2.6 A note on aggregation
It is also important to be aware that the analysis conducted does not consider all possible factors for LGR and should therefore not be treated in isolation. For example, the impact of public health, social housing, or additional staffing costs from other teams, such as IT or legal teams, has not been modelled.
The main themes explored in this report relate to the implications of the disaggregation of people-based services, where this is being considered or proposed. Nonetheless, for several county areas where disaggregation is being considered, this is likely to be accompanied by a degree of aggregation of services between neighbouring unitaries and county councils. In these instances, there will be significant areas of the population, mainly those living in smaller, existing unitaries, often in more urban and more deprived areas, who may stand to gain. This could lead to a debate around the extent to which the system is redesigned to favour these populations, at the expense of those living within larger upper tier county council areas.
2.5 Structure of this report
This report begins by exploring officers’ views on the key perceived opportunities and risks for people-based services, based on this programme’s engagement with CEOs, DASSs and DCSs, including with officers from authorities that have previously undergone reorganisation. In Sections 4-8, the report provides deep dives into the impact of LGR on demand, cost, ordinary residence and care supply, senior staffing, service quality and partnerships. Section 9 provides a specific deep dive into the impact of the distribution of High Needs Block deficits. The report ends by making a set of recommended priorities for government and local areas involved in LGR planning, based on the findings from this programme’s analysis.
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