With local government reorganisation (LGR) front and centre for large swathes of the sector and having recently concluded a restructure at Solace, I am acutely aware of both the human impact of reorganisation and the even more complex challenge of ensuring that new structures embed and function effectively once the formal process is complete. In this context, emerging from a restructure with a skilled, motivated workforce that feels energised and prepared for the challenges ahead is essential to long-term organisational success.
From a personal perspective, when the idea of a restructure at Solace was first mentioned, my immediate reaction was: ‘No thank you… I'm good' – a phrase I hear regularly at home whenever I ask my daughter to tidy her room or set the table. In this situation, however, I'm fully aware that the reasons behind my response are more significant.
Although I'm someone who can both embrace and deliver change, I also know that my instinctive response is often to avoid it entirely. Staying conscious of that tendency has been important for me throughout this process. Conversely, I know there are others within Solace who will jump at the opportunity to try something new and take a risk.
Even this simple contrast in initial reactions to the idea of a restructure or reorganisation highlights just how many individual, varied responses you can expect throughout an entire change process. That's why it's essential to keep the individual at the heart of every decision and action.
Structural change has become a defining feature of modern local government. Whether driven by legislative reform, financial pressures, strategic realignment, or leadership transitions, restructures increasingly shape the working lives of staff across councils and sector organisations. Yet while structural change is often discussed in terms of governance, partnerships, efficiency or financial modelling, implications on individuals are less frequently placed at the centre of public debate.
Whether undertaking a large scale reorganisation driven by LGR or devolution, or implementing a more targeted departmental restructure, one principle remains constant: it is neither possible nor realistic to meet everyone's expectations at once. While certainty is always desirable, it is often unattainable, and acknowledging the complexity this creates is essential.
In LGR-affected areas, for example, employees have spent the past year unsure about what the future holds. Even once structural decisions are made, uncertainty will persist – both about whether those decisions will be sustained and about their implications for individuals and their careers.
What is possible, and what genuinely strengthens organisational culture, is demonstrating that every person's experience is seen, heard and taken into account. When individuals feel acknowledged, trust in leadership grows, and their engagement in the change journey deepens.
Reflections gathered from colleagues following the recent Solace restructure reinforce this point. Survey responses highlighted several priorities that matter most to staff, including the importance of clear, timely communication and a desire for clarity around roles and responsibilities as changes embed. Colleagues also noted the pressures associated with capacity and workload, while expressing interest in visible and accessible development and career pathways. Many additionally emphasised the value of feeling recognised and appreciated for their contributions.
Overall the feedback from our restructure demonstrated a positive direction of travel in many cases colleagues are invested, motivated, and committed to Solace's future. At the same time, the feedback also illuminated some areas where enhanced support, clarity and visibility would further strengthen confidence as the organisation continues to evolve.
(1) Strong communication and transparency
Maintaining a steady rhythm of honest, aligned communication is vital, particularly when decisions are still evolving. Tools such as a monthly staff newsletter, regular briefings, and two way forums can help ensure colleagues feel informed, involved, and able to ask questions throughout periods of transition. Staff are interested in how the change will impact them personally and it's important they have a forum within which they can discuss this freely.
(2) Provide clarity on roles, responsibilities, and the impact of change
Clear, accessible descriptions of team level responsibilities will help colleagues understand ‘who does what' as the model embeds. Visible timelines and key dates will further support clarity and reduce uncertainty.
(3) Address capacity and workload pressure
Highlighting short-term and medium-term resourcing plans, alongside thoughtful prioritisation of work, will help alleviate pressure. Protected time for planning, reflection, and strategic thinking, through away days or structured focus sessions, can also support more sustainable delivery.
(4) Strengthen visibility of learning, development, and career pathways
Clear learning and development pathways, improved access to training, and transparent internal vacancy processes will help colleagues navigate their development and understand how they can grow within the organisation.
(5) Celebrate achievements and reinforce positive culture
Regularly spotlighting successes, individual, team, or organisational, will reinforce a strong sense of pride and wellbeing, helping to maintain momentum and morale.
Ultimately, the experience of navigating a restructure at Solace, and the reflections generously shared by colleagues throughout that process, underscores a simple truth: organisational change succeeds when people feel informed, supported and valued. Structures can be redesigned, processes refined, and strategies reshaped, but it is the workforce who bring vision to life and carry the organisation forward.
So, for us, the hard work is still to come. We recognise that as the organisation continues to evolve, holding fast to these principles will ensure change is not something endured, but something that enables colleagues to thrive together, with confidence and shared purpose.
Jessica Mullinger is executive director of sector support at Solace
