Covid-19 has undeniably pushed councils to their limits to overcome ongoing challenges. Their ability to respond agilely and bounce forward from these waves of challenges is a testament to their resilience and willingness to grasp everyday disruption. Organisational resilience has traditionally been narrowly framed as either personal resilience at scale or the ability to ‘keep going’. Our work challenges this view.
The next year is critical. Delivering on recovery, revised budget trajectories, and delayed transformation activity will be at risk in organisations exhausted by the pandemic, and without reserves of resilience to draw upon. We are calling on councils to fundamentally rethink how they understand organisational resilience and to actively invest in resilience now. We have partnered with the County Councils Network to develop a framework to ascertain a council’s resilience levels. Our understanding of organisational resilience was initially informed by academic literature and has gone through several iterations based on testing and feedback from a number of organisations and individuals.
Jon Ainger, Director at IMPOWER, says:
“We are delighted to publish this report in partnership with the County Councils Network.
“Investing in resilience is not a statutory requirement, it is a deliberate leadership choice to enable councils to deal more effectively with future disruptions and to be in a better position to operate within complexity.
“We look forward to sharing the research findings with councils and the wider sector, and supporting councils in their journey to strengthen their organisational resilience.”
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