Following confirmation of new unitary authorities in July, local government reorganisation is shifting from structures, boundaries and politics to practical realities and implementation. Councils now have an opportunity to shape the future of their housing services. Here, we explore how councils can move beyond structural change and focus on the outcomes that matter.
To date, local government reorganisation (LGR) has largely focused on structures, boundaries and politics. But following confirmation of new unitary authorities in July, attention has shifted towards practical realities and implementation, such as what this will mean for local authority housing services.
The implications are potentially significant as authorities entering new unitary arrangements can have markedly different housing functions and operating models. Some retain substantial Housing Revenue Accounts, including those with Arms-Length Management Organisations (ALMO), while others have transferred stock and focus more on strategic housing. Variations also exist across homelessness and allocations, approaches to providing temporary accommodation, and the extent of housebuilding activity, including any active development companies.
Successful integration of housing services will require more than just combining current ‘as is’ structures and hoping for the best. Rather, it presents the opportunity to reflect on future strategy, including service strengths and weaknesses, future demand, organisational culture, and resident outcomes.
At Campbell Tickell, we help councils move beyond structural change and focus on the outcomes that matter. Our support focuses on several key areas.
Developing a Future Housing Vision – LGR provides a rare opportunity to rethink the role of housing within a new authority. We can help authorities develop evidence-based visions for housing that align political ambition with organisational capacity, local need, and growth opportunities.
Housing Service Integration – One of the most immediate challenges is integrating services themselves by reviewing and aligning teams, systems, policies and contracts while maintaining service continuity. Our support covers all this, plus an assessment of opportunities for improvement, target operating models, and refined governance and accountability arrangements.
Building Organisational Capacity – LGR places considerable demands on senior officers, who must manage transformation while maintaining performance. Our work helps councils assess organisational readiness, understand skills gaps, recruit to key posts, and develop realistic implementation programmes.
Navigating Regulatory Requirements – LGR does not pause regulatory requirements, and new authorities must be able to demonstrate compliance from day one. We can help councils map compliance across predecessor authorities, identify gaps, and design unified assurance frameworks to meet regulatory expectations.
Supporting Housing Growth and Delivery – LGR also presents an opportunity to rethink housing delivery across larger geographies, as new authorities review delivery models and look for a clearer, authority-wide approach to growth.
Bringing People Together – Perhaps the most overlooked challenge of LGR is cultural integration. New authorities rarely share identical priorities or ways of working with success depending as much on relationships and shared purpose as on structures. We can help organisations to reflect on and build a new culture.
To discuss how we could support with LGR, please contact:
- Maggie Rafalowicz – maggie.rafalowicz@campbelltickell.com
- James McHugh – james.mchugh@campbelltickell.com
Find out about our work with local authorities.
