Local Government Reorganisation Business Case Development
The UK Government has set out a clear ambition to modernise the organisation of local councils. Lancashire had reached Stage 2 of the formal Local Government Reorganisation (LGR) process, the point at which areas submit their unitary proposals. This gave Lancashire a valuable opportunity to rethink and redesign its model of local government, ensuring it reflected the region’s priorities. All 15 Lancashire Councils were invited to propose a reformed system built on simpler, stronger and more accountable structures.
Chief Executives and Senior Officers from across Lancashire were required to quickly shape proposals that would best meet these ambitions and deliver long-term benefits for the whole county. The scale and complexity of this task should not be underestimated. It required thoughtful engagement with a wide range of partners, and careful navigation of differing priorities, diverse local contexts and longstanding governance arrangements.
The Role
The collective of 15 Lancashire councils formed five working groups to develop different proposals, and 31ten played a central role in leading and enabling this process:
- Led and coordinated the work of four proposal-development groups across the Lancashire councils, providing the structure, clarity and momentum needed to keep all groups progressing effectively
- Objective setting and ambition: facilitated the conversations and decisions required to inform the development of proposals
- Ensured all groups used shared datasets and aligned methodologies. Specifically, we produced:
- Service delivery baseline assessment
- Financial baseline assessment
- High-level service design for each proposal
- Financial modelling for each proposal
- Worked closely with delivery partners Metro Dynamics, integrating their economic research and analysis into the proposals
- Business Case creation: ultimately produced four LGR business cases from inception to completion, each of which included:
- A vision
- Strategic objectives
- Baselining
- Options assessments
- Propositions
- Financial modelling
- Implementation plans
Key Outcomes
- Delivered four robust proposals to MHCLG within an extremely tight timeframe
- Built a clear shared vision for each proposal group through collaborative facilitation
- Strengthened relationships and renewed collaboration among Lancashire’s leaders
- Helped establish a shared commitment to delivering the best possible outcomes for local communities
“31ten played a central role in leading this process. They provided structure, clarity and momentum at every stage; leading the development of the individual proposals, underpinned by shared datasets, aligned methodologies and a consistent framework for financial modelling and analysis. Their ability to coordinate work across multiple groups ensured equity, consistency and avoided duplication. The process has been both challenging and immensely rewarding. 31ten created the space for open, sometimes difficult, but always constructive conversations, prompting us to reflect deeply on what truly matters for Lancashire’s future.”
Chris Sinnott
Chief Executive, Chorley Council and South Ribble Borough Council
