Public service delivery in the era of LGR: five key takeaways from the LGIU Ask the Expert Panel

As the landscape of local government continues to evolve, councils across the UK are facing new pressures and opportunities brought about by reorganisation. From shifting responsibilities and funding structures to the challenge of maintaining high-quality services during transition, the implications for public service delivery are profound. This LGIU Ask the Expert session brought together sector leaders and researchers to explore how councils can adapt, collaborate, and continue to deliver for their communities amidst ongoing change.

Hosted by Jonathan Carr-West, Chief Executive of LGIU, the panel featured Dan Godley, who led recent LGIU research on local government reorganisation (LGR) and public services, Paul Pawa, Group Strategic Development Director at Norse Group, and Jane Eaton, Chief Executive of Horsham District Council. Together, they unpacked the realities of reorganisation, its impact on service delivery, and what effective local leadership looks like in a period of structural change.

Five key takeaways

1. Reorganisation is reshaping the operating environment for local services
   LGIU’s recent research, supported by Norse Group, shows that reorganisation efforts are already influencing how councils plan and deliver services, even before formal changes are implemented. Dan Godley highlighted that councils are thinking strategically about partnerships, shared services, and future-proofing delivery models as part of broader transformation efforts.
2. Collaboration is key to resilience
   Paul Pawa emphasised that reorganisation presents both risks and opportunities. Councils can achieve greater efficiency and resilience by partnering with public and private sector organisations that share values and long-term goals. The Norse model, which blends public control with commercial flexibility, was cited as an example of how councils can retain local accountability while accessing expertise and innovation.
3. Focus on outcomes, not just structures
   Jane Eaton drew attention to the importance of keeping residents at the heart of decision-making. She noted that structural change is only valuable if it improves people’s lives. Councils should avoid being consumed by governance mechanics and instead prioritise the outcomes that matter: quality housing, safer communities, better local services, and thriving places.
4. Managing uncertainty requires strong local leadership
   Periods of change can unsettle staff, partners, and communities. The panel agreed that leaders must communicate clearly, provide reassurance, and articulate a shared vision for what comes next. Jane Eaton noted that consistent messaging, inclusive decision-making, and honesty about the challenges ahead build trust during times of uncertainty.
5. Innovation must go hand in hand with efficiency
   Reorganisation is often framed as an efficiency exercise, but the panel argued it should also be a catalyst for innovation. Paul Pawa and Dan Godley both stressed that new structures should enable councils to think creatively about service design, whether through digital transformation, shared assets, or new delivery partnerships to achieve more with limited resources.

LGIU members can watch a recording of the session and explore further information in the member-only resource pack.