Local government reorganisation (LGR) is arguably a once in a generation opportunity to design the future of local public service delivery.

The creation of new structures of unitary government provides a chance to improve service delivery, financial sustainability and to be more aligned and responsive to geographies that reflect the modern-day communities and economy of an area.

Understandably there will be different views, opinions and even beliefs about ‘local' delivery and the structures that best serve an area. Acknowledging this early in the process is important and healthy.

It allows councils to maintain relationships and collaborative working, accept that separate proposals can be developed independently of each other, and agree where doing things as a collective system is appropriate – for example, a shared data resource and resident engagement approach.

Recognising that none of the current councils in an LGR area will ultimately exist and understanding that the Government decides on the unitary structures to be implemented, can help keep councils working together collaboratively, even where there are multiple proposals being developed in an area. The Government have invited areas to respond, and everyone is doing what they think is right for their area and residents.

The ultimate beneficiaries of LGR should always be the people that local government serves. Keeping the needs of communities at the centre ensures that reorganisation stays aligned with the goal of serving the public effectively. It is crucial to remember throughout the process that communities' needs and expectations don't change because of LGR. This perspective is both sobering and essential.

It also illustrates how challenging and demanding the journey is. Balancing the need to maintain a focus on business-as-usual, including driving ongoing savings and improvement, while developing a future state can be testing for even the most resilient.

In this current round of LGR, the journey is a long one. For those in the priority programme, it will be nearly three years from now, and potentially longer for others, before the newly formed councils will officially take on their powers and responsibilities.

Ultimately, whatever decision is taken by government must be implemented by the whole system. All councils in an area have a role to play in the transition from the current structures and ways of working to the new ones. Minimising the fragmentation that may occur between now and then is important to ensure the sector delivers the best outcome.

At Newtrality, we have experience in working with areas at every stage of the LGR journey – from proposal development, through to pre-implementation planning, transition and post vesting day transformation.

We know the process is not easy and full of ambiguity. It requires strong strategic awareness and stakeholder management from those leading this work. Balancing the sometimes-competing interests, demands and uncertainty can be a challenge.

Sometimes having an independent voice and an honest broker to support and challenge your approach is helpful, as is skilled and experienced delivery capacity that can supplement and support those leading the process.

Our team at Newtrality is highly experienced in navigating these challenges. We work alongside councils as a neutral partner, providing critical friend challenge and advice, delivery support and assurance. This can help build knowledge, confidence and resilience.

We can help councils to develop effective system-wide ways of working practices whilst recognising the need for separate spaces to develop individual cases. We can help you with preparing for implementation and beyond.

There are core activities that all councils need to undertake in preparation. Being able to work on these well before the outcome of any proposal submission, puts you in the best position to maintain continuity of service delivery to your residents as changes are delivered, while providing the strategic capacity to design and shape the future.

 

Paul Clarke is Director of Policy and Strategy at Newtrality