With the transition to new unitary authorities under way, those responsible for shaping organisational structures will want to preserve or even enhance the strong sense of place that has evolved in many neighbourhoods, towns and cities.
For many councils affected by the Government's plans for local government reorganisation (LGR), there is concern that the transition to unitary authorities could result in a loss of sense of place. When the largest of the new unitary councils is formed, decision-making could be taking place at more than two hours in journey time from where people live. How will these neighbourhoods, and the services they receive, be affected?
To address these concerns, the English Devolution and Community Empowerment Bill introduces a new duty for local authorities in England to establish appropriate arrangements to secure effective governance for designated ‘neighbourhood areas'. In the Autumn the Government published a call for examples of neighbourhood governance best practice. At the time of writing the findings are yet to be published, but what does seem likely, is that Government will leave the matter of ensuring effective neighbourhood governance to local decision makers.
Reorganisation is a real opportunity to enhance sense of place. It is an opportunity to consider neighbourhood governance and share ideas for new decision-making structures.
For example, could new area committees work well?
An area committee is a standard committee, operating in a specific part of the council's area, able to exercise executive and non-executive functions. Only councillors elected to wards in the committee's designated area would serve on the area committee, with co-option possible from for example town or parish councillors, or representatives of other community organisations. Given the anticipated size of the new unitary councils, it is expected that multiple area committees will be established in each unitary authority. For them to be part of an effective governance model, they need to not just be an add-on, but an integral part of the new council's governance model.
The awaited Government regulations may provide a framework for meaningful change. If they do not, councils must be creative - to develop neighbourhood governance arrangements that have effective decision-making powers that are genuinely strengthened by local identity.
Yet a key question remains: Will these committees genuinely enable localised decision-making and bring power closer to communities? Holding meetings in local areas moves decision-making closer to residents, and involving local councillors ensures that decisions are made by people who understand local needs, which should strengthen accountability. But this will only really have an effect if the committee's functions and decision-making remit are of substance. This delegation needs to be carefully considered as new constitutions are drafted.
Alternatively, could formal or informal consultative committees work better? These would enable ward councillors from a specified area to meet to discuss shared issues extending beyond individual ward boundaries. They can act as forums for consultation, and in more formal arrangements, make recommendations to the cabinet, council or other committees that are required to be considered and replied to.
How to engage the community is another important aspect. Many local authorities enable co-option onto scrutiny bodies and allow public questions at meetings; some have held citizens' assemblies and other consultative and co-production exercises.
LGR represents a once-in-a-generation opportunity to redefine decision-making structures for the benefit of local communities, but numerous councils impacted by these changes are finding it challenging to explore alternative approaches due to the uncertainty currently about how their area will be reorganised.
The awaited Government regulations may provide a framework for meaningful change. If they do not, councils must be creative - to develop neighbourhood governance arrangements that have effective decision-making powers that are genuinely strengthened by local identity.
Alongside preserving the most successful elements of current practices - both from their own experience and by learning from other authorities - councils should actively place greater emphasis on delivering public services that genuinely embody and reinforce the unique character of their communities. This approach is essential to prevent any erosion of local identity during LGR.
More detail on the relevant legal provisions is included in our Neighbourhood Governance article, at Anthony Collins' LGR Hub.
Claire Ward, partner, and Sue Bearman, legal director, are specialists in the local government team at Anthony Collins.
