Local government reorganisation and devolution: workforce planning for the changes ahead

Local government reorganisation and devolution are changing how decisions, services and funding operate across England. 

Although they are separate processes, both can create significant organisational and workforce requirements. Councils, combined authorities and other local government organisations may need to redesign structures, transfer services and employees, integrate systems, establish new governance arrangements and maintain essential services throughout the transition. 

Latest local government reorganisation update 

Last updated: August 2026 

Local government reorganisation has moved into a more active delivery phase. On 16 July 2026, the Government confirmed plans for 14 further areas, which would reorganise 134 existing councils into 38 unitary authorities. Decisions on West Sussex and Cambridgeshire and Peterborough are still expected in due course. 

The Government has positioned these structural changes as laying the foundations for deeper devolution, meaning councils will increasingly need to consider the two agendas together. 

Surrey is working to an earlier timetable, with East Surrey Council and West Surrey Council due to replace the existing county, district and borough councils on 1 April 2027. In other affected areas, the Government intends elections to the new councils to take place in May 2027, ahead of the new authorities becoming operational on 1 April 2028. 

The July announcements provide much greater clarity about the structures many areas are working towards. They also move the focus from developing and consulting on proposals to planning how new organisations will operate, how services will transfer and what leadership, skills and capacity will be required during implementation. 

The Government also published staffing guidance on 16 July 2026, covering the appointment and transfer of employees before, during and after reorganisation. Further publications addressed sector support, continuity across adult social care, public health and children’s services, and the approach Ofsted and the Care Quality Commission will take during transition. Guidance published on 30 July also covers decisions concerning Local Government Pension Scheme administering authorities. These developments reinforce the need for workforce, employment, service continuity and pension considerations to form part of implementation planning from the outset. 

“The July decisions mark a shift from planning around possible structures to preparing for confirmed change in many areas. We are already seeing conversations move towards the capacity councils will need during transition, how they retain critical knowledge and which roles must be in place for the new organisations. Those requirements will develop at different points, so waiting until vacancies become urgent will limit the options available.” 

Natalie Delaney, specialist local government Legal recruitment Consultant at Sellick Partnership 

At Sellick Partnership, our specialist recruitment teams work with local authorities and other public sector organisations across the UK. Our experience across a range of professional specialisms gives us insight into the different leadership, skills and workforce requirements that can emerge as reorganisation and devolution progress. 

In this guide, we look at what the latest changes mean for workforce planning, the skills and capacity organisations may need at each stage, where workforce pressures can emerge and the different resourcing options available. We have also included practical questions for public sector leaders to consider as plans develop. 

In this guide: 

• What are local government reorganisation and devolution? 
• Why workforce planning is central to local government change 
• The workforce requirements at each stage 
• Where workforce capacity can come under pressure 
• The skills and experience organisations may need 
• Building the right workforce model 
• Attracting public sector professionals in a competitive market 
• What should public sector professionals consider? 
• Practical questions for public sector leaders 
• Frequently asked questions 

What are local government reorganisation and devolution? 

Local government reorganisation and devolution are closely connected in some areas, but they are not the same. 

Local government reorganisation 

Local government reorganisation, or LGR, changes the structure of local government in an area. In two-tier areas, it may replace county and district councils with one or more unitary authorities. 

This can involve transferring services, employees, contracts, assets and statutory responsibilities, as well as establishing new governance arrangements and shadow authorities. 

Structures and timescales vary by area, so organisations and public sector professionals should follow the latest government and local authority updates. 

Devolution 

Devolution transfers powers, funding and responsibilities from central government to regional or local institutions. 

In England, many devolved functions are exercised through Strategic Authorities, including combined authorities and combined county authorities. The powers and responsibilities held by each Strategic Authority depend on its structure and position within the devolution framework. 

Responsibilities may include transport, housing, regeneration, planning, skills, economic development and other functions that benefit from coordination across a wider area. 

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Why workforce planning is central to local government change 

Successful reorganisation and devolution depend on how new structures will operate in practice, including the leadership, specialist expertise and operational capacity needed to support them.  

Depending on the programme, organisations may need additional capability across: 

• Senior leadership and programme governance 
• Finance, budgeting and systems integration 
• HR, organisational design and workforce transfer 
• Legal, governance, democratic services and regulatory responsibilities 
• Technology, digital and data 
• Procurement, commissioning and commercial contracts 
• Change, transformation and programme delivery 
• Communications and stakeholder engagement 
• Property, planning, regeneration and infrastructure 

The breadth of this work means workforce planning should not be limited to identifying a small number of senior roles. 

A programme may require strategic leadership, professional and technical specialists, additional delivery capacity and professionals who can maintain everyday services while transition work progresses. 

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The workforce requirements at each stage 

Workforce requirements begin well before a new authority starts operating and often continue beyond implementation. 

Before reorganisation or new devolved arrangements 

During planning, organisations may need to: 

• Review existing structures, responsibilities and reporting lines. 
• Review workforce and establishment data, including vacancies, turnover and reliance on temporary resource. 
• Support options appraisals and organisational design. 
• Map services, systems, contracts and assets. 
• Identify workforce transfer and employment implications. 
• Consider pay, grading, terms and conditions and pension arrangements. 
• Plan employee and trade union engagement and consultation. 
• Assess equality impacts and workforce engagement risks. 
• Identify critical employees, specialist knowledge and succession risks. 
• Plan the future leadership and team structure. 

This can identify risks, deadlines and capability gaps early, while helping organisations consider how teams and services should operate in the future. 

During transition and implementation 

Once plans are confirmed, demand often increases. Organisations may need professionals who can: 

• Lead programme and transformation work. 
• Transfer services, systems, employees, contracts and assets. 
• Maintain continuity across adult social care, public health, children’s services and other statutory functions. 
• Establish new governance and reporting arrangements. 
• Support organisational design and workforce change. 
• Integrate finance, HR, technology and operational processes. 
• Advise senior leaders, elected members and programme boards. 
• Interpret new guidance and respond to emerging risks. 
• Support employee, stakeholder and public communications. 
• Support implementation teams and shadow authorities as they establish budgets, governance arrangements, senior leadership and preparations for vesting day. 

This work must be managed alongside ongoing public services, so organisations need enough capacity for both transition and business-as-usual activity. 

Once the new arrangements are operating 

After launch, organisations may need to refine governance, integrate teams and systems, align inherited policies and address issues that emerge once the new structure is operating. 

They may also need to recruit permanent leaders, Heads of Service and specialist professionals for the new organisation. 

Temporary arrangements will need to develop into a sustainable workforce through permanent recruitment, succession planning, professional development and knowledge transfer. 

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Where workforce capacity can come under pressure 

The challenge lies not only in the volume of work involved, but in managing different types of demand at different stages. 

Potential pressures include: 

• Major programme work running alongside everyday responsibilities. 
• Difficulty predicting when particular workstreams will become urgent. 
• Limited internal capacity in specialist areas. 
• Senior leaders and specialists becoming heavily involved in programme governance. 
• Dependence on a small number of experienced individuals. 
• Competition for specialist professionals, particularly when several organisations are recruiting for similar skills at the same time. 
• Loss of organisational knowledge during staffing changes. 
• Uncertainty about the future structure delaying recruitment decisions. 
• Employee movement, redeployment or departures during transition. 

Some pressures build gradually. Others emerge quickly when structures are confirmed, guidance is published or implementation deadlines approach. 

Planning early gives leaders more options. It allows them to distinguish between permanent requirements and temporary peaks, identify development opportunities for existing employees and begin building candidate relationships before vacancies become urgent. 

“The pressure does not always fall where organisations first expect it to. As plans develop, leaders may find that experienced employees are drawn into programme work, creating gaps in everyday services that also need to be addressed.” 

Natalie Delaney, specialist local government Legal recruitment Consultant, Sellick Partnership 

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The skills and experience organisations may need 

The right capabilities will depend on the organisation, its existing workforce and the nature of the change. 

Organisations may need expertise across: 

• Senior leadership, programme management and transformation. 
• Governance and democratic services. 
• Finance and accountancy. 
• HR and organisational development. 
• Legal and regulatory matters. 
• Technology, digital and data. 
• Procurement and commissioning. 
• Property, planning and regeneration. 
• Communications and stakeholder engagement. 
• Service design and operational delivery. 

Not all these skills will be required permanently. Workforce planning should identify when each capability will be needed and whether it can be provided internally, through recruitment or with external support. 

Broader professional capabilities will also matter. Professionals supporting reorganisation and devolution may need political awareness, confidence advising elected members and senior officers and experience working across organisational boundaries. 

They may also need to interpret developing policy, work within complex programmes, manage competing priorities and communicate clearly with different audiences. 

Employers should reflect these requirements in role profiles, explaining how each capability will contribute to the programme and the outcomes the role will be expected to deliver. 

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Building the right workforce model 

There is no single workforce model that will suit every organisation. The right approach will depend on existing capability, programme demands and budget. 

Assess and develop internal capability 

Leaders should map current expertise, workloads and succession risks to identify: 

• Existing specialist skills. 
• Employees with transformation experience. 
• Areas of overreliance on individuals. 
• Likely peaks in demand. 
• Temporary and long-term requirements. 
• Opportunities to share expertise across teams or organisations. 

Recruitment is only part of the solution. Development, mentoring, secondments and involvement in major workstreams can strengthen internal capability while retaining valuable organisational knowledge. 

Clear and regular communication can also help maintain engagement, manage uncertainty and retain key employees while future staffing structures are being developed. 

Use a blended resourcing model 

A combination of permanent, interim, temporary, fixed-term and project-based resource may provide the flexibility required. 

• Permanent employees help retain knowledge and build long-term capability. They are particularly important for core services, statutory positions and leadership roles. 
• Interim professionals can provide immediate capacity, cover vacancies or bring specialist experience during a particular phase. They may also maintain everyday services while permanent employees support the programme. 
• Fixed-term appointments can provide continuity across a defined transition period without assuming the requirement will remain unchanged once the new organisation is established. 
• Contractors, project specialists and external advisers may be appropriate for specific workstreams or highly specialist requirements.  

The aim should be to match the resource to the timing, duration and complexity of the work while continuing to build sustainable internal capability. 

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Attracting public sector professionals in a competitive market 

Employers are more likely to attract experienced professionals when they plan ahead and explain opportunities clearly. 

Role profiles should focus on the work, outcomes, programme stage and reporting arrangements, while making clear whether the position is temporary or part of the future structure. 

Employers should also distinguish between roles that require direct local government experience and those where transferable experience from other public or complex commercial settings may be suitable. 

Direct council experience may be essential for some statutory, governance or highly specialist roles. For others, candidates from health, housing, central government, education, regulatory organisations, charities or the wider private sector may offer valuable transferable skills. 

A well-planned recruitment process, with proportionate interviews, clear timescales and timely feedback, can help maintain candidate interest. Succession planning is particularly important for senior leadership, statutory and business-critical roles.  

“These opportunities can appeal to experienced professionals because they offer the chance to develop new structures, work closely with senior leaders and contribute to change with a visible public impact. Employers should make that influence clear, rather than relying on a standard role profile to sell the opportunity.” 

Natalie Delaney, specialist local government Legal recruitment Consultant, Sellick Partnership 

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What should public sector professionals consider? 

Devolution and reorganisation can create opportunities for professionals to broaden their experience and contribute to major organisational change. 

Candidates should demonstrate more than technical expertise. Useful experience might include: 

• Organisational restructures. 
• Service or workforce transfers. 
• Systems integration. 
• Shared-service arrangements. 
• Governance reviews. 
• Commercial or transformation programmes. 
• Partnership working across organisational boundaries. 
• Establishing new teams, functions or processes. 

Candidates should also show that they can advise senior stakeholders, communicate clearly and work effectively in a politically led environment. 

Before applying or attending an interview, candidates should research the organisations involved, the proposed structure, the programme timetable and the region’s priorities. 

Interim and fixed-term roles can also offer valuable exposure to reorganisation, combined authorities and specialist transformation work. 

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Practical questions for public sector leaders 

Key questions to consider throughout reorganisation or devolution include: 

• Which workstreams and workforce requirements will the programme create? 
• When is demand likely to peak? 
• Can existing teams support the programme while maintaining essential services? 
• Which specialist skills are already available internally? 
• Where are we dependent on one or two individuals? 
• Which requirements are likely to be temporary, and which will continue beyond implementation? 
• Could existing employees be developed or seconded? 
• Which roles require direct local government experience? 
• Which roles could be opened to candidates with transferable experience? 
• Will interim, fixed-term or project-based support be needed? 
• How will knowledge be retained and transferred? 
• Are succession plans in place for senior, statutory and business-critical roles? 
• What structure, skills and capacity will the future workforce need? 

The answers are likely to change as the programme develops, so organisations should revisit them at key milestones rather than treating workforce planning as a one-off exercise. 

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How Sellick Partnership supports public sector organisations 

Sellick Partnership works with local authorities, combined authorities and other public sector organisations to recruit across a range of professional functions, including: 

• Senior & Executive
• Legal
• Finance & Accountancy
• HR
• Technology
• Procurement
• Change & Transformation
• Housing & Property Services

We can support organisations with: 

• Permanent, interim, temporary and fixed-term appointments
• Senior leadership and specialist recruitment
• Role scoping and job-description development
• Salary and day-rate benchmarking
• Candidate availability and market insight
• Market mapping and targeted searches
• Individual appointments and wider recruitment programmes

Our specialist consultants work closely with employers to understand the work involved, the programme timetable and the capabilities already available internally. 

This allows us to recommend a recruitment approach that reflects the timing, duration and complexity of each requirement, while supporting the organisation’s longer-term workforce plans. 

Planning for local government reorganisation or devolution, or already seeing pressure build across your teams? Speak to Sellick Partnership about the skills, capacity and recruitment approach your programme may require. 

Public sector professionals can explore our latest vacancies or speak to our specialist teams about opportunities within local authorities and combined authorities. 

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Frequently asked questions 

What is the difference between local government reorganisation and devolution? 

Local government reorganisation changes the structure of councils and how services are delivered within an area. Devolution transfers powers, funding and responsibilities from central government to regional or local institutions. 

Where is Local Government Reorganisation up to? 

In July 2026, the Government confirmed the structures it intends to implement in 14 of the 16 remaining areas under consideration. Surrey is working towards new councils becoming operational in April 2027, while most other affected areas are expected to move to new unitary authorities in April 2028. 

Timetables and decisions vary by area, so organisations and public sector professionals should continue to follow the latest government and local authority updates.

Why should workforce planning begin early? 

Early planning helps organisations identify capability gaps, understand future demand and prepare for the people, systems and services involved. It also gives leaders more time to decide whether requirements should be met by developing existing employees, making permanent appointments or bringing in flexible support. 

When should organisations review their workforce capacity? 

Organisations should assess workforce capacity during the early planning stages and review it as structures, timescales and programme milestones become clearer. Requirements may change significantly between planning, transition and implementation, so workforce planning should continue throughout the programme rather than being treated as a one-off exercise. 

Which skills may be needed during reorganisation or devolution? 

Requirements will vary by organisation and programme stage. Relevant capabilities may include senior leadership, governance, finance, HR, legal, technology, procurement, change and transformation, communications and programme delivery. 

Political awareness, stakeholder management, collaboration and experience of organisational change may also be important. 

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