the Future

When asked about his legacy, Richard spoke not of personal accolades but of systemic change.

“I would like to see a public service system… where public services are better joined up and geared around outcomes, not around pre-designed structures.”

He envisions services that are responsive to communities, not paternalistic or fragmented. This means co-production, engagement, and a genuine commitment to listening.

“Public services do need to be more responsive… and that process in and of itself brings people together.”

Conclusion: Strategy as a Necessity, Not a Luxury

Policy is not just paperwork. It is not just consultation documents or cabinet reports. It is the strategic imperative that allows councils to navigate complexity, respond to change, and deliver on their promises. As local government faces unprecedented challenges, the role of policy becomes even more critical. It is the brain of the organisation, the place where creativity meets realism, where ambition meets delivery, and where ideas become action.

To those working in policy: your work matters. To those outside policy: your engagement matters. And to those leading councils: your investment in policy capacity will shape your organisation’s future. Let us recognise policy for what it truly is: the powerhouse of local government.