Combined authorities aren’t bigger councils, they’re fundamentally different. Their political complexity, investment‑led finance model, and partnership‑driven culture demand a distinct mindset. For s151 and s73 officers, success relies on understanding mayoral ambition, long‑term programmes, and regional impact. Those who embrace this environment can shape a region’s future; those who don’t will struggle.

An exploration of how rising care costs in the UK are driven by privatisation, complex financial structures, and large‑scale profit extraction, and how these pressures affect frontline care workers and local government. The discussion examines the inequalities created by the current model and the actions councils and national government can take to ensure care strengthens communities rather than fuels profit.

This article explores the realities of becoming a Chair or NED in the housing sector, drawing on insights from Yvonne Castle, Chair of Railway Housing. It highlights the importance of genuine commitment, strong relationships, regulatory awareness, resident focus, and proactive development. A practical guide for aspiring governance leaders who want to serve with purpose, curiosity, and courage.

UK councils are under immense pressure, and overlooking neurodivergent talent is no longer an option. The Canary Code shows how participation, flexibility, and psychological safety can transform culture, strengthen decision‑making, and unlock the strengths of diverse thinkers. Neuro inclusion isn’t just compassionate, it’s essential for resilient, effective public services.

Data centres are rapidly becoming the backbone of the UK’s digital economy, yet most councils are unprepared for the scale of change ahead. As AI accelerates demand for power, land, and connectivity, local authorities face a choice: step forward and shape this new wave of infrastructure, or risk being left behind. Early movers will secure investment, influence development, and position their areas for long‑term digital growth.

Digital and AI‑enabled estates are reshaping how councils manage public assets. Property and asset leaders now play a strategic role, using live data, predictive insight and intelligent systems to improve governance, support the future workforce, and unlock commercial and community value. The shift isn’t about technology for its own sake; it’s about smarter stewardship and creating better outcomes for people and place.

Local authorities are increasingly constrained not by land or planning policy but by access to electrical capacity. Power consented brownfield sites offer councils a strategic route to unlock stalled development, strengthen local infrastructure and secure long term value. Councils that act early will shape their local economies, while those that delay risk being held back by energy limitations.

Local government change is never just structural, it’s deeply human. The SCARF model shows how status, certainty, autonomy, relatedness and fairness shape staff reactions during transformation. By understanding these neurological triggers, leaders can reduce threat responses, build trust and create psychologically safe environments where change lands with clarity, compassion and purpose.

Refreshing Corporate Asset Management Strategies (CAMS) is now a leadership priority for local government. This article explores how councils can align estates with financial resilience, housing delivery, net‑zero targets and modern service models. Drawing on practical delivery experience, it sets out a three‑lens framework, the role of One Public Estate, and how Directors of Property and Place can turn buildings from cost centres into strategic enablers for communities.

An in depth analysis of the Government’s decision to postpone local elections in nine English counties. Explore why the pause was introduced, how it links to devolution and local government reorganisation, and the democratic concerns it raises. This balanced review examines the risks, benefits, constitutional implications, and the wider impact on accountability, public trust, and the future of English local governance.

Local government finance is under unprecedented pressure, with councils facing Section 114 notices, Exceptional Financial Support, commissioners and statutory panels. This article explains the real differences between intervention routes, why councils reach crisis, and what credible recovery requires. From governance and assets to culture, leadership and operating models, it sets out how councils can rebuild stability and long‑term resilience.

Navigating local government job evaluation is essential for securing the right grade and attracting specialist talent. With councils facing skills shortages in Planning, Environmental Health, Property, Highways and Finance, accurate grading ensures competitive recruitment, equal pay compliance and clear accountability. A strategic, evidence‑led approach helps roles reflect true responsibility and market demand.

Discover how the London Borough of Newham is turning its Growth Plan into reality with inclusive prosperity at its core. Learn how citizen-led research, strategic housing delivery, priority sectors like digital and green skills, and a live accountability dashboard are reshaping local economic development. A blueprint for councils seeking measurable, equitable growth and lasting community impact.

This blog explores the transition from Director of Place to Corporate Director in UK local government, examining the shift from technical expertise to strategic, whole‑council leadership. It outlines how aspiring leaders can prepare, build political acumen, strengthen system‑wide influence, and decide if corporate leadership is the right step. A practical guide for senior officers seeking broader impact.

Discover why 2026 is a turning point for housing leadership in UK local authorities. Learn how record temporary accommodation, Awaab’s Law, the Social Housing Regulation Act, Building Safety Levy, decarbonisation targets, and Renters’ Rights Act reforms will reshape housing services. Explore strategies to hire and retain outstanding leaders, build compliance culture, and deliver safe, sustainable homes amid unprecedented pressures.

In 2026, planning reform demands leadership, not maintenance. Councils need a Head of Planning who can deliver Local Plan adoption within the new 30-month timetable, ensure Development Management performance that builds trust, maintain credible enforcement, and lead a data-driven, improvement-focused culture. Recruiting for impact, not just filling a vacancy, will shape growth, protect communities, and secure public confidence.

A Head of Property in 2026 is a strategic hire. Ageing estates, rising maintenance backlogs, capital receipt dependence and growing audit scrutiny mean councils need leaders who blend commercial skill, corporate landlord expertise, political acumen and strong governance. Clear priorities, honest context and a competitive offer are essential to attract and retain the talent needed to protect financial resilience and modernise the estate.

Real public sector collaboration goes beyond meetings and slogans. It starts with a shared problem, joint accountability, and data that flows across boundaries. Blended teams, resourced programmes, and a centre that sets standards not solutions create the conditions for real system change. Trust grows through delivery, and collaboration becomes a repeatable capability, not rhetoric.

A redesigned public sector system demands shared data, joint accountability, cross‑departmental teams and a centre that enables collaboration rather than reinforcing silos. The 2025 Data Sharing and Collaboration Report shows that failure isn’t about leadership intent but structural misalignment. Real progress depends on treating data as a national asset, funding collaboration properly and building the architecture that makes collective action inevitable.

A fully collaborative public sector system emerges when shared outcomes, shared data, joint accountability and cross‑departmental teams become the norm. Over 3–5 years, services feel seamless, prevention becomes standard, funding follows need, and communities experience coherent, joined‑up support. Collaboration shifts from aspiration to operating model, enabling system‑level impact.