Title

FINANCE

At what point do things get bad enough to drive change?

Local leaders should insist on transition funding before embarking on change and use the process to streamline back office functions and digital systems, says Ben Page.

(C) Ipsos

(C) Ipsos

Summer is sadly over. The fun of the political conferences is past – for those who enjoy such things.

Never has a government seen such a rapid fall in ratings in its first year. The Conservatives can't mock – their ratings are the worst recorded in polling going back to 1976.

Reorganisation adds to the inbox. The experience of the 1990s is that reorganisation costs more, takes longer and delivers fewer savings than expected – and recent analysis suggests poorly-designed mergers could cost £850m rather than save money.

While Reform is riding high in the polls, one would need a heart of stone not to sympathise as the reality of local government finance leads it to raise council tax like everyone else. And rising council tax while incomes remain stagnant gives us only 36% who say they get value for money from their council. Still, better than the Government itself, which has only 12% satisfied with it.

The Spending Review promises to raise councils' core spending power from £69.4bn in 2025-26 to £79.3bn by 2028-29, but sector debt already exceeds £140bn, with increasing numbers effectively bankrupt.

The question is at what point do things get bad enough to drive change. We have commissions, reviews and £3.7bn extra funding for social care, but my socks were in orbit when I realised there were 1,500 children with costs at £500,000 a year or more each and that ‘million-quid kids' were a real thing.

Reorganisation adds to the inbox. The experience of the 1990s is that reorganisation costs more, takes longer and delivers fewer savings than expected – and recent analysis suggests poorly-designed mergers could cost £850m rather than save money.

Local leaders should insist on transition funding before embarking on change and use the process to streamline back office functions and digital systems.

The wonderful thing about local government is its ever-resilient and cheerful, ‘can-do' people – but at some point, we have to stop plastering over the cracks.

Ben Page is a visiting professor at Kings College London and the former chief executive of Ipsos

FINANCE

Crude reckoning

By David Blackman | 05 May 2026

In the wake of the Iran-US conflict councils could be hit by a surge in inflation, insecurity of fuel supplies, demands for higher pay and more pressure on t...

FINANCE

Fifty years on: Lessons from the Layfield report on local council funding

By Owen Mapley | 29 April 2026

Half a century from the Layfield Report on local government finance, many of the issues it raised remain and have become more complex, says Owen Mapley.

FINANCE

Why CfGS is needed now more than ever

By Ed Hammond | 23 April 2026

As Ed Hammond departs for pastures new, the Centre for Governance and Scrutiny’s deputy chief executive reflects on 17 years at the centre – and how governan...

FINANCE

Keeping a grip on what matters

By Pam Parkes | 23 April 2026

As delegates gather in Birmingham today for the PPMA conference, outgoing president Pam Parkes urges leaders to ask the harder questions even when the immedi...

Ben Page

Popular articles by Ben Page