Splitting successfully

In previous rounds of local government reorganisation (LGR), districts have typically been aggregated into larger unitaries. This time, some districts are being split. That shift introduces a different complexity, one that cuts across frontline service and statutory functions.This willingness of the Government to introduce boundary changes at a district level is a striking outcome of this round of LGR, given their guidance that ‘there will need to be a strong public services and financial sustainability related justification for any proposals that involve boundary changes'.While the sector has learned a lot about county disaggregation, splitting district services is largely untested. For New Forest DC, the boundary changes are substantial with a 60/40 population divide and approximately 70,000 residents of the area known as the Waterside becoming part of a new council based around an expanded geography currently covered by Southampton City Council.Having previously led place-based services through LGR into a newly formed BCP Council, I have seen the challenges of county disaggregation. As a sector, we know the risks that come with this, as well as the solutions that mitigate them. Disaggregation at a district level presents a different set of questions, and fewer established answers. From my staff briefings I have felt the impact on our staff of this extended uncertainty.It is critical we learn quickly what we can from county disaggregation. For many corporate services, there is a direct read-across. However for a range of district functions, we are having to develop new approaches to ensure services remain safe, legal and functional for day one of the new councils.As returning officer (RO) one of my highest priorities will be electoral services. We have a small team delivering elections every year from now to 2028 – a big ask. And through this we will need to work with two new Joint Committees and the new ROs to ensure successful elections in 2027 for the new shadow councils, as well as 37 town and parish council elections, while also preparing to separate the electoral register and systems, and manage the transfer of the team.Other essential frontline district services present equally complex challenges. Waste collection, for example, is one of the most visible services we provide. Residents expect continuity and reliability. Yet the collection methodology differs and the infrastructure behind it, including depots and fleet, does not easily divide.I know that pragmatic solutions can be found. When Christchurch became part of BCP Council, waste services continued to be delivered by Dorset Council on a transitional contractual basis. Shared assets such as depots were managed through agreed arrangements. A phased approach is likely to be essential in district disaggregation. It allows continuity on day one, while creating space to design future operating models.For us, being a housing landlord, with more than 5,200 properties and a tenant satisfaction rate of 81%, brings the challenge into even sharper focus. In 2028, 40% of our tenants will move to the new south west Hampshire council and 60% to the mid Hampshire council; all tenants will have a new landlord.Our tenants are at the heart of decision-making around their homes and our wider landlord function including the Housing Revenue Account (HRA). This change of landlord directly impacts people's lives, affecting their homes, services, and sense of place. Yet they have had no influence over the outcome. We are therefore placing significant emphasis on tenant engagement and resident reassurance.There are also opportunities. We have a housing development programme and have delivered, or have in contract, 648 new affordable homes since our programme was launched. This includes 77 homes this year and next in the Waterside.The aggregation of HRAs within new unitaries has the chance to place housing at the heart of people-focused services, and wider regeneration and place-shaping. We have been working with colleagues in Hampshire, supported by Savills, to understand the lessons learned in previous HRA mergers and key priorities for success.We recognise we will need expertise and capacity in our organisation to work with the LGR implementation team to deliver disaggregation, while also enabling members and staff to play their part in the creation of our new councils in Hampshire and the Solent.The Local Councils Network is well-placed to support collaboration and we are asking the Local Government Association to expand their resources in this area. We also believe there is a case for targeted funding from the Ministry of Housing, Communities and Local Government, beyond the initial allocation, for district councils facing this additional complex work. There will be other bodies such as the Association of Electoral Administrators and the Social Housing Regulator who will want to consider the impact of this new wave of change.What is clear is that district disaggregation requires both capacity and coordination at a scale not yet fully recognised.While the Government's decision is debated by our communities and our council, we are keen to work to explore disaggregation further, to share our learning, and to continue our planning to deliver successful services to the proposed new councils. If district disaggregation is to succeed, it cannot be solved council by council in isolation; we need to accelerate sector-wide learning.Kate Ryan is chief executive of New Forest DC

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Splitting successfully

By Kate Ryan | 13 May 2026

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