Local government reorganisation (LGR) is undeniably a period of significant change and uncertainty for senior officers in district councils. The prospect of reorganisation can be unsettling, especially when personal futures are unclear. However, amid the challenges, there lies a wealth of opportunities that should inspire optimism and confidence among leaders.
From research we have undertaken within the sector, we have summarised our findings in our paper New Local Government Report – Devolution by Default; it compiles insights from ten senior local government leaders with extensive experience navigating LGR and successfully leading new organisations. This paper draws together key considerations for those embarking on reorganisation.
At this early stage of LGR, it is easy to focus on the negatives and overlook the potential benefits. The assumption that success in a unitary authority requires extensive knowledge of adult social care, children's social care, and other upper tier services is a misconception. In reality, district council senior officers bring unique strengths to the table that are highly valuable in the new landscape.
One of the most encouraging developments that we have seen directly over the first few months of 2025 is the successful transition of district council senior officers into senior roles within large, complex unitary authorities. These officers have demonstrated that their skills and experiences are not only transferable but also highly sought after. Their proximity to community services and direct engagement with residents provide them with a deep understanding of local needs, which is a significant advantage.
Given the often-shallower leadership and management structures in district councils, senior officers tend to be closer to the action than their larger neighbours. This, in turn, develops a much richer, deeper level of place-based knowledge and memory that is hard to learn. The skill in retaining this knowledge and using it to deliver better and more innovative community focused services is well developed in the senior officers we have been working with. The intimate knowledge of local issues and the ability to navigate the intricacies of community dynamics are invaluable assets that can lead to more tailored and effective solutions.
District council senior officers have often been at the forefront of innovation and technological advancements. Operating with smaller budgets has necessitated creativity and smart solutions to balance finances effectively, over many years. This resourcefulness is a testament to their ability to drive change and implement innovative practices, making them well-equipped to thrive in larger authorities. Scaling up experience that exists is easier than developing that experience for the first time. Their knowledge in managing limited resources and finding more efficient ways to deliver services can be a blueprint for larger authorities aiming to optimise their operations.
It is crucial to highlight that the strengths of district council senior officers do not diminish the contributions of their counterparts in unitary or county councils. Instead, it is about recognising the unique perspectives and skills that each group brings to the table. By shining a light on the positive opportunities for district council officers, we can foster a more collaborative and inclusive environment. As new organisations and cultures form in the coming years, this collaboration can lead to a more holistic approach to governance, where diverse experiences and insights contribute to more comprehensive and effective strategies.
LGR offers a unique opportunity to redesign local government structures to be more responsive, effective, and community-focused, without losing the ‘local' element. This reorganisation is not just about achieving efficiencies but about creating a governance system that is deeply connected to the needs and aspirations of local communities. The goal should be to create a system that places the resident voice at the heart of service delivery. By prioritising the needs and voices of residents, local authorities can ensure that their policies and services are truly reflective of the community's desires and requirements.
As we navigate the complexities of LGR, it is essential to support and empower current leadership teams. Investing in their development and providing tailored training will prepare them to lead with confidence and resilience. Leadership during reorganisation is not just about managing change; it is about inspiring trust and maintaining morale. Effective leadership can make a significant difference in how smoothly the transition occurs and how well the new structure's function.
LGR of course presents challenges, but it also offers a chance to reshape local government in a way that is more responsive and community focused. Senior officers in district councils should feel positive about the future, knowing that their skills, innovation, and close connection to communities are invaluable assets. By embracing these opportunities, we can build a stronger, more effective local government that truly serves the needs of its residents. The future of local governance lies in the ability to adapt, innovate, and remain deeply connected to its communities.
Frazer Thouard is head of GatenbySanderson's local government practice
www.gatenbysanderson.com/devolution-local-government-reorganisation
