Writing for the Leadership Centre are devolution experts (pictured left to right) Cllr Ruth Dombey OBE, Toby Savage and Elise Wilson. Ruth is the former Liberal Democrat Leader of Sutton Borough Council and a member of the Committee on Standards in Public Life. Toby is the former Conservative Leader of South Gloucestershire Council and founding member and past Deputy Mayor of the West of England Combined Authority. Elise is the former Labour Leader of Stockport Borough Council and Greater Manchester Combined Authority Economic Lead for Greater Manchester (GM) & Vice Chair of the GMLEP.
As experienced political leaders, serving on the Independent Improvement Board (IIB) for the Cambridgeshire and Peterborough Combined Authority (CPCA) has been both a challenge – but also a privilege. A privilege because unlocking the growth potential of this region is critically important for UK plc, as well as for all the residents living in the local area.
Our role since 2022 has been to guide and scrutinise the CPCA’s improvement journey following serious governance failings and government intervention through the issuing of a Best Value Notice. In doing so, we’ve drawn on decades of leadership within local and regional government, and seen first-hand what works – and what doesn’t – when building a high-performing, accountable authority. We understand both the promise and the challenges of local and regional government reform.
From the outset, the IIB was clear: real improvement had to go beyond formal compliance. It had to be cultural. Governance structures, policies, and reporting lines are vital, but it’s how people behave within those systems – the common values they hold, the trust they build, the leadership they demonstrate – that determines whether an authority succeeds.
One of the most significant lessons emerging from our work is the central role of organisational culture. During our early engagement, it was clear that the CPCA had lost its way – not just in process, but in purpose. There was confusion around roles, blurred accountability, and a breakdown in relationships. This was not unique. Many new Mayoral Combined Authorities (MCAs) face teething problems as they evolve rapidly in complex and ever-changing policy and political landscapes.
Yet what the CPCA has since demonstrated is that cultural change is possible. Through leadership stability, a clear improvement plan, and consistent challenge from the IIB, we’ve seen a shift. There is now a renewed emphasis on transparency, collaboration between officers and elected members, and a growing confidence in decision-making. Governance is stronger, but more importantly, the mindset has transformed into a clearer sense of common purpose and stronger leadership.
As former Council Leaders from different corners of England with different politics, but sharing a deep respect for the principle of localism, we know that political leadership can either drive or derail this type of change. Mayors and Leaders must model the culture they want to see: one that prizes integrity, open dialogue, and constructive challenge. The CPCA’s experience underscores the need for early investment in political and officer relationships, and in setting a shared vision that transcends party politics and speaks to the needs and ambitions of local residents and businesses.
Our message to those shaping new and existing Mayoral Combined Authorities is clear: get the culture right, and the rest will follow more easily. Build in mechanisms for independent challenge early – not just as a corrective tool when things go wrong, but as a partner in ongoing learning and reflection. Recognise that MCAs aren’t just structures of governance; they are communities of leadership and enablers of profound regional change and opportunity.
The IIB’s work is winding down as the direction is promising. As the CPCA moves beyond crisis into continuous improvement, we believe its journey holds valuable lessons. It shows that with the right political and officer leadership, a willingness to learn, and a deep focus on a culture of collaboration, even the most challenged institutions can rebuild trust and deliver for the communities they serve.
The answer as to whether English Devolution is ultimately successful or not can be found in the lessons drawn from Cambridgeshire and Peterborough. What we and our fellow IIB members have helped achieve is a guide for all regions.
Ruth, Toby and Elise are all part of the faculty for an exciting new programme designed to support those shaping the future of devolution – offering space, insight and support to grow the capacity and confidence of Strategic Authorities as they evolve. Find out more about ‘Developing Strategic Authorities’.