1 April, no joke for unitaries’ ambitions

April 1, 2009

James Hulme, Public Service

The challenge for unitary councils is vast and profound. They must overcome scepticism and prove they can deliver better, more efficient services – and deal with the economic downturn, writes James Hulme

On 1 April, following a long period of blood-letting, legal challenges and debates, a new generation of unitary councils was established. Remaining opponents will no doubt draw attention to this coinciding with April Fools’ Day and hope that the government has been playing a prank all along, but in reality this is a new chapter of English local government.

The journey to this point has inevitably been bumpy. There have been fierce political battles, such as in Cornwall where local and national Lib Dem politicians have disagreed on their approach, while reorganisation in Devon, Norfolk and Suffolk has been hampered by ongoing investigations by the Boundary Commission.

Are these teething problems or evidence of a deeper malaise? The challenge for the new unitaries is vast and profound, particularly when one considers the relatively short period they have been given to prepare themselves. They must overcome scepticism and prove they can deliver better, more efficient services, on top of having to deal with elections next year, plus the ubiquitous challenges facing local government such as implementing CAA and dealing with the economic downturn.

Indeed, when the decision was made to introduce new unitary councils, the economic realities were much different. Local government will now have to make efficiency savings over and above existing targets, at a time when revenue is declining. Moreover, the pressure to share and maximise services is even greater than before.

Within this context, unitary councils have an opportunity to streamline and improve service delivery, cut red tape and make efficiency savings that can be redirected to reduce council tax or fund improvements, and promote greater community involvement.

They must also assuage concern that the economic downturn or reorganisation (or both) will be an excuse for unnecessary job losses. The evidence so far is that the new unitaries have been extremely careful not to make swingeing cuts. For example, from a total workforce of 15,000, Northumberland County Council looks to have shed fewer than 100 jobs in the process of reorganisation.

The potential for elected members is also vast. The new structures create a blank canvas for councillors to develop a new approach to governing and place-shaping their areas. Culture changes shouldn’t be seen as a threat but as an opportunity to implement better standards of management and working practices.

The likelihood is, however, that these councils will be the last new unitaries for a fair while. With the political winds seemingly howling towards a Conservative-led government by June 2010, the scope for further reorganisation is limited. The recent Conservative green paper on local government argues that “there is little evidence to suggest that efficiencies are actually generated by these reorganisations. Instead, they have turned councils inwards, creating instability in local services”.

Local government minister John Healey says the new unitaries have “a once in a generation opportunity to shape their communities”. While the last few months have been a little turbulent, there still remains the opportunity for a new form of governance.


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