Attending the District Councils Network (DCN) Conference 2025 was an enlightening experience.
As we navigate a time of uncertainty, the importance of collaboration, leadership and idea-sharing was emphasised, highlighting the unique role district councils play in shaping local communities. Local Government Reorganisation (LGR) was clearly the hot topic, and at the centre of almost every discussion. There was a very strong view that the outcome of LGR should not be merely a consolidation of organisations to achieve efficiencies. More that this is a positive and unique opportunity to redesign local government, and the sector should seize this chance to create a more responsive, effective, and community-focused governance structure. While efficiencies are a clear benefit, the bigger goal should be to create a system that is deeply connected to the needs and aspirations of local communities. That means redesigning service delivery with the resident voice at the heart of the process.
Preserving Local Knowledge Amidst Reorganisation
A concern raised throughout the conference sessions and during the breaks was the potential loss of district council chief officers during LGR. This could not only lead to a significant loss of organisational memory, as is the case when any long serving officer leaves, but also a loss of place-based memory. In my opinion, place-based memory isn’t being spoken about enough – it’s far easier and quicker to learn how an organisation operates, than it is to learn and understand how communities work, and how they interact with each other. This then begs the question on the role that town and parish councils will play in the future. Will they fill this place-based gap? Will they provide the infrastructure to ensures local economies really do benefit from devolved powers? Their close connection to communities makes them well-suited to maintain the responsiveness that district councils are known for. At this stage, it does not look like town and parish councils will be instructed to reorganise, although who knows what a “rewiring of the relationship” really means between them and their new principal local authorities.
Similarly, the reduction in the number of serving councillors raises the question of representation, and whether residents will be adequately represented by their elected members and officers in the unitary councils of the future. Effective representation requires councillors who are deeply connected to their communities and understand the unique challenges they face. Only then can councillors fire the “truth torpedoes” required at senior officers to drive action (thanks for that Chris Naylor).
Supporting Current Leadership Teams
While much of the leadership development training in the sector rightly focuses on the next generation of leaders, there is a pressing need to support current leadership teams navigating the complexities of LGR. It became abundantly apparent over the two days in Windsor that leaders are facing unprecedented, and unchartered change, and whilst the vast majority are ‘up for the challenge’, they also admit they feel unprepared. We must not underestimate the lack of training and development many leadership teams have had over the last five years, as local authorities have tightened their belts and reduced spending.
Current leaders should not solely rely on learning on the job but require tailored development and support to steer their organisations effectively through this transition taking the workforce with them. Investing in their development now will prepare them for the challenges ahead. Leadership during reorganisation is not just about managing change but also about inspiring confidence and maintaining morale. High levels of personal resilience and the ability to lead even when the direction is uncertain are crucial. Ensuring current leaders have the tools and support they need will make the difference in how positively LGR impacts.
Promoting Diversity in Leadership
Highlighted by several delegates and speakers during the conference, the lack of ethnic diversity at the conference was a surprising and concerning observation, especially given the depth and breadth of local authorities represented, and the fact this was the DCN’s largest conference to date. To ensure that leadership teams truly represent their communities, the sector must continue to be proactive in promoting diversity. As Pam Parkes said to a question when asked, “the answer is in the room”. We must all work together to create pathways for underrepresented groups to access leadership roles and foster an inclusive environment that values diverse perspectives. Whilst we are designing organisations fit for the future, we must account for the next generation of leaders within our plans; roles must be accessible to all talent; positions must be attainable, and deliverable.
Diversity in leadership is not just a moral imperative but also a practical one. Diverse leadership teams bring perspectives and solutions to the table to address complex challenges, which in turn leads to more effective and innovative governance. We must actively work to close the diversity gaps that persist in leadership roles, both in district councils and beyond.
Addressing the Skills Gaps
From discussion, it was clear that the sector feels it does not, yet, have all the skills it needs to deliver LGR and negotiate the right devolution deals for their areas, whilst continuing to develop more efficient services to improve the outcomes of residents and communities. There is insufficient time to train and upskill a new workforce, so could short-term secondments be a more immediate solution to the LGR skills gaps?
Secondments are common across the Public Service, particularly in the Civil service. By temporarily assigning staff to different roles across company boundaries, organisations leverage existing expertise while addressing immediate needs. Skills from private industry, the wider public sector or non-profits will bring fresh perspectives and act as a catalyst for more innovative approaches. We have seen consolidation within Further Education for example, and areas of the NHS. Is this where experienced talent lies? Could the sector gain quick impetus and insights from secondments and cross-sector recruitment to better navigate reorganisation successfully? I’d strongly argue it could.
Final thoughts
Though the conference raised many questions, it was also very solution and learning oriented. The thoughts and experiences of those that have already gone through LGR were well considered, and I suspect the panel members will get more than their fair share of follow up phone calls. It was clear that successful LGR requires a clear vision, strong leadership, and ability to lead with conviction even when facing disagreement and a high threshold of personal resilience.
The DCN Conference 2025 underscored the critical role of district councils in shaping the future of local governance. We must now grasp the challenge to preserve local knowledge, support current leaders, promote diversity, address skills gaps, and ensure that devolution remains hyper-local. History tells us that to embrace the future, we should learn from the experiences of others and then we can be more confident in building a more responsive, effective, and community-focused local government.
Author:
Frazer Thourard
Head of Local Government practice,
GatenbySanderson
Find out more about the Local Government practice at GatenbySanderson.