Local government reorganisation, commonly now referred to as LGR, is set to transform the sector. In 1972 it was just the same, as within a couple of years, we said goodbye to Lindsey, Holland and Kesteven County Councils and said a rather muted hello to the relatively short-lived Humberside. LGR is again a hot topic in both Whitehall and town halls across the country, with discussions on restructuring and devolution making headlines in unexpected ways.
While councils will undergo significant transformations in terms of their shape (and identity), they are also facing both new opportunities and significant challenges in terms of the leadership skills needed for the success of our local democracy in the future – whatever its configuration.
The current local government environment is one where change is constantly evolving – you only have to read this copy of the The MJ to see that. Whether it's adapting to new pressures, embracing advancements in AI and digital technology, or developing new skill sets, public sector leaders are being forced to adapt and rise quickly to the occasion. Today, every local government leadership role – whether districts, counties, unitaries, or combined authorities – requires a fresh set of skills to navigate these changes effectively. It's not just about having the right technical expertise; it's about being adaptable, resilient, and prepared to lead through uncertainty.
So, what will these new leadership skill sets look like for local government? In an environment of continuous change, the ability to lead with purpose through ambiguity is key, as leaders and teams must bounce back from setbacks and continue moving forward. The pace at which change is happening is faster than ever, so leadership qualities such as determination, communication, and strategic thinking will be crucial in ensuring that teams stay aligned and motivated through uncertain times.
And what about the new digital local government world? Despite ongoing fears that the forthcoming local government reorganisation will be driven by the need to reduce costs, the biggest change to hit local government in a generation offers a real opportunity for local authorities and their partners to truly deliver resident-orientated delivery and meet head on the increasing citizen demand for more digital and intuitive services.
Sharing data and sharing ideas will be key for success in achieving this, particularly in integrating complex systems and also the opportunity to consolidate and upgrade technology platforms and – dare we say it – encourage more radical thinking on resident-centred design. If ever there was an opportunity for local government to fully collaborate on digital transformation, now is the perfect time to start.
In this context, interim managers are emerging as indispensable figures – bringing stability, perspective, and a track record of navigating change. As boundaries shift and new governance structures are formed, the ability to adapt quickly becomes crucial. Interim leaders offer authorities the rare combination of flexibility and experience stepping into senior roles at short notice and leading from day one.
They provide continuity during turbulent times, assess organisational readiness for change, and drive strategic transformation. Most importantly, they help maintain service delivery and public confidence even as structures evolve around them.
With many councils operating under severe budget constraints, the expectation to deliver more for less remains ever-present. Here again, interim managers provide unique value. They bring efficiency without compromising quality – identifying cost savings, introducing best practice, and delivering outcomes under pressure. Whether stabilising a service area, leading a corporate programme, or filling a critical leadership gap, interim professionals offer a cost-effective way to maintain momentum and direction during periods of flux.
This moment of reorganisation is also a unique opportunity to innovate, reimagine service delivery, and rethink how local authorities engage with their communities. Interim leaders often act as catalysts for these shifts, bringing with them insights drawn from both the public and private sectors. They challenge conventional thinking, unlock potential in teams, and build platforms for sustainable improvement. Their impact often extends beyond their tenure, leaving behind more resilient, forward-facing organisations.
As councils redefine their roles and structures in response to LGR, the presence of strong, experienced interim managers is critical. Interim managers can not only help guide local authorities through the immediate demands of change but also lay the groundwork for longer term success. In doing so, they uphold the enduring mission of local government – to serve communities effectively and equitably, just as it was in 1972, but with a sharper focus on the future.
Rebecca Rampat is McLean Public's Partner for Place and Sustainability and Jonathan Swain is Managing Partner
