What’s happening within local government?

The UK government’s recent publication of the English Devolution White Paper outlines a transformative vision for local government, aiming to devolve councils operating as two-tier local government organisations and reissuing responsibilities to fewer authorities, spanning a wider geographical footprint, known as unitary authorities (UAs). This initiative seeks to transform the structure to provide unitary authorities with the ability to govern populations of at least 500,000, thereby streamlining services and enhancing decision-making processes. The anticipated benefits include improved service delivery, stronger community engagement, and the empowerment of local leaders with greater authority over planning and infrastructure development.

Change in local government is nothing new. Over the decades, councils across the UK have undergone multiple reorganisations, each aimed at streamlining services, consolidating administrative functions, and creating a more cohesive system. This shift towards UAs is a continuation of this long-standing objective.

The 1990s marked a significant turning point with the establishment of the Local Government Commission for England in 1992, which led to the creation of several UAs. In 2009, another wave of consolidation followed, bringing further structural changes across England and Wales. The momentum has continued into the 2020s, as the UK government seeks to simplify governance and improve service delivery through a more unified approach.

Opportunities for Improvement

While large-scale transformations come with inevitable challenges, they also present unparalleled opportunities.

The government’s white paper speaks that each UAs size of serving a population of 500,000 will “achieve efficiencies, improve capacity and withstand financial shocks” (white paper). Streamlining decision-making, by reducing administrative layers, could see those efficiencies take place leading to quicker responses to community needs.

By uniting the organisations, a standardised programme and portfolio management (PPM) approach can ensure better communication channels between departments and stakeholders. This may have longer term benefits of easing workplace pressures and pain points such the elimination of duplication that can happen when different processes are in place to reach the same goal. By adopting best practices and centralised processes, councils can avoid inefficiencies and unlock cost savings that can be reinvested into essential services.

By taking proactive steps now to set standards within PPM, councils can ensure that being proactive can result in getting a foothold on what the future brings and influencing the change, rather than simply reacting to it.

Challenges to Consider

Reorganisation is never without hurdles. Councils must be prepared for the financial implications that come with investing in the necessary technology and infrastructure to support best practice PPM. Delivering services may face temporary disruptions as teams align their processes. However, as Jack Welch, former chairman of GE, famously said: “Change before you have to.” Waiting until restructuring is imminent means councils risk falling behind on programme delivery if they are left scrambling to integrate new systems while managing increased pressure due to the reorganisation, and his encouragement of business leaders to embrace change, before it becomes necessary is applicable for this. Taking action now—before the changes take hold—allows for a smoother transition, ensuring operational continuity and long-term success.

At Verto, we have worked closely with local government since 2008, supporting organisations through complex transformations and helping them embed best practices that lead to long-term stability. With our expertise in programme and project management within the public sector, we understand the scale of this change and the importance of ensuring continuity, collaboration, and efficiency from day one.

Preparing for change, to minimise disruption

Considering the impending changes, local government would be best placed to proactively seek strategies that facilitate a smooth transition. Implementing best practice methods for managing programmes within multi-departmental public sector organisations is crucial. Standardising work within a structured framework that aligns with government standards, including those set out in Gov S002, ensures consistency and compliance.

Organisations that establish these methods ahead of the reorganisation could secure continuity in their operational methodologies. They will come armed with an asset; a centralised platform that houses all programme information and data, making it both visible and accessible. This level of digital maturity will be of value, positioning the organisation as a model of efficiency and adaptability.

Moreover, organisational restructuring invariably precipitates cultural shifts, which can be challenging to navigate, as does the introduction of new systems, which often necessitates behavioural changes in the way work is managed. Authorities that undertake some of the inevitable transformation in advance, by adopting tools that help to standardise work processes such as programme management, will mitigate the risk of compounded disruptions during the restructuring phase. Early adoption allows for the establishment of new processes and the acclimatisation of staff to the updated workflows, thereby fostering a culture of adaptability and resilience. These proactive steps will not only ease the transition but also enhance the organisation’s capacity to deliver sustainable and high-quality services to residents, aligning with the government’s objectives of stronger community engagement and improved service delivery.

Where we are working with councils to deliver change

At Verto, we have extensive experience in supporting organisations through major operational shifts—helping them adapt, foster consistency, and enhance collaboration. Our expertise can provide valuable insights into the challenges that lie ahead for the government’s restructuring initiative, offering best practice guidance to navigate and manage the change effectively.

See the benefits when it matters

In conclusion, as local government organisations in the UK brace for significant restructuring under the English Devolution White Paper, the proactive implementation of comprehensive programme management tools like Verto is imperative. Such foresight will not only streamline the transition but also position these organisations to thrive in the new governance landscape, ultimately fulfilling the government’s vision of empowered, efficient, and community-focused local authorities.

Sources: English Devolution White Paper, Government Transformation Magazine ,House of Commons Library