England is entering its most ambitious phase of local government reorganisation (LGR) and devolution in decades. The English Devolution and Community Empowerment Bill, introduced in July 2025, sets out a bold vision for streamlined, empowered local governance. But without clear delineation of roles and responsibilities – and without central departments actively enabling clarity – we risk undermining the very efficiencies and outcomes this reform seeks to deliver.
The urgency is real. Major national initiatives are rolling out in parallel:
- The Planning and Infrastructure Bills grant new powers to mayors and Strategic Authorities, including the ability to call in or refuse strategic planning applications.
- The Industrial Strategy refresh calls for place-based growth plans, requiring alignment between local and regional economic priorities.
- The Local Government Reorganisation Programme is reshaping council boundaries and responsibilities, with 21 areas submitting proposals for unitary status.
- The Pride in Place Strategy aims to empower communities and rebuild trust in public institutions.
These overlapping reforms (amongst many others) demand a coherent governance model. Civil servants across departments must work together to avoid duplication, foster collaboration, and ensure public value.
Duplication is a central government problem, too
The Bill introduces Strategic Authorities: a new tier of local authority encompassing Combined Authorities, Combined County Authorities, and in some cases, single councils or the GLA. These bodies are tasked with regional oversight in areas such as transport, housing, skills, and economic development. Simultaneously, the sector is transitioning to unitary structures, consolidating two-tier systems into single councils responsible for all local services.
This dual reform agenda is intended to simplify governance. But it also creates a grey zone. Strategic Authorities are not replacements for local councils, yet they are empowered to lead on functions that overlap with those of Unitaries. Without a robust framework for coordination — one that central departments help define and enforce — we risk duplicated efforts, conflicting strategies, and inefficient use of public resources.
Five things departments should prioritise
- Functional Clarity Define which functions are best delivered at regional versus local levels and provide clarity on the grey and overlapping. For example, strategic transport planning may sit with Strategic Authorities, while local road maintenance remains with Unitaries. How does the operational and strategic align and intersect? Who is responsible for ensuring they do?
- Statutory Guidance Embed statutory duties for Strategic Authorities to collaborate with constituent councils. This must be more than encouragement — it must be enforceable.
- Shared Evidence Bases Feedback on LGR proposals has emphasised the need for shared data and joint planning. Departments should standardise this across programmes.
- Governance Protocols Joint committees, shared service agreements, and integrated audit mechanisms can help delineate responsibilities and ensure accountability.
- Community Engagement Local identity and democratic accountability must not be lost in the shift to larger structures. Departments should ensure councils can retain meaningful roles in shaping services that reflect community needs.
Local Partnerships is already helping
At Local Partnerships, we’ve long championed place-based collaboration as the foundation of effective public service delivery. We’re currently supporting central government departments and local authorities through major programmes that reflect this ethos:
- Waste Infrastructure Development Programme (WIDP): Working with DEFRA and councils to plan and deliver sustainable waste infrastructure aligned with national policy objectives.
- Contract Management Pioneer Programme (CMPP): Delivered in partnership with Crown Commercial Services, Cabinet Office, and MHCLG, this programme strengthens commercial capability and contract performance across complex portfolios through accredited training, tools, and tailored support.
- Council Housing Support Service (CHoSS): Supporting councils alongside LGA colleagues to unlock stalled housing sites and accelerate delivery of affordable homes, as part of the wider Council Housebuilding Skills & Capacity Programme.
These programmes demonstrate what’s possible when central government works in partnership with local delivery bodies – and when roles are clearly defined.
A call to action
As the Devolution Bill progresses through Parliament and LGR proposals move toward implementation, now is the time for civil servants to act. Clarity of roles between Strategic Authorities and Unitaries must be a priority. Collaboration must be embedded as a statutory requirement, not a discretionary choice. And joint planning and delivery mechanisms must reflect the complexity of modern governance.
The prize is significant: a governance model that is efficient, accountable, and responsive to the needs of communities. But without clarity and coordination, we risk fragmentation, missed opportunities, and reinvention of wheels.
Getting the handover right between Strategic Authorities and Unitary councils is akin to a relay race. If we drop the baton, we lose momentum. Get the changeover right, and the sky’s the limit.
Let’s make sure we get it right.