A Journey of Integration, Identity and Impact

West Northamptonshire’s LGR journey is not just a story of structural change it’s a story of cultural alignment, operational resilience, and strategic clarity. What emerged from the OPUS People Solutions event was a powerful narrative of how a newly formed council can move from fragmentation to cohesion, and from uncertainty to confidence.

Each speaker brought a unique lens to the transformation:

• Anna Earnshaw, as Chief Executive, set the tone for leadership through change emphasising the importance of clarity of purpose, visibility of leadership, and the courage to make bold decisions early.

• Alison Golding spoke to the human side of transformation, highlighting how workforce planning and organisational development must be rooted in empathy, transparency, and a shared vision.

• James Smith offered a financial perspective, showing how strategic budgeting and robust financial governance can underpin stability during turbulent times.

• Luiza Morris-Warren demonstrated how customer services can be reimagined to meet the needs of a diverse and evolving population, with digital transformation and accessibility at the heart.

• Ashley Leduc and Amy Brock brought commissioning and adult services into focus, showing how service redesign can be both person-centred and data informed.

• Becky Hutson reminded us that communications is not a bolt-on it’s a strategic enabler. Her insights into internal and external engagement were a masterclass in building trust and momentum.

• Colin Foster, Chief Executive of the Children’s Trust, provided a vital perspective on safeguarding and service continuity for children and families. His reflections underscored the importance of creating a stable, accountable, and values-driven environment for some of the most vulnerable members of the community and how the Trust’s independence has enabled sharper focus and stronger outcomes.

What We Learned at The Truth About Local Government

From our perspective, the key messages were clear:

• Preparation is everything: West Northamptonshire didn’t wait for perfection. They planned, adapted, and moved forward with purpose.

• Systems matter: The right digital infrastructure and governance frameworks enabled agility and accountability.

• Engagement is non-negotiable: Staff, residents, and partners were brought into the journey not just informed but involved.

• Strategy must be lived: This wasn’t just about having a plan it was about embedding that plan into every decision, every conversation, and every service.

A Journey Still in Motion

Perhaps the most powerful takeaway was this: LGR is not a one-off event. It’s a continuous journey of learning, refining, and growing. West Northamptonshire’s team didn’t present a polished final product they shared a living, breathing transformation story. One with challenges, missteps, and moments of real pride. And that honesty is what made this event so impactful. It reminded us that success in local government isn’t about avoiding difficulty it’s about facing it with integrity, collaboration, and a relentless focus on public value.

The context of LGR in Northamptonshire

The transformation at West Northamptonshire was catalysed by one of the most significant structural shifts in recent local government history. Following the financial collapse and governance failures of the former Northamptonshire County Council, the UK Government intervened, mandating the dissolution of the two-tier system and the creation of two new unitary authorities: North Northamptonshire and West Northamptonshire. This wasn’t just a rebranding exercise it was a complete reset. West Northamptonshire had to build a new council from scratch, integrating multiple legacy organisations, systems, and cultures into a single, coherent entity. The scale of this challenge was immense, touching every aspect of public service delivery, from finance and workforce to adult social care, customer services, and communications.

Crucially, the transformation also involved the establishment of a new Children’s Trust, led by Colin Foster, Chief Executive. The Trust was created to ensure that children’s services previously under intense scrutiny could be delivered with renewed focus, accountability, and independence. Colin’s leadership has been instrumental in shaping a service that is not only safe and responsive but also aligned with the wider ambitions of the new council. His presence at the OPUS event underscored the importance of partnership and trust in delivering sustainable change across complex systems.

This context sets the stage for understanding why West Northamptonshire’s journey is so instructive. It wasn’t a choice it was a necessity. And yet, what has emerged is a model of transformation that others can learn from: one built on honesty, collaboration, and a shared commitment to doing things better.

Lessons from West Northamptonshire: A Blueprint for Local Government Reorganisation

The transformation journey of West Northamptonshire, as shared at the OPUS People Solutions session, offers one of the most comprehensive and honest accounts of Local Government Reorganisation (LGR) in recent years. It is a story of strategic clarity, emotional intelligence, and operational resilience and it provides a blueprint for others navigating similar change.

This was not a theoretical exercise. It was a lived experience of building a new council from the ground up, while maintaining service continuity, managing staff transitions, and engaging communities in a shared vision for the future. The West Northants team didn’t shy away from the complexity they leaned into it, and in doing so, created a model that others can learn from.

One Programme, One Vision

One of the most powerful lessons was the importance of cohesive programme design. Despite the scale of change and the creation of multiple unitary councils, West Northamptonshire resisted the temptation to fragment its transformation efforts. Instead, they kept the workstreams unified recognising that around 80% of the programme content was shared across councils, and that duplication would only lead to inefficiency, confusion, and wasted resources.

This approach enabled more effective integration with other public sector organisations and created a consistent experience for staff, residents, and partners. It also allowed for clearer governance and accountability, with each service workstream assigned a Chief Executive as Senior Responsible Officer (SRO) a move that ensured strategic oversight and empowered leaders to drive change within their domains.

The workstreams were structured as follows:

• Adults & Programmes: Covering adult social care, health and social care integration, and public health.

• Children’s Programme: Encompassing children’s social care and education services, with close alignment to the newly formed Northamptonshire Children’s Trust.

• Place Programme: Including assets and regeneration, highways, waste, planning, development, and housing.

• Finance Programme: Managing accounts payable/receivable, revenues, and benefits.

• ICT and Customer Programme: Overseeing operations, digital transformation, and customer service redesign.

• Corporate Services Programme: Covering HR, payroll, legal services, and internal operations.

• Enabler Workstreams: Focused on cross-cutting functions such as workforce planning, IT and digital, finance, legal and procurement, policy alignment, and communications.

This structure wasn’t just about project management it was about creating a shared sense of purpose and ambition. The design principles were co-created with members, staff, and communities, and embedded into every aspect of the transformation. A 300-member workshop helped define “what a good council looks like,” and this vision was carried through into branding, culture, and service delivery.

Emotional Intelligence in Change

One of the most powerful and often overlooked aspects of Local Government Reorganisation (LGR) is its emotional impact. The West Northamptonshire team recognised early on that transformation is not just structural it’s deeply personal. For many staff, particularly those from district councils, the closure of their organisation felt like a loss. These were places where careers were built, friendships formed, and identities shaped. The sense of grief was real, and it needed to be acknowledged.

West Northants didn’t shy away from this. They created space for staff to mourn, reflect, and celebrate the legacy of their former councils. They understood that emotional intelligence empathy, listening, and psychological safety was just as important as project plans and governance structures. Language and tone were carefully considered. Transformation jargon was avoided. Leaders were visible, accessible, and consistent in their messaging. Change champions were appointed to sense-check the culture and support colleagues through uncertainty. This approach helped build trust, reduce resistance, and foster a sense of shared purpose.

Designing the Future Council

West Northamptonshire’s commitment to designing a future council that felt new, inclusive, and values-driven was evident from the outset. They didn’t just restructure they reimagined. A major member-led workshop involving over 300 councillors asked a simple but profound question: “What does a good council look like?” The answers formed the foundation of the council’s vision and design principles.

These principles were embedded early and consistently. Staff networks were created to shape culture from Day One. Performance frameworks, employer branding, and staff awards were aligned to the council’s THRIVE values. The transformation wasn’t imposed it was co-created. Cross-party member groups engaged with staff, community groups, and young people to ensure the new council reflected the diversity and aspirations of its residents.

Legacy references and labels were dropped, and a new “West Way of Working” was introduced a two-way contract between the council and its staff, built on behaviours, values, and performance conversations. This wasn’t just about operational efficiency. It was about building pride, belonging, and a culture that could thrive beyond Day One.

Communications: The Lifeblood of Transformation

If there was one golden thread running through the entire transformation, it was communication. West Northamptonshire understood that in the absence of clear, consistent messaging, rumour and resistance would fill the void. So they made comms a strategic priority not a bolt-on.

Internal communications were frequent, honest, and practical. FAQs were updated regularly. Assumptions especially around disability, benefits, and job security were tackled head-on. Permanent staff were empowered to lead the transformation, with interims and consultants used to backfill roles rather than drive change. This gave staff ownership and reduced dependency on external support.

Externally, a major rebranding exercise was delivered in-house, involving members and setting clear principles. Dedicated comms channels were created for the LGR journey, with a strong online presence and a clear identity that could evolve over time. As Day One approached, the focus shifted from internal readiness to resident engagement ensuring seamless service continuity and clear customer signposting. Legacy channels were closed down and replaced with new unitary feeds, marking a clean and confident transition.

The Children’s Trust: A Case Study in Focused Reform

The creation of the Northamptonshire Children’s Trust is a standout example of how Local Government Reorganisation (LGR) can be used not only to restructure services but to reform them with purpose and precision. Formed in response to historic failures in children’s services, the Trust was established as an Alternative Delivery Model (ADM) to bring sharper focus, clearer accountability, and improved outcomes for children and families across the county. Under the leadership of Colin Foster, the Trust has undergone a cultural and operational transformation. Colin’s approach is rooted in psychological safety, high standards, and humility. He understands that children’s services are not just about systems and compliance they are about relationships, trust, and the ability to respond to vulnerability with compassion and professionalism. As Colin shared during the OPUS session:

“Take your role seriously and your standards high but don’t take yourself too seriously.”

This philosophy has helped shape a culture of openness, resilience, and continuous improvement. The Trust now supports over 4,500 children and young people, and its journey has been marked by a commitment to learning and leadership. Colin’s development of the Children’s Services Maturity Matrix has provided a practical framework for councils to assess their progress across key dimensions from inspection outcomes and workforce stability to leadership culture and quality of practice.

The Trust’s independence has enabled it to focus on what matters most: safe, responsive, and effective services. It has also fostered stronger collaboration with West Northamptonshire Council, aligning strategic goals while maintaining the specialist focus required for children’s social care and education. Challenges remain particularly around early help, protection, and funding disparities but the trajectory is one of resilience, clarity, and hope. Colin also emphasised the importance of psychological understanding not just of the children and families served, but of the staff delivering the services. He noted:

“One of the most important skills to have is a psychological understanding of the people you work with, the residents you serve, and all those you come into contact with.”

This insight reinforces the Trust’s commitment to creating a culture where people feel safe, valued, and empowered a critical foundation for any successful transformation.

Challenges Faced

The transformation journey of West Northamptonshire was not without its complexities. While the outcomes have been impressive, the path was marked by significant challenges that required strategic foresight, emotional intelligence, and operational grit.

• Disaggregation Complexity: One of the most demanding aspects of LGR was the disaggregation of services, budgets, and assets. Splitting financial responsibilities, especially in high-cost areas like adult and children’s services, required intense scrutiny and negotiation. Legacy debts, historic loans, and unclear asset ownership added layers of complexity. In some cases, there was no paperwork to trace financial arrangements, making it difficult to allocate liabilities and reserves fairly.

• Technology Stack Compatibility: Assimilating multiple legacy systems across councils proved to be a major hurdle. Councils varied in their levels of automation, digital maturity, and data quality. Coordinating and testing case management systems, ensuring hosted services were reliable, and aligning digital infrastructure required enterprise architects, analysts, and robust inter-agency agreements. Without this, service continuity would have been at risk.

• Workforce Transition: Aligning terms and conditions, pay structures, and working practices across different councils was a sensitive and complex task. Staff needed clarity, reassurance, and time to adjust. Early action on workforce strategy including new grading structures, performance frameworks, and cultural alignment was essential to avoid fragmentation and disengagement.

• Funding Disparities: Despite having areas in the top 10% of deprivation nationally, West Northamptonshire missed out on key funding streams such as Family Hubs and Pride of Place funding due to population thresholds. This highlighted the limitations of national funding formulas and the need for a fairer approach that reflects local realities.

• 

Benefits Realised

Despite the challenges, West Northamptonshire has delivered a transformation that is both financially and culturally impactful. The benefits are tangible, measurable, and enduring.

• £115 Million Saved Over Four Years: Through streamlined operations, reduced duplication, and smarter service integration, the council achieved substantial financial savings a testament to the effectiveness of its strategic planning.

• 20% Increase in Demand Met: The new unitary structure enabled the council to respond more effectively to rising demand, particularly in high-pressure areas like housing, adult social care, and children’s services.

• 100 FTE Net Staff Gain: Rather than shrinking, the workforce grew reflecting the council’s commitment to investing in capacity and capability to meet community needs.

• 75% of KPIs Improved Post-LGR: Performance metrics across services showed marked improvement, indicating that the transformation was not just structural but also operationally successful.

• Reduction in Attrition from 17% to 8%: Staff turnover dropped significantly, suggesting that the new culture, leadership visibility, and values-driven approach helped retain talent and boost morale.

• Stronger Integration Across Services: Housing, health, planning, communities, and public health now operate under one roof, enabling more joined-up working, better outcomes, and a clearer public service offer.

Final Reflections

West Northamptonshire’s journey shows us that Local Government Reorganisation (LGR) is not a destination it’s a continuous process. It is not simply about merging structures or achieving short-term efficiencies; it is about building a resilient, responsive, and values-driven organisation that can evolve with the needs of its communities. The success of West Northants was rooted in preparation, leadership, and emotional intelligence. It was about understanding that transformation is both technical and human. It required clarity of vision, strong governance, and a commitment to involving staff, members, and residents in shaping the future. The council didn’t just restructure it reimagined what local government could be.

This quote captures the essence of the transformation: a balance of professionalism and humility, ambition and empathy. It reminds us that leadership in public service is not just about systems and savings it’s about people, relationships, and purpose. Yet, as we reflect on the West Northamptonshire experience, broader questions remain questions that must be addressed if LGR is to succeed nationally:

• Is there sufficient depth in the interim and consultancy market to support councils through LGR, particularly in specialist areas like enterprise architecture, systems integration, and organisational design?

• Will councils give themselves enough time to deliver LGR properly, or will political and financial pressures lead to rushed implementation?

• Are the promised efficiencies and cost savings from LGR realistic and sustainable, or will they be offset by the complexity of disaggregation and transition?

• Will cooperation across boundaries be maintained once decisions from the Department for Levelling Up, Housing and Communities (DLUHC) are finalised?

• Would a phased approach to LGR, region by region, make more sense than a blanket national rollout?

• Can this moment be used to explore wider public sector reform, aligning health, education, housing, and local government to deliver truly integrated services for residents?

• Is central government prepared in terms of capacity, clarity, and commitment to play its part in supporting councils through LGR?

• Will LGR align with devolution and other reform agendas, or will it create further fragmentation and duplication?

And perhaps most importantly:

• Are we capturing the lived experience of transformation the lessons, the emotions, the innovations in a way that can inform future policy and practice?

West Northamptonshire has shown what is possible when LGR is done with integrity, vision, and care. But it has also shown that success is fragile, and that the journey is ongoing. The sector must now come together across councils, regions, and government departments to ensure that future reorganisations are not just efficient, but meaningful.