Rethinking Governance: How Local Authorities Can Lead Through Change

In an era of sweeping transformation across the public sector, local authorities in the UK are facing unprecedented challenges—and opportunities. Whether it's local government reorganisation (LGR), devolution deals, or shifting political landscapes, the need for robust, adaptive, and visionary governance has never been more critical. But how can councils ensure that their governance structures not only survive these changes but thrive within them? How can they move beyond compliance and control to embrace governance as a platform for innovation, collaboration, and community empowerment?

Drawing on insights from governance experts Aidan Rave of the Good Governance Institute (GGI) and Peter Ware of Browne Jacobson LLP, this blog explores how local authorities can build governance systems that are resilient, inclusive, and fit for the future.

Continuity of Governance Is Crucial

Periods of change can be disorienting. Structures shift, roles evolve, and uncertainty can cloud decision-making. Yet, as Aidan Rave points out, governance must remain a constant focus:

“Don’t take your eye off the ball with governance… There needs to be a continuity of that line of sight in terms of governance right the way through.”

Governance should not be seen as a bureaucratic burden or a tick-box exercise. Instead, it must be recognised as an enabler of transformation—a framework that supports innovation, ensures accountability, and protects public value during times of flux.

Leadership Accountability: The Golden Triangle

Effective governance starts at the top. Rave highlights the importance of what he calls the “Trinity” of local government leadership:

• Chief Executive (Head of Paid Service)

• Monitoring Officer

• Section 151 Officer

These roles are pivotal in maintaining both day-to-day and strategic oversight. While some governance functions can be delegated, accountability cannot. Leaders must own the governance agenda and model the behaviours they expect from others.

“Governance has to be owned by the leaders of the organisation. It can’t be delegated.”

Governance as a Platform for Innovation

Too often, governance is viewed through a lens of risk aversion and control. But Rave urges councils to flip this narrative:

“Governance can be the platform that enables local government to really rethink itself, reinvent itself.”

He points out that many local government structures still reflect 19th-century models, designed for a very different world. LGR, while disruptive, offers a “burning platform”—a rare opportunity to redesign governance from the ground up.

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Governance Is a Human Challenge

Change is not just structural—it’s deeply personal. People’s roles, identities, and futures are at stake. Rave reminds us that governance is, at its core, a human challenge:

“There will be a perception of winners and losers… This is a human business. These are people that we’re talking about.”

Leaders must approach governance with empathy, transparency, and selflessness. They must acknowledge fear and uncertainty, and lead with clarity and compassion.

Transparency Builds Trust

Transparency is not just a virtue—it’s a strategic necessity. Without it, suspicion festers and engagement falters. Rave warns against backroom deals and opaque decision-making:

“If it’s seen to be done in back rooms… the opportunity to accentuate the positive is lost.”

Instead, councils should “throw open the curtains” and let the sunlight in. Open processes foster trust, encourage participation, and help people see governance as a shared opportunity rather than a top-down imposition.

Rethink Overview and Scrutiny

One of the most underutilised tools in local government is overview and scrutiny. Often seen as a consolation prize for those not in executive roles, it is rarely given the strategic weight it deserves.

“Overview and scrutiny is an opportunity—even more so than being in the executive—to shape services if it’s used right.”

Rave argues that scrutiny functions can be powerful vehicles for community engagement, policy development, and long-term planning. Councils should invest in strengthening these functions and embedding them into their governance culture.

Get the “Brilliant Basics” Right

When new organisations are formed—whether a combined authority, a local authority trading company (LATCo), or a restructured council—there is a unique opportunity to start fresh.

“You’ve got to get the brilliant basics right… effective risk oversight, effective assurance, effective information flow.”

Rather than retrofitting outdated systems, councils can design governance structures that are aligned with their strategic goals from day one. This includes clear roles, robust reporting mechanisms, and a culture of continuous improvement.

Don’t Be a Prisoner of the Past

Change invites reflection. Councils must resist the temptation to replicate old models simply because they’re familiar. As Rave puts it:

“Don’t be prisoners of the past… See this as an opportunity to rethink what governance can be.”

This mindset shift is essential. Governance should not be about preserving the status quo—it should be about enabling progress.

Governance as a Platform for Collaboration

Modern governance must be outward-facing. It should enable partnerships across sectors—especially with health services, voluntary organisations, and community groups.

“How do you build the governance platform that enables you to reach out and build really strong and sustainable relationships?”

By embedding collaboration into governance structures, councils can create more inclusive, responsive, and resilient public services.

Partnering with the Private Sector Effectively

Local authorities often turn to the private sector for support during transformation. But as Peter Ware cautions, they must first get themselves ready to be good partners:

“Too often, local government don’t get themselves ready to be good partners.”

This means being open to new ideas, willing to listen, and prepared to engage in genuine two-way partnerships. Ware advises councils to:

1. Engage early – Talk to potential partners before formal procurement.

2. Be open-minded – Don’t just replicate old models.

3. Act in partnership – Move beyond transactional relationships.

Transformational Change Requires Collaboration

True transformation is not something councils can achieve alone. It requires collaborative, iterative relationships with partners who challenge and support in equal measure.

“Let’s be a good partner to the private sector, and they’ll be a great partner to you.”

This collaborative ethos must be embedded in governance structures, ensuring that all voices—internal and external—are heard and valued.

Challenging Stereotypes

The public-private divide is often caricatured, with the private sector seen as dynamic and the public sector as sluggish. But this narrative is both unfair and unhelpful.

“There are great people on both sides of the fence.”

Both sectors bring unique strengths. The key is mutual respect and understanding, underpinned by governance systems that facilitate shared learning and joint problem-solving.

Final Reflections: One Thing to Remember

As the podcast drew to a close, both guests were asked to share the one thing they wanted local government leaders to remember about governance during change.

Aidan Rave:

“See the opportunity… This might be the force majeure that local government needed. It’s painful in the short term, but in the medium to long term, it’s a real opportunity to rethink the way public services are designed, commissioned and delivered.”

Peter Ware:

“This is a generational change… Proper engagement across the piece is going to be really important. If we get that right, we can do something really significantly different over the next years ahead.”

Conclusion: Governance as a Catalyst for Change

Governance is not just about rules and regulations. It’s about vision, leadership, and trust. In times of change, it becomes even more vital—a compass that guides organisations through uncertainty and towards opportunity. Local authorities have a choice. They can treat governance as a compliance exercise, or they can embrace it as a catalyst for transformation. By focusing on continuity, transparency, collaboration, and innovation, councils can build governance systems that are not only effective but inspiring. As the sector navigates the complexities of reorganisation, devolution, and political change, one thing is clear: good governance is not a luxury—it’s a necessity.