As the dust settles on another Local Government Association Conference – this year in Liverpool – it’s clear that 2025 marks a pivotal moment for Local Government Reform (LGR). The tone was different; less defensive, more collaborative. And while the rhetoric from central government was encouraging, the real test lies in how these promises translate into practice.
At Local Partnerships, we work at the intersection of local ambition and national policy. We see the friction – and the potential – up close. So, what did we learn from the conference, and what are we hearing from the field?
A shift in tone – but is it a shift in power?
The Deputy Prime Minister’s speech on Thursday at the LGA conference struck a chord. Her personal story, rooted in local services, resonated with many. Her commitment to “put power back in your hands” was met with cautious optimism.
But local leaders have heard similar promises before. The difference this time? A tangible funding uplift: £5 billion for local services, £4 billion for adult social care, and a record £1.6 billion for roads. These are welcome moves. But funding alone doesn’t equal reform. True LGR requires structural clarity, long-term certainty, and a genuine rebalancing of power. The sector is still waiting for a coherent national framework for devolution – one that doesn’t rely on bespoke deals or political alignment.
What’s working: local innovation leading the way
Despite the uncertainty, some areas are forging ahead, with new combined authority models already showing promise. By aligning transport, skills, and housing under a single strategic vision, Combined Authorities can (better) unlock investment and accelerate delivery. Local Partnerships has supported business case development for some of these entities and the early signs are encouraging.
In other parts of the local government ecosystem, the transition to a unitary authority has streamlined governance and improved service integration. Leaders there report faster decision-making and clearer accountability. But they also caution that success hinged on early engagement with communities and staff – something not all reorganisations have prioritised.
What’s Not Working: Fragmentation and fatigue
Elsewhere, the picture is more mixed. In some parts of the country, overlapping governance structures are causing confusion. Districts feel sidelined, while counties struggle to coordinate across boundaries. One council leader told us, “We’ve spent more time negotiating with each other than delivering for residents.”
This fragmentation is compounded by reform fatigue. After years of churn – combined authorities, Local Enterprise Partnerships, Integrated Care Systems, and now county deals – many officers and members are simply exhausted. The appetite for yet another reorganisation is low, unless it’s clearly tied to better outcomes.
The central-local interface: still a work in progress
Perhaps the most consistent feedback we hear is about the interface with central government. While the tone has improved, the machinery hasn’t caught up. Departments still operate in silos. Funding streams remain fragmented. And local leaders often feel they’re navigating a maze of Whitehall priorities rather than being trusted to lead.
Take the example of net zero. Councils are eager to deliver on climate goals, but they face a patchwork of short-term grants, each with different criteria and reporting requirements. One sustainability lead described it as “death by pilot.” There’s a growing consensus that what’s needed is not just more money, but smarter alignment. Multi-year settlements and fewer, larger funding pots. And a single point of contact in Whitehall for place-based policy.
Lessons from the field: Reform that sticks
So, what makes reform stick? From our work across the country, three themes emerge:
- Clarity of purpose: Successful areas start with a shared vision. Whether it’s economic growth, health outcomes, or climate resilience, reform must be rooted in local priorities – not just administrative tidiness.
- Capacity to deliver: Reorganisation is resource-intensive. Councils need support – not just financial, but technical and legal. That’s where organisations like Local Partnerships come in, helping to de-risk change and build capability.
- Community engagement: Reform imposed from above rarely lasts. The most resilient models are those co-designed with residents, staff, and partners. As one chief executive put it, “If people don’t feel it’s theirs, it won’t work.”
Looking ahead: A call for co-design
The LGA Conference made one thing clear: the appetite for change is still there. But it must be change done with local government, not to it. The next phase of LGR must therefore be co-designed between central and local government, and with the communities served. Think Pathfinder, not Pilot. Think government as a system in its entirety losing focus on irrelevant central and local government distinctions.
Senior MHCLG civil servants talk a lot about ‘co-terminocity’. Let’s live and breathe that across the entire government sector, not just in central or local government silos. Let’s focus on prevention and outcomes. Let’s focus on genuine partnerships and always-on shared learning as opposed to single use evidence.
At Local Partnerships, we stand ready to support that journey. We’re already working with several local authorities exploring new governance models, and we’re developing tools to help councils assess readiness, manage risk, and measure impact. We’re also working with central government departments on sector-wide initiatives to support scalable and replicable best practice.
ABOUT THE AUTHOR
Adele Gritten is CEO of Local Partnerships
Email: adele.gritten@localpartnerships.gov.uk