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8 minute read
Local government is entering a period of significant change. Devolution, Local Government Reorganisation (LGR) and wider public-sector reform are reshaping how local services are organised, how decisions are made and how councils work together.
For local authorities, these changes bring opportunities to improve services, strengthen local accountability and work more collaboratively. However, they also create challenges for leaders and managers responsible for guiding teams through uncertainty, maintaining service quality and bringing people together around new priorities.
So, what skills will public-sector leaders need to navigate devolution and Local Government Reorganisation successfully?
From change leadership and stakeholder engagement to effective communication and collaborative working, developing the right skills will be essential to managing transitions while keeping employees and communities informed, engaged and supported.
Tailored and bespoke training for public-sector organisations
What are devolution and Local Government Reorganisation?
Although closely connected, devolution and Local Government Reorganisation are not the same thing.
Devolution involves transferring powers and decision-making responsibilities from central government to local or regional leaders. In England, this can include greater responsibility for areas such as transport, economic development, skills and employment support.
Local Government Reorganisation (LGR) involves changing the structure of local authorities. In areas with a two-tier system, this can mean replacing county and district councils with unitary authorities responsible for a wider range of local services.
The aim is to establish effective, sustainable local government and create stronger foundations for joined-up services and greater local decision-making.
However, the process is complex. It can involve changes to responsibilities, governance arrangements, organisational structures, teams and working practices.
The position is also evolving. In September 2026, the government announced a review of Local Government Reorganisation proposals following updated legal advice, with decisions in several areas paused while the review takes place. Local authorities therefore need to remain alert to developments and prepare their people to adapt as plans become clearer.
For leaders and managers, the challenge is not simply understanding the structural changes. It is helping people navigate what those changes mean in practice.
1. Change leadership: guiding teams through uncertainty
One of the most important skills for public-sector leaders during Local Government Reorganisation is the ability to lead change effectively.
Organisational change can create uncertainty about job responsibilities, reporting lines, team structures and future priorities. Even when the intended benefits are clear, employees may feel unsettled about what the transition means for them and their work.
Leaders need to communicate a clear direction while recognising that not every question will have an immediate answer.
Effective change leadership involves:
- Communicating a clear vision: Helping employees understand why change is happening, what it aims to achieve and how their work contributes to the bigger picture.
- Managing uncertainty: Acknowledging concerns honestly rather than making promises that cannot be guaranteed.
- Maintaining engagement: Giving employees opportunities to ask questions, raise concerns and contribute ideas.
- Building resilience: Helping teams manage competing priorities, changing expectations and periods of uncertainty.
- Embedding new ways of working: Turning organisational changes into practical improvements rather than treating implementation as the end of the process.
For public-sector managers, this also means balancing the demands of transformation with the need to maintain day-to-day services.
Leadership development and change management training can help managers build the confidence and practical skills needed to guide their teams through transitions, manage resistance and maintain momentum.
2. Stakeholder engagement: bringing people together
Devolution and Local Government Reorganisation rarely affect just one team or organisation. They can involve elected members, senior officers, employees, neighbouring councils, public-service partners, community organisations and residents.
These groups may have different priorities, concerns and expectations. Leaders must be able to understand those perspectives, build relationships and work towards shared outcomes.
Strong stakeholder engagement skills help public-sector professionals to:
- Identify key stakeholders and understand their interests.
- Communicate changes in a way that reflects different audiences' needs.
- Manage competing priorities and expectations.
- Build trust with partners and colleagues.
- Influence decisions without always having direct authority.
- Maintain constructive relationships when there is disagreement.
This is particularly important when services, responsibilities or organisational boundaries change.
For example, a manager working across two local authorities may need to agree new processes with colleagues who have different established ways of working. Success will depend not only on technical knowledge but also on listening, negotiation and the ability to build a shared understanding.
Training in stakeholder management, influencing and negotiation can help teams develop these skills and work more effectively across organisational boundaries.
Stakeholder management, influencing and negotiation
3. Communication: keeping employees and communities informed
During periods of significant organisational change, communication can have a major influence on how people respond.
Unclear messages, inconsistent updates or unexplained decisions can lead to confusion, frustration and a loss of trust. Equally, clear and timely communication can help people understand what is happening, what remains uncertain and what they need to do next.
Public-sector leaders need to communicate effectively at different levels, from briefings for senior decision-makers to conversations with employees and updates for residents.
Key communication skills include:
- Explaining complex information clearly and concisely.
- Writing effective briefings, reports and submissions.
- Presenting recommendations and communicating decisions with confidence.
- Listening actively and responding constructively to concerns.
- Adapting messages for different audiences.
- Handling difficult conversations with empathy and professionalism.
Written communication is particularly important when decisions need to be documented, options compared or recommendations presented to senior leaders and elected members.
During reorganisation, employees may also have questions that leaders cannot yet answer. Being transparent about what is known, what is still being decided and when further information is expected can help maintain credibility.
Developing communication skills across leadership teams can help ensure messages remain consistent, accessible and appropriate throughout a period of change.
4. Collaboration: breaking down organisational silos
One of the potential benefits of devolution and Local Government Reorganisation is the opportunity to improve how public services work together.
However, bringing organisations together does not automatically create effective collaboration.
Teams may have different cultures, systems, processes and expectations. Employees may also be accustomed to working within established departmental or organisational boundaries.
Leaders must therefore create the conditions for people to share knowledge, solve problems collectively and focus on outcomes for residents rather than organisational silos.
Effective collaborative working requires:
- Establishing shared objectives and clear responsibilities.
- Building relationships across teams and organisations.
- Encouraging open communication and knowledge sharing.
- Managing disagreements constructively.
- Understanding different professional perspectives.
- Agreeing consistent processes and ways of working.
For example, bringing services together within a new unitary authority may create opportunities to coordinate support for residents more effectively. Achieving this in practice requires teams to understand one another's responsibilities, communicate well and work towards common goals.
Collaboration training can help employees develop the interpersonal skills needed to work across teams, navigate different working styles and build productive relationships.
5. Strategic thinking and decision-making
Devolution can give local and regional leaders greater opportunities to shape priorities around the needs of their communities. At the same time, Local Government Reorganisation can require managers to rethink how services are delivered, resources are allocated and decisions are made.
Public-sector leaders need to look beyond immediate operational pressures and consider the wider implications of their decisions.
Important skills include:
- Analysing information and identifying emerging risks.
- Evaluating options and weighing up competing priorities.
- Understanding how decisions affect other services and stakeholders.
- Presenting evidence-based recommendations.
- Planning for different scenarios and potential outcomes.
- Linking operational decisions to longer-term strategic objectives.
These skills are particularly valuable when leaders are managing transition plans, reviewing service delivery models or making recommendations about future ways of working.
Effective decision-making also depends on communicating complex information clearly. Leaders must be able to interpret evidence, identify what matters most and explain their recommendations in a way that supports informed decisions.
Training in strategic thinking, critical analysis, report writing and presenting data can help managers develop a more confident and evidence-led approach.
6. Managing teams through new structures and responsibilities
Reorganisation can change more than reporting lines. It may also affect team relationships, responsibilities, workloads and expectations.
Managers need to help employees understand their roles, maintain morale and adapt to new working arrangements while continuing to deliver services.
This requires a combination of people-management and leadership skills.
Managers should be able to:
- Set clear expectations and agree priorities.
- Delegate responsibilities effectively.
- Support employees experiencing uncertainty.
- Address concerns and conflict constructively.
- Give feedback and hold difficult conversations.
- Recognise performance and maintain motivation.
- Identify development needs as responsibilities evolve.
It is also important to recognise that managers may be experiencing uncertainty themselves. They need opportunities to develop their own skills, ask questions and share challenges with colleagues.
Supporting managers through change is therefore an important part of preparing an organisation for a successful transition.
Leadership and management training can help equip managers with practical techniques for supporting their teams, managing performance and maintaining constructive working relationships.
Leadership and management training
7. Building digital confidence and adapting to new ways of working
Organisational change can also create opportunities to review processes, improve information sharing and make better use of technology.
New structures may require teams to work across different systems, adopt new processes or develop a more consistent approach to managing information.
Digital confidence is therefore an important part of wider organisational readiness.
Depending on their roles, employees may need to develop skills in:
- Using collaboration tools effectively.
- Sharing information securely across teams.
- Working confidently with data and digital systems.
- Using AI tools responsibly where appropriate.
- Identifying opportunities to simplify repetitive tasks.
- Adapting to new processes and technologies.
Technology alone will not deliver successful transformation. Employees need to understand how new tools support their work, feel confident using them and recognise when human judgement remains essential.
Practical digital skills training can help teams build confidence, improve collaboration and adapt to changing working practices.
How can local authorities prepare their workforce for devolution and LGR?
Preparing for devolution and Local Government Reorganisation involves more than developing a transition plan. Local authorities also need to consider whether their people have the skills and confidence required to implement change effectively.
A structured approach to workforce development can help organisations identify priorities and direct training towards the areas where it will have the greatest impact.
1. Identify the skills your organisation will need
Start by considering the challenges your organisation is likely to face.
Are managers preparing for new structures? Do teams need to collaborate across organisational boundaries? Are employees expected to communicate complex changes or take on different responsibilities?
Understanding these challenges helps identify the capabilities that need to be developed.
2. Assess existing skills and development needs
A skills-gap analysis can help highlight where employees feel confident and where additional support may be needed.
This might involve discussions with managers, employee feedback, skills assessments or reviewing previous training evaluations.
The aim is to identify practical development priorities rather than deliver training without a clear purpose.
3. Prioritise training around real workplace challenges
Training is most useful when employees can apply what they learn to situations they actually encounter.
For example, managers preparing for a restructure may benefit from practical exercises on communicating uncertainty, handling resistance or supporting employees through change.
Similarly, teams working across council boundaries may need opportunities to practise stakeholder conversations, resolve disagreements or agree shared approaches to working.
4. Make training relevant to your organisation
Generic training can provide useful foundations, but every local authority faces different circumstances.
Tailored training can adapt an existing course to your organisation's priorities, while bespoke training can be developed from scratch around specific challenges, audiences and learning objectives.
This helps ensure that training reflects the context employees are working in and gives them opportunities to practise relevant skills.
5. Measure progress and reinforce learning
Training should not end when a session finishes.
Managers can reinforce learning through follow-up discussions, opportunities to apply new techniques, peer learning and regular reviews of progress.
Gathering feedback and assessing changes in confidence, behaviour and working practices can help organisations understand what is working and where further development is needed.
How can ModernGov support local authorities through organisational change?
Devolution and Local Government Reorganisation create complex challenges for public-sector leaders, managers and teams. Developing the right skills can help organisations manage these changes more effectively while maintaining focus on the needs of residents.
ModernGov provides tailored and bespoke training for public-sector organisations, helping teams develop the practical skills they need to perform effectively.
Training can be adapted to your organisation's priorities, whether you need to strengthen change leadership, improve stakeholder engagement, develop communication skills or help teams collaborate more effectively.
Depending on your requirements, training can cover areas such as:
- Change leadership and managing organisational transitions.
- Stakeholder management, influencing and negotiation.
- Effective communication, report writing and briefings.
- Leadership and management development.
- Collaboration, teamwork and conflict management.
- Strategic thinking, decision-making and presenting data.
- Digital confidence and the effective use of AI tools.
Training can be delivered online, in person or through a hybrid approach, with content shaped around your team's needs and working environment.
Preparing for organisational change? ModernGov can help you identify relevant training priorities and develop a programme that supports your people through the transition.
Explore our tailored training solutions or get in touch to discuss your organisation's development needs.
Frequently asked questions
What skills are most important for Local Government Reorganisation?
The most important skills include change leadership, stakeholder engagement, communication, collaboration, strategic decision-making and people management. The priorities will depend on each organisation's circumstances, but these capabilities can help leaders manage uncertainty, bring teams together and maintain effective services.
How does devolution affect local government leaders?
Devolution can transfer greater decision-making powers and responsibilities to local or regional leaders. This can increase the importance of strategic planning, partnership working, stakeholder engagement and the ability to align local priorities with wider regional objectives.
Why is change management important during local government reorganisation?
Change management helps organisations guide employees through new structures, responsibilities and working practices. It supports clear communication, employee engagement, risk management and the adoption of new ways of working while services continue to operate.
How can councils prepare employees for organisational change?
Councils can prepare employees by communicating developments clearly, assessing skills gaps, providing relevant training, supporting managers and creating opportunities for teams to practise new ways of working. Regular feedback and follow-up support can help reinforce learning.
What training can help public-sector teams navigate devolution and LGR?
Relevant training may include change management, leadership development, stakeholder engagement, influencing, communication, report writing, collaboration and conflict management. Tailored or bespoke training can help teams apply these skills to their organisation's specific challenges.
Further reading and official guidance
For the latest developments, consult the UK Government's Local Government Reorganisation policy updates and the Local Government Association's devolution and LGR resources.
Government policy and reorganisation timelines can change. Check the latest official guidance before making decisions based on specific proposals or dates.
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