‘There is nothing permanent but change.' Although referring to the universe (Heraclitus, if you're interested) those working in local government will be forgiven for feeling it was written about them. With regular announcements concerning local government reform, it's happening and it's happening fast and 24 February 2025 also saw the Procurement Act 2023 take effect. Contracting authorities are now busy working through what changes that legislation will also bring. Councils are continually balancing the needs of their many stakeholders while delivering the required reform and producing further savings – no small task.

Keeping local engagement and the community at the forefront of council services while reform happens is a significant challenge. Councils will require flexibility to accommodate the many states of change they will go through; staff at all levels moving and potentially leaving throughout the process of reorganisation. This will have an inevitable impact on recruitment and workforce stability and is likely to lead to an even greater reliance on contingent and temporary staff. Indeed, following on from a more recent downward trend in interim recruitment, this is already being reflected in the increasing number of roles being advertised.

With value for money remaining the ultimate objective, councils need to continue to explore innovative alternative strategies to reorganise. At a time when there may be increasing demand for contingent staff, taking greater control of the costs for temporary recruitment by moving to a council ownership model could offer significant savings. This will also enhance a council's ability to attract and retain talent aligned with the local community and the council's values and goals.

With so much change already happening, it may not feel like the perfect time to explore a different way of working despite the benefits on offer to make savings and improve transparency. But by looking at solutions that councils are already using successfully and learning from them, there are opportunities to reduce risk to implement those new ways of working and to do so more quickly. As an example, Commercial Services Group (CSG) is currently working in partnership with seven councils across the UK to meet their needs for contingent and temporary staff provision using our joint venture model.

These councils are already benefiting from streamlined hiring processes, the ability to let longer contracts and improved engagement with workers to move them to permanent positions; all of which is helping to foster a more cohesive workforce and create stability. Our partners will be well positioned to respond as further flexibility in the workforce is needed whilst having complete transparency over their supply.

Despite all the uncertainty, now should be the perfect time to challenge your existing delivery models and consider insourcing. Establishing your own recruitment agency can be as easy as changing the contractor if you consider a partnership approach. Continuing with the tried and tested business model and a commercial mindset offered by staying with an existing contractor may seem logical but who is considering your organisation's needs when they are supplying so many different customers? An agency that is owned by you, that only works for you will prioritise your needs as well as those of your local economy and community. And a joint venture partnership allows the risk and the reward to be shared.

Partnership working brings fresh investment and the surplus generated stays in the public sector to be directed to deliver local impact. As an example, the CSG joint venture public to public partnership has delivered more than £4m back to the public purse. Other benefits include working more closely with SMEs and community organisations and supporting the council's economic objectives. In the last year our partners have increased local job opportunities by employing 2,760 people, 71% from the local area and helping to ensure fair pay. Some 124 previously long-term unemployed people have been found roles and 246 roles have moved from temporary to permanent positions.

These are all outcomes that can only be delivered when you are in control, which in turn can empower your workforce and lead to more resilient and adaptable teams, capable of addressing the ongoing challenges.

Local government is currently embedding new ways of working every day, so it is an ideal time to add to the mix other innovative ideas such as working in partnership. This way councils can benefit from proven and successful solutions faster and more effectively. A good partnership will bring experience and lessons learned to ensure a smooth implementation focusing on clear objectives.

The right answer won't be the same for all which is why it's important to use the lens of the local community to drive those objectives and goals. But there is no doubt that a well-managed contingent workforce will help councils to more successfully flex and adapt to the ongoing changes, and to expand and contract in a way that allows skill gaps to be bridged. Even better when you are in the driving seat and enjoy the benefits of council ownership.

And that's just what's needed when we don't know what is round the corner.

Caroline Wheller is Business Development Manager at Commercial Services Group