Knowing when to widen the lens

As Surrey advances through local government reorganisation (LGR), headlines and milestones resonate beyond county boundaries, drawing the attention of fellow councils watching closely in anticipation. Some with a not-so-distant memory of their LGR journeys and others whose programmes are already taking shape ahead of 2028.As head of resourcing for Surrey CC and supporting the senior leadership appointments to East and West Surrey, I would love nothing more than to sketch out the perfect map and pass it forward. With many of the principles underpinning senior appointments remaining familiar across authorities, for many HR personnel, it'll be their bread and butter. So, if not the process, where does the challenge truly lie? As one small cog in a wheel of committed colleagues, I hope my reflections help.From day one, it's been clear that LGR must deliver a safe and legal transition to the new authorities, ensuring residents can continue accessing services and staff can continue delivering them. Shortly after Surrey's initial announcements, the workshops began; timelines, spreadsheets, deep dives, oh my. As officers, we began to understand from councils with experience of LGR how senior appointments help to shape the new authorities. We absorbed their valuable lessons and very quickly learned a few of our own.In Surrey we've seen dedication across roles, skillsets and sovereign councils and it's here where collaboration creates cohesion. As a single workstream with defined leads for each authority, we're able to share progress, problem solve and benefit from the chance to work together. The latter is an important window of opportunity; to learn about and from our future colleagues and to build strong working relationships. As officers working on behalf of the new authorities, this was the moment to draw on the very best of our collective practice, balancing careful consideration with healthy challenge while maintaining momentum.Early preparation for our workstream was invaluable in supporting interim statutory appointments through joint committee-endorsed processes. Permanent appointments are now taking place as governance arrangements, political leadership and organisational identities have emerged and continue to evolve in real time.These are not developments that can be projected through a blueprint. They require officers to observe, listen and respond as priorities, relationships and ways of working begin to take shape. While this can place pressure on already ambitious timelines, it also provides a unique window into the emerging character of an authority and the relationships that will support it long after vesting day. There is rarely a single ‘right way' through this stage. More often, success comes from embracing the constructive tension between politics and process, recognising it not as a barrier to progress but as an opportunity to better understand the organisation taking shape and help it realise its ambitions.The post-it notes that once filled Surrey workshop walls, mapped with the very best intentions, had become reality. Supporting these appointments at pace while building key relationships requires a more nuanced skillset, one built on both valuing synergy and separation as new authority paths begin to diverge.For Surrey, we saw divergence early through separate advertising campaigns for the chief executive posts for East and West Surrey Councils. Though some previous councils had run their appointments in parallel during their LGR phase, in Surrey we've worked to two different timelines and campaigns respectively based on shadow executive preference.This is one of the key decisions for the shadow authorities and it is their prerogative to establish their own identity, articulate their own ambitions and attract leaders capable of bringing that vision to life.The biggest personal reflection thus far is to recognise when to zoom in on the details and where it's critical to take a more holistic view. Widening the lens allows us to remember the ‘why' in LGR. It's an ambitious programme, but for those who embrace it, it brings scope to work differently, challenge our thinking and to reflect on our own leadership. Problem solving keeps teams agile and the highs and lows help build resilience. Seasoned with critical and creative thinking, these experiences have challenged us to grow in ways that few programmes ever could.For those soon embarking on this journey, my advice is to prepare early with what you do know but to create space, time and resource to react efficiently to what you don't. LGR often challenges us to balance momentum with patience, resisting the instinct to move before the picture is fully formed. This applies especially within the context of senior leadership appointments where even the most detailed and well-intended plans remain subject to change.Above all, enjoy it. Even the moments of tension have value. After all, if change is where learning happens, there are few greater classrooms than LGR.Sophie Thornton is head of resourcing at Surrey CCThis was written in advance of the Government's decision to pause local government reorganisation on Monday 7 September

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REORGANISATION

Knowing when to widen the lens

By Ann McGauran | 09 September 2026

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