Navigating the Complexities of LGR - by Anna Earnshaw

Local Government Reorganisation (LGR) is a demanding and fast-moving process that challenges councils to deliver seamless services while managing significant change. With 40% of councils currently involved in LGR and many with decisions pending, it’s a critical time to reflect on what works, what to watch for, and what pitfalls to avoid. Drawing on my experience of the Northamptonshire LGR programme, one of the most complex and challenging reorganisations in recent years, I wanted to share some practical insights and lessons learned to help councils navigate their own journeys.

The Scale and Pace of LGR Delivery

Local Government Reorganisation moves quickly and so does the time! In Northamptonshire, the team faced over 500 day 1 safe and legal activities to complete ahead of vesting day, spread across 14 work streams. Each day was packed with decisions and actions that had to be carefully coordinated to ensure the new council could operate effectively from day one. Don't forget, you also have to maintain business as usual, so this is no easy hill to climb!

The sheer volume of tasks meant that there was no room for delay or error. Teams had to work with precision and pace, balancing immediate day 1 requirements with longer-term transformation goals. For example, alongside designing and implementing the new council structure, the programme aimed to deliver £85 million in savings. This required careful planning to ensure effective programme delivery while achieving financial targets.

Key takeaway: Prepare for a fast pace and high volume of work throughout the programme timeline. Build strong project management and communication channels early to keep everyone aligned and focused on the priorities.

Building a Blended Team for Sustainable Success

One of the most valuable lessons from Northamptonshire, was the decision to run a blended team rather than relying solely on external consultants. This approach involved council staff working alongside project specialists, which allowed more employees to gain new skills and stay engaged beyond the vesting day.

This model helped retain institutional knowledge and created a sense of ownership among staff. Many individuals emerged as “superstars,” taking on new responsibilities and driving transformation forward. The blended team also supported smoother transitions and helped maintain momentum after the formal reorganisation.

Practical advice:

• Involve existing staff in the programme to build capacity and continuity.

• Provide training and development opportunities to equip staff with project and change management skills.

• Encourage collaboration between internal teams and external experts to combine local knowledge with fresh perspectives.

  
  

The Challenge of Splitting Budgets, Assets, and Staff

Dividing resources fairly is one of the most complex parts of LGR. It requires more than just numbers; it demands a deep understanding of how services operate and the impact of resource allocation on service quality.

In Northamptonshire, the team worked closely with service leads to ensure budgets, assets, and staff were split in a way that allowed stable and high-quality service delivery from day one.  A complicated process that takes understanding and analytical sophistication but also needs deep service understanding of the impacts. Success relies on working so closely with services and it can’t be designed and done in a dark room based on theory!

We didn’t get it all right and we lived the lessons and consequences of some decisions. So it’s good to now have the chance to bring that learning to bear and help others know what works, what to watch for and what to avoid based on real life experience.

Tips for success:

• Engage service managers early to understand operational needs.

• Use data and analytics to inform decisions but balance this with practical service knowledge.

• Plan for contingencies and be ready to adjust and make decisions as new information emerges.

  
  

Managing Transformation Alongside Reorganisation

Delivering transformation while managing reorganisation adds another layer of complexity. The Northamptonshire programme implemented significant savings while creating two new unitary councils. Although this brought its challenges, it was the right thing to do, especially with the outcomes being that both Councils had a sustainable footing from day 1.

What helped us enormously was setting out the strategic direction of travel at the beginning, through our prospectus for change. This set out the vision and the plan to get there. We then embedded transformation into the LGR programme, rather than waiting until post vesting day, and it helped align goals and resources but contributed to a successful programme delivery.

Lessons learned:

• Create a prospectus for change.

• Integrate transformation goals into the LGR programme from the start.

• Communicate clearly about how reorganisation supports long-term improvements.

  
  

Embracing Imperfection and Learning from Mistakes

No LGR programme is perfect. My experience at Northamptonshire shows that mistakes and setbacks are part of the journey. What matters is how teams respond and learn.

We didn’t get it all right and we lived the lessons and consequences of some decisions. So it’s good to now have the chance to bring that learning to bear and help others know what works, what to watch for and what to avoid based on real life experience.

Advice for councils:

• Foster a culture where feedback and learning are encouraged.

• Document lessons learned and share them widely.

• Use challenges as opportunities to strengthen ways of working.

  
  

The Outcome: A New Council with a Strong Ethos

Despite the difficulties, the Northamptonshire LGR programme delivered a new council with a strong public service ethos and a positive, can-do attitude. The Local Government Association (LGA) peer review described it as a renaissance, highlighting the transformation in culture and service delivery and I am proud of the new Council we built.

This success was built on the hard work, collaboration, and resilience of the whole team and the wider council staff. We are all a part of this journey and to give some light at the end of the tunnel, even the most complex LGR programmes can achieve lasting, positive change.

Final Thoughts

The Northamptonshire LGR was the most complex and challenging programme I’ve been involved in, and for me, it was also the most professionally satisfying thing I had ever done.

If you are involved in an LGR programme, you are not alone in facing uncertainty and pressure. My experience at Northamptonshire offers valuable lessons: build a blended team, engage deeply with services, plan carefully, embed transformation and embrace learning from mistakes.

With the right support and approach, you will get through the challenges and create a council that is ready to serve your communities effectively. The journey is tough, but the outcome is most definitely worth the effort.