Local Power, Financial Pressure, and Regeneration: A Conversation with Millie Earl

In a candid and wide-ranging conversation for The Truth About Local Government podcast, Councillor Millie Earl, Leader of Bournemouth, Christchurch and Poole (BCP) Council, offered a compelling and deeply personal account of the realities facing local authorities in England today. Speaking with clarity and conviction, she explored the complex interplay between financial pressure, democratic reform, and regeneration, drawing on her experience as both a local representative and a strategic leader. Earl’s reflections revealed not only the scale of the challenges such as the SEND funding crisis and the limitations of local government reorganisation but also the resilience and innovation being driven at the local level. Her passion for community-led change was evident throughout, as she championed the importance of identity, grassroots empowerment, and the need to restore trust and voice to residents across BCP.

1. Reclaiming Local Power

“Local power for me is really about identity… how do we empower people at the very grassroots level to have an effective say over what happens in their communities?” Millie Earl

Councillor Earl spoke passionately about the importance of local identity and the need to restore meaningful democratic engagement following the 2019 local government reorganisation. The merger of Bournemouth, Christchurch and Poole into a single unitary authority created a vast council serving over 400,000 residents, but it also diluted the distinct voices of each town. Earl described how this structural change led to a sense of disconnection among residents and councillors alike, with decision-making feeling increasingly remote from the communities it was meant to serve.

To address this, BCP Council is undertaking a Community Governance Review aimed at introducing town and parish councils in Bournemouth and Poole structures that Christchurch retained during the merger. Earl sees this as a vital step in restoring parity, strengthening local democracy, and giving residents a direct say in the services and cultural life of their towns. From splash parks to community safety initiatives, she believes that empowered local governance can deliver tangible benefits and rebuild trust in the system.

2. The SEND Crisis: A Broken System

“Nationally, that has been a £6 billion deficit… Locally we actually have £180 million. Now those numbers are not something that a local authority can do anything about.” Millie Earl

Councillor Earl did not mince words when describing the state of the Special Educational Needs and Disabilities (SEND) system. She called it “utterly broken,” both in terms of service delivery and financial sustainability. Across the country, councils are grappling with a cumulative SEND deficit of £6 billion, and BCP Council alone faces a staggering £180 million in SEND-related debt.

This financial burden is not just a line on a balance sheet it has real consequences for residents. Earl explained that BCP must divert £10 million from its core revenue budget each year simply to service this debt. That means less funding for other essential services, from adult social care to youth provision and public amenities. The delay in the government’s promised Schools White Paper, which was expected to outline a sustainable funding model for SEND, has only deepened the uncertainty.

“We don’t have a system that works, and we don’t have a financial way to manage it,”

Earl said, highlighting the double bind councils face: rising demand and insufficient funding.

Her comments underscore the urgent need for national reform and a fairer funding settlement that reflects the true cost of supporting children and families with complex needs.

3. Regeneration with Purpose

“Would I rather have 200 parking spaces in the town centre or 1,000 people living there? I think that’s quite easy.” Millie Earl

Despite the financial pressures, BCP Council is pushing forward with an ambitious regeneration agenda one that prioritises housing, infrastructure, and community wellbeing. As portfolio holder for regeneration, Earl is particularly passionate about using development to meet local needs rather than simply chasing commercial returns.

Creator: Greg Smith, Copyright BCP Council.

Two flagship projects stand out:

• Winter Gardens: A former car park in the heart of the town centre is being transformed into a vibrant residential community. The site, currently underused and visually unappealing, will be repurposed to support town centre living especially for families. This approach not only addresses housing shortages but also revitalises the local economy by increasing footfall and demand for services.

• Holes Bay: The largest brownfield site in the South West, Holes Bay represents a major opportunity to deliver between 1,200 and 1,500 new homes. Earl emphasised the Council’s “infrastructure-first” approach, with £6 million already invested in transport upgrades and flood defences to ensure the development is sustainable and resilient.

“We know the needs of our communities really well,” Earl said. “Housing is a massive issue, and we’re using regeneration to meet that need directly.”

These projects reflect a broader philosophy: regeneration should serve residents, not just developers. By focusing on housing-led schemes and strategic investment, BCP is working to improve living standards and create inclusive, thriving communities.

4. Governance Reform and Community Identity

“We’re righting the wrong of local government reorganisation… trying to create an effective structure of governance that works for local people.” Millie Earl

One of the most significant undertakings at BCP Council is the Community Governance Review, a process designed to restore democratic representation at the most local level. Earl explained that when Bournemouth, Christchurch and Poole were merged, only Christchurch retained its town and parish councils. This left residents in Bournemouth and Poole without the same level of local democratic voice, creating an imbalance in both service delivery and civic engagement.

Earl sees the review as an opportunity to correct that disparity and give residents in all three towns the ability to elect their own town councillors, shape local priorities, and influence decisions that directly affect their neighbourhoods. From cultural events to community safety and asset management, she believes that empowered local governance can deliver more responsive and tailored services.

“There are amazing things that town and parish councils deliver,” she said, noting that the rest of Dorset is fully parished. “It’s about creating a structure that reflects identity and gives people real agency.”

This reform is not just administrative it’s about rebuilding trust, fostering civic pride, and ensuring that local government feels local again.

5. Top Priorities for the Year Ahead

Councillor Earl outlined three clear priorities for BCP Council over the next 12 months, each reflecting a balance between financial realism and community ambition.

• Protecting Core Services: Earl emphasised the importance of safeguarding services for the most vulnerable, including children’s services, adult social care, and housing. Under her leadership, children’s services have improved from “inadequate” to “good,” and she is determined to see similar progress across other key areas.

• Balancing the Budget: Financial discipline is central to Earl’s administration. She highlighted the legacy of the previous leadership, which spent £90 million in reserves over just two and a half years. In contrast, her team is committed to living within its means, taking a cautious approach to risk and ensuring long-term sustainability.

• Delivering Political Priorities: Earl’s administration is also focused on delivering tangible benefits for residents. A £3.9 million investment in play parks is already underway, aimed at improving health, wellbeing and social outcomes for children and families. The Council is also launching a new residents’ card, offering perks such as free swims, discounted parking, and even reduced prices on ice creams an initiative designed to give something back to locals in a tourist-heavy area.

“We want residents to see actual value for money… and enjoy the places we want them to be, like our town centres.” Millie Earl

These priorities reflect a leadership team that is both pragmatic and visionary committed to financial stability, democratic renewal, and improving everyday life for the people of BCP.

Conclusion

Councillor Millie Earl’s leadership at BCP Council exemplifies the kind of bold, community-focused governance that local authorities across the UK are striving to achieve. Her commitment to restoring local power, tackling systemic challenges like the SEND crisis, and delivering regeneration that serves residents not just developers offers a blueprint for councils navigating similar pressures. Through democratic reform, financial discipline, and a clear focus on improving everyday life, Earl and her administration are showing that even in the face of austerity and structural upheaval, local government can still be a force for good. As she put it, “We want residents to see actual value for money… and enjoy the places we want them to be.” It’s a vision rooted in identity, fairness, and hope and one that deserves attention far beyond the boundaries of Bournemouth, Christchurch and Poole.

 This blog post was sponsored by Local Partnerships LLP, who help local authorities to deliver projects and implement changes efficiently. They offer expertise in climate adaptation, energy efficiency, waste management, housing, infrastructure, procurement, and digital transformation, ensuring excellent value for money and meeting key priorities.