Local government is playing a key role in a story packed with seismic change and political turbulence, and one that the greatest of the ancient Greek playwrights would have relished.
Plot points include a leader in the form of deputy prime minister and secretary of state Angela Rayner vanquished – or at least departing – and a swathe of new ministers put in place. The loss of Jim McMahon as minister for local government and English devolution and the man steering the devolution project and the large-scale local government reorganisation that underpins it. Steve Reed entering the stage as the new secretary of state – a former Lambeth council leader, but as yet to declare the full contents of his hand on the old guard's agenda.
And, as the deadline passes for Devolution Priority Programme areas to submit final proposals for reorganisation, and with a swathe of other councils due to make their submissions by 28 November, will the full package of structural reform be delivered? Will the timetables for the birth of new unitaries and the creation of new mayoral authorities begin to slip?
One attendee believes that while it is significant the Prime Minister ‘sacked the local government minister who's also doing all the leg work on devolution', this is more likely to lead to ‘some flex' rather than radical change. ‘There might be some things that are going to change a bit, but I don't think that means they're going to divert away from devolution, reorganisation or Fair Funding 2.0.
Layered into this is the emergence of Reform, a political party determined to disrupt the status quo in Westminster and in the county halls they now control. Aristophanes may not have been au fait with the intricacies of English local government, but the dramatist would surely have appreciated the sensitive political and administrative challenges facing the central and the local.
With all this in mind, leadership from local government joined other experts from the sector at this round table with in-house local delivery public sector partners Local Partnerships at the recent MJ Future Forum Midlands event in Stratford-upon-Avon. Their task is to offer insights on reshaping systems in uncertain times, on how to make devolution work and to explore how place-based leadership can drive regeneration, inclusion and resilience.
Setting the scene, chief executive of Local Partnerships Adele Gritten pointed to what she perceives as a potentially emergent dearth of communication and connection between strategic and combined authorities and the unitary level of local government, with ‘little narrative or discussion about the joining up of both, including what does a strategic authority do that is different to unitary authorities, and vice versa'.
She added: ‘Where and how do they intersect and where might those crossovers be? Because from where I sit as chief executive, who works with combined authorities and districts, boroughs and counties on a regular basis, there is a danger of duplicative work in the system as part of the reorganisation process.'
Addressing the implications of recent political changes at the top, she said the departure of Jim McMahon ‘likely does leave a little bit of a hiatus in the department'.
One attendee believes that while it is significant the Prime Minister ‘sacked the local government minister who's also doing all the leg work on devolution', this is more likely to lead to ‘some flex' rather than radical change. ‘There might be some things that are going to change a bit, but I don't think that means they're going to divert away from devolution, reorganisation or Fair Funding 2.0.
‘What it does mean is they have got some scope to do things differently and to change timetables, or to take a different approach in the detail of the funding formula.'
Moving to both the challenges and the opportunities of reorganisation, one delegate highlights the need to get behind reorganisation, ‘because sometimes there's no point fighting things'.
‘We're embracing it in terms of the whole system transformation and we are working very closely with our neighbouring partners. We're seeking to show how the districts in the system add real value to the language of prevention that's coming from government, but also to the outcomes we're seeking. It's not easy, but that's the approach.'
Another voice agreed reorganisation offers the chance to build on the prevention agenda and said that while the context around reorganisation currently ‘feels very adversarial', ‘this is genuinely a once-in-a-lifetime chance to shift the dial on the way we deliver public services'.
The West Midlands Combined Authority has played a transformative role through investing in local infrastructure in its patch, they added. But for places without a combined or strategic authority, ‘the Government's agenda around devolution is the right approach, because that becomes the only way I believe we can get the investment that's needed here'.
One attendee highlighted the challenge of meeting the timetable of the end of November to submit final reorganisation proposals to government. ‘Our window is squeezed in terms of landing this by November. But the options are relatively simple in comparison to other areas.'
The districts, they added, are increasingly talking about reorganisation ‘as an enabler to public service reform, in that bigger outcome space, and hopefully [tackling] devolution after that, although the devolution dialogue is very much dialled down and it's absolutely about what's going into the submission'.
One participant said reorganisation is leading to a lack of convergence on options and fragmented relationships between local authorities across the county footprint. They underlined the importance of positive working relationships between councils, and added: ‘To see that fragmenting in front of your eyes, because people bring their different agendas, was an eye-opener for me when we'd all committed to working collaboratively.'
Debate, they add, ‘will run and run, until 23.59 on 28 November, until someone presses the button'.
The relationship with Reform, that now controls a number of county councils in the Midlands, has been ‘a real challenge' that would continue for the next couple of years. This has included ‘no conversations from anybody' and a breakdown in communication on reorganisation.
What's missing from the reorganisation agenda, they believe, are the links with the wider system of public service delivery – other key stakeholders, including the Integrated Care Boards (ICBs) and the police. ‘[It's about] the wider system piece, and actually, how do we engage with the ICBs? I think that's a missed opportunity in this area of work.'
Echoing this take, another participant said that on devolution, ‘the really big question is whether the Home Office is really prepared to see police forces split up. Yes or no? Because if the answer to that question is yes, fine, various options open up. But if the answer is no, then that constrains the options.'
Making the case for prioritising devolution, one participant said: ‘One message I would take back to the new secretary of state would be: "Think about devolution first, and reorganisation can follow". Devolution is where change comes.'
And, challenged to say what they would do if starting from scratch on designing a combined authority, another attendee said it's time to take the opportunity to be brave. ‘It's interesting seeing how some areas are embracing that [chance], and others are looking potentially to the easy options.'
‘Is it [just] a case of natural politics and natural relationships aligning? And if so, is that in everybody's interest, or how do we put a more objective lens on some of the options?', they add. ‘This might mean challenging some of those natural relationships that exist across administrative areas, in the greater good of bringing the communities into some of those conversations.'
Finally, one voice says it's time to ‘keep the faith' in reorganisation. ‘I've been up and down the reorganisation hill several times and I think the disruption in the discourse is probably getting towards its height, right?
‘Wherever we get to, let's move through it, but to be able to get to the other side and know you can do that is probably the big one for me. Don't stop.'
A call for a purposeful collaboration
By Adele Gritten, chief executive, Local Partnerships LLP
The MJ Future Forum Midlands was a timely reminder local government is not merely reacting to change, it is shaping it. As we navigate the complex terrain of reform, reorganisation and devolution, the sector must embrace its role as a proactive architect of public value.
At Local Partnerships, we work across the breadth of local government – combined authorities, districts, boroughs and counties – and what we see is both inspiring and concerning. Inspiring, because there is genuine appetite for transformation. Concerning, because the system risks fragmentation at precisely the moment it needs cohesion.
The round table discussion in Stratford-upon-Avon highlighted a critical gap: the lack of a shared narrative between strategic and unitary authorities. Without clarity on roles, responsibilities and intersections, we risk duplicating effort and diluting impact. Reform must not be a patchwork – it must be a tapestry woven with intent.
Political turbulence adds complexity. The departure of key ministers and the rise of new political forces like Reform underscore the need for steady, place-based leadership. But leadership is not just about navigating disruption – it is about harnessing it. Reorganisation should not be feared; it should be leveraged as a catalyst for whole-system transformation.
We heard powerful reflections on the prevention agenda, the urgency of infrastructure investment and the need to engage Integrated Care Boards and police forces in the wider system. These are not peripheral concerns – they are central to delivering outcomes that matter to communities.
Devolution must be the starting point, not the afterthought. It is through devolved powers that local leaders can tailor solutions, drive regeneration and foster resilience. Reorganisation can follow, but only if it is grounded in local ambition and collaborative design.
As we approach the November deadline for reorganisation proposals, let us not lose sight of the bigger picture. This is not just about administrative boundaries, it is about reimagining how we serve, support and empower our communities.
Let's be bold and joined-up. And above all, let's lead with purpose.
The MJ / LP round table attendees
Kamila Coulson-Patel – Director of law and governance, North Northamptonshire Council
Stephen Gabriel – Chief executive, Tamworth BC
Marc Greenwood – Executive director of place, Blaby DC
Akira Matsutani – Director general, Japan Local Government Centre, London Ian Miller – Chief executive, Wyre Forest DC
Michelle Sacks – Chief executive, Huntingdonshire DC
Robert Weaver – Local government strategy consultant
Adele Gritten – Chief executive, Local Partnerships
Paul Marinko – Deputy editor, The MJ (chair)
Ann McGauran – Commissioning editor, The MJ (reporting)
