Local government reorganisation and devolution continue to have significant implications for public sector organisations across England. However, following the Government's announcement in September 2026, the direction and timetable for local government reorganisation have become less certain.
Last updated: September 2026
On 7 September 2026, the Government announced a rapid review of the Local Government Reorganisation programme. It withdrew the current decisions covering Essex, Southend-on-Sea and Thurrock; Hampshire, the Isle of Wight, Portsmouth and Southampton; Norfolk; and Suffolk.
The review also covers the 14 decisions made in July 2026 and the outstanding proposals for Cambridgeshire and Peterborough and West Sussex. Councils affected by the July decisions have been asked to cease implementation work while the review takes place.
The Government has also confirmed that elections scheduled for May 2027 will go ahead on existing council boundaries. Surrey is outside the review, with East Surrey and West Surrey still due to become operational in April 2027.
For councils affected by the review, this creates a different workforce challenge. Organisations may need to prepare for several possible outcomes while continuing to maintain essential services, retain key employees and manage existing transformation activity.
Whether reorganisation proceeds on the existing basis, changes direction or follows a revised timetable, early workforce planning can help organisations understand their existing capacity, protect critical skills and respond more quickly as decisions become clearer.
“Bringing workforce planning into the process early helps organisations understand what the change will require in practice. It creates a clearer view of the skills, capacity and leadership needed at each stage, while giving teams more time to address gaps before they affect delivery.”
Natalie Delaney, specialist local government Legal recruitment Consultant, 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 plans develop.
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:
Local government reorganisation and devolution are closely connected in some areas, but they are not the same.
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 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.
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:
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.
Where reorganisation proceeds, workforce requirements can begin well before a new authority starts operating and continue beyond implementation.
During planning, organisations may need to:
This can identify risks, deadlines and capability gaps early, while helping organisations consider how teams and services should operate in the future.
Where plans are confirmed and move into implementation, demand often increases. Organisations may need professionals who can:
This work must be managed alongside ongoing public services, so organisations need enough capacity for both transition and business-as-usual activity.
Where new arrangements are implemented, 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.
The challenge lies not only in the volume of work involved, but in managing different types of demand at different stages.
Potential pressures include:
Periods of uncertainty can make workforce planning more difficult, but they do not remove the need for it. Scenario planning can help organisations understand which skills and roles will be required under different outcomes, which capabilities must be retained regardless of structural decisions, and where flexible resource may be needed once the position becomes clearer.
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
The right capabilities will depend on the organisation, its existing workforce and the nature of the change.
Organisations may need expertise across:
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.
There is no single workforce model that will suit every organisation. The right approach will depend on existing capability, programme demands and budget.
Leaders should map current expertise, workloads and succession risks to identify:
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 while future staffing structures are still being developed.
A combination of permanent, interim, temporary, fixed-term and project-based resource may provide the flexibility required.
The aim should be to match the resource to the timing, duration and complexity of the work while continuing to build sustainable internal capability.
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
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:
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, it is important to research the latest government position, the organisations involved, current proposals, 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.
Key questions to consider throughout reorganisation or devolution include:
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.
Sellick Partnership works with local authorities, combined authorities and other public sector organisations to recruit across a range of professional functions, including:
We can support organisations with:
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.
Whether your organisation is preparing for reorganisation, adapting to a changing timetable or awaiting further clarity, workforce capacity still needs careful consideration. 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.
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.
On 7 September 2026, the Government announced a review of the wider Local Government Reorganisation programme. Decisions covering Essex, Southend-on-Sea and Thurrock; Hampshire, the Isle of Wight, Portsmouth and Southampton; Norfolk; and Suffolk have been withdrawn. The review also covers the 14 decisions made in July 2026 and the outstanding proposals for Cambridgeshire and Peterborough and West Sussex. Councils affected by the July decisions have been asked to cease implementation work while the review takes place. Surrey is outside the review, with East Surrey and West Surrey still due to become operational in April 2027.
Timetables and decisions now vary significantly by area, so organisations and public sector professionals should continue to follow the latest Government and local authority updates.
The Government has also confirmed that elections scheduled for May 2027 will go ahead on existing council boundaries.
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.
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.
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.
