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As the glorious, yet worryingly hot summer draws to a close, many councillors and council staff will be increasingly alive to the reality, implications and practicalities of local government reorganisation (LGR).Unlike past ‘rounds', the work is being undertaken within a clearer and more coherent, albeit high-level, policy and strategic context.The Cabinet Statement of 31 July set out the Government's intentions for Rewiring the State and in doing so, provided the frame upon which LGR as one part of the overall programme, will hang.While the prime focus is inevitably on mayors and mayoral strategic authorities, it is noticeable that the term ‘local authorities' appears seven times in the seven-page, 3,400-word document. This feels like a win, perhaps small, but a win for local government, nonetheless.As councils move forward and work with the decisions for their areas and LGR programmes are established, priority is often afforded to a ‘safe and legal' approach, driven by concern for the vulnerable, statutory provisions and risk assessments.The relationship between government and councils looks set to change from one typified as ‘parent-child', subservient and where councils are conceived of as a delivery arm of government, to one that recognises councils as sovereign partners, contributing on equal terms to the greater good. If the Cabinet Statement delivers on its ambitions, in part at least through local government, there is a seismic shift in prospect from the past four decades or so, for which new unitary authorities are ideally placed to plan for now.Managing the disaggregation, amalgamation, transfer and transition of services is a gargantuan task, for which already scarce resources need to be diverted, allocated or procured. The attention given to the risks and financial implications associated with adults and children's services, is understandable.But experience has shown that to do so solely and at the expense of other aspects of LGR, such as transformation, outside of a broader programme for any new council and its communities, economy and environment, can be problematic.A metaphor often used for LGR is one of moving house. Carefully packing boxes, some filled with light, robust and easily carried items. Others filled with delicate, expensive, emotionally resonant or heavy contents. All of which need to be moved and unpacked, arranged and ready to go on day one of ‘moving in', or vesting day.It is a good and helpful metaphor that brings a complex and interdependent set of processes and emotions into sharp practical focus based on many people's experience. It acknowledges how people can feel when moving house. The upset, distress and for some, the pain arising from the disruption, change and sense of loss or leaving something behind, all need to be considered and addressed sensitively.The metaphor can also be stretched, because in LGR, with the creation of new unitary authorities, there is the opportunity to, metaphorically, build a new house.With this in mind, the early architects of the new councils are the senior responsible owner (SRO) and pre-shadow authority councillors and officers, who lay the foundational principles upon which the more detailed design will be based by the shadow authority once elected.The critical importance of giving early consideration to the organisational culture, values, principles, behaviours and policies that reflect a deep understanding of the needs, aspirations and wishes of the local communities within the new unitary area cannot be underestimated.The devolution of functions, powers and finance envisaged in the Cabinet Statement will empower and increasingly place greater responsibility and accountability on local leaders for economic growth, and social progress in parallel with it.The relationship between government and councils looks set to change from one typified as ‘parent-child', subservient and where councils are conceived of as a delivery arm of government, to one that recognises councils as sovereign partners, contributing on equal terms to the greater good. If the Cabinet Statement delivers on its ambitions, in part at least through local government, there is a seismic shift in prospect from the past four decades or so, for which new unitary authorities are ideally placed to plan for now.This can also be reflected in the way new councils establish and develop their relationship with local people – engaging them in not just renewed neighbourhood democratic arrangements, but catalysing their capacity to participate and contribute to the economic, social and environmental progress in their communities on a day-to-day basis.Capitalising on the growing movement, discipline and practice around relational approaches for service delivery, as well as for upstream, preventative activities embedded deep in community ecosystems, is going to be key.In moving into an existing or new house, it is the people in it and the relationships, behaviours, values, trust and coherence that create a sense of belonging and powerful emotional attachment which, in turn, makes the house a home. Those new unitary authorities wishing to foster a sense of ‘home' for councillors and staff alike will recognise and address this.A rare opportunity to fundamentally change local government may be upon us, within the context of a rewiring of the state.Those councils that grasp this, step up and take the opportunity, alongside the need for ‘safe and legal' structures and governance, are more likely to be and remain relevant for what may be another 50 years – to 2076.Carpe Diem!Michael Coughlin is a non-executive director, chair and strategic adviser, with local government, charity and private sector experience

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Turning a new unitary into a home

By Michael Coughlin | 26 August 2026

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