Making LGR work: learn from councils who have already done it
Alex Fillingham
Councils facing local government reorganisation (LGR) can learn from the experiences of senior leaders who have already been through this change.
At a recent Civiteq-hosted virtual round table, a panel of professionals – who have successfully led or supported digital and ICT transformation through LGR – shared insights and advice to help other councils navigate the change.
Here are six key takeaways from that discussion...
1. Understand your starting position for LGR
To build a shared understanding of where you are and where you want to go, you should:
- Establish a clear vision for how the new council will operate from day one, particularly in terms of technology, data and people (both residents and staff).
- Communicate not just the immediate vision but its implications for all staff and services beyond day one, to avoid confusion and friction later.
- Start discovery work early and be thorough – map out your people, processes and technologies to help you understand the complexity of convergence and identify risks.
- Secure strong leadership for the transition.
2. Retain critical staff and manage resistance to change
Encouraging staff to stay and managing resistance to change is one of the biggest challenges during LGR. But there are practical steps you can take, such as:
- Acknowledge and address anxiety – emphasise LGR is a co-creation of a new organisation, rather than a takeover by one council over another.
- Shape and own the narrative – share the vision, the reasons for change and what it means for staff at all levels.
- Communicate transparently – about the challenges, risks and realities of change to help staff feel respected and included.
- Create opportunities for involvement – such as engaging staff in working groups, consultation exercises or decision-making forums.
- Support emotional responses – accept some staff will choose to leave, and remember to provide support for those who stay.
3. Recognise and plan for the shadow period
The governance shadow period is one of the most complex phases of LGR. The shadow authority’s primary focus is on preparing for the new council, engaging with government and setting the direction for ‘vesting’ day (when the new authority comes into effect).
Key points to remember:
- Plan for deeper engagement and communication than the shadow authority can provide on its own.
- Supplement the work of the shadow authority with strong, well-supported programme teams.
- Establish clear channels for staff engagement and feedback throughout the transition.
4. Keep staff engaged
Key tips for helping staff move through the change curve include:
- Prioritise ongoing communication – share high-level plans, acknowledge uncertainties and keep staff informed as details emerge.
- Be supportive – listen to concerns and be visible as leaders.
- Be relevant – avoid overwhelming people with technical details they don’t need but don’t shy away from explaining what’s happening and why.
- Tailor your messages – so staff understand how changes will affect their day-to-day work.
- Coordinate communications across different teams – to avoid confusion or mixed messages.
5. Manage expectations
Managing expectations in LGR is an ongoing challenge. You should:
- Set realistic expectations early – have honest, ongoing conversations with leaders and stakeholders about what’s achievable, what will be required, and what the real costs and risks are.
- Communicate the complexity and pace of change – give clear, non-technical explanations to staff about why changes are happening and how they will be affected.
- Ensure depth in leadership – the shadow authority and senior leadership must be equipped to make detailed, informed decisions throughout the process.
6. Get to safe and legal for day one
Achieving ‘safe and legal’ status for day one is a fundamental requirement in LGR. To get there, you should:
- Focus on continuity, not perfection – ensure all essential services and systems operate as they did the day before, while accepting some legacy issues will need to be addressed later.
- Plan for data, systems and cybersecurity.
- Understand the limits of safe and legal – be mindful that what works on day one may need urgent review on day two and beyond.
To sum up…
The timeframe for LGR may sound daunting, but the key is to focus on the essentials for day one, while keeping an eye on the longer-term transformation.
Read Civiteq’s full white paper on Making LGR work: Practical steps from councils who have done it
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