Is your council going through Local government reorganisation? Take a look at the RedQuadrant LGR hub

Is your council going through Local government reorganisation? Take a look at the RedQuadrant LGR hub https://www.linkedin.com/feed/update/urn:li:activity:7437054177383567360/

A lot of councils are now entering the phase of Local Government Reorganisation where the real work begins.
Most support around Local Government Reorganisation is advisory. Someone reviews the position, tests the options, and produces a thoughtful set of recommendations. That work can be valuable. But the council still carries the responsibility for what happens next.

That isn’t a criticism. It’s just not what most Chief Executives need when structural reorganisation becomes politically exposed, operationally risky, and statutorily complex all at once.

For a Chief Executive or SRO managing structural change, the harder question is not analysis, it’s whether the people alongside you have actually carried responsibility through reorganisation before, and whether they remain involved once delivery begins — and *share* responsibility, recognising your lead but staying in as partners, not dominating or absolving themselves of responsibility.

Reorganisation becomes difficult when it moves from analysis into delivery. Services still have to run. Staff are uncertain about the future. Systems and contracts have to transfer cleanly. And the date when the new authority must be safe and legal is fixed in law.

That period between proposal and vesting is where the real work is needed.
Over the past few years, we’ve been thinking carefully about what councils actually need alongside them during that phase. The answer is not another report. It is experienced judgement, practical structure, and people who remain involved once delivery begins.

>> We’ve brought that thinking together in the RedQuadrant LGR Hub.
It is built around three outcomes that councils consistently tell us matter most.

1) the new authority must be safe and legal on Day One. Systems and contracts have to transfer cleanly. ICT cutovers have to work first time. Statutory services have to fit the bill.

2) leadership needs confidence that the programme is genuinely under control as transition unfolds.

3) the knowledge and capability built during the programme should remain inside the council afterwards.

The Hub can operate in different ways depending on the situation. Sometimes the need is senior judgement alongside the Chief Executive and SRO. Sometimes it is the programme spine that holds transition together. In other cases, the risk sits in a specific service or system and that is where expertise is needed.

The framework is linked below for anyone working through LGR, or anticipating it.

And if a conversation about where your system currently stands would be useful, I’m always happy to have one.

LGR Hub: https://www.redquadrant.com/lgrhub