04
Particular attention should be given to the variation in demographics and associated demand in people-based services, ensuring the assessment of proposals results in the best alignment of resources, needs, and assets. This will avoid incorporating inequality in service provision and access, which would ultimately risk the long-term sustainability of new authorities. The analysis in this programme has shown the significant potential variation in demographics and demand, depending on where the boundaries of new authorities may be drawn. Populations below 500,000 or more experience heightened risk of extreme demand profiles, potentially overwhelming resources, or leaving authorities with insufficient service users to maintain viable provision. This variation is particularly pronounced in SEND services.
05
Structural Change Orders (SCOs) and implementation arrangements for reorganisation should ensure that upper-tier councils have a majority on implementation governance, particularly on Joint Committees and when countywide services are being disaggregated. Given the additional costs, and risks, associated with the impact of reorganisation on people-based services demonstrated in the analysis, particularly where disaggregation is necessary, it is essential that those authorities with the experience, expertise and responsibility for delivering those services have due representation in governance that enables them to lead the implementation of local reform within an area.
06
Where disaggregation takes place, proactive mitigation of issues related to workforce and leadership development will be vital, and upper tier authorities should be enabled to take the lead on this. Depending on the scale of new local authorities, as new organisations are created, additional senior leaders will be required to run them. If service quality is to be maintained and optimised, this will require considerable planning and workforce development, to ensure there is a pipeline of senior leaders prepared to step into these roles. Further focus on leadership development may also be required, since the roles in new authorities could be even more demanding, with the requirement to manage the process and implementation of reorganisation, alongside the additional change, uncertainty, opportunity, and risk this presents.
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