What can legacy Councils and shadow authorities start doing now?
LGR Article 4
Local Government Reorganisation (LGR) presents a once‑in‑a‑generation opportunity to reimagine how leisure and active wellbeing support communities.
Over the last three articles, we have explored the strategic choices, practical challenges and transformation opportunities that new unitaries face.
This final article in the first series focuses on action. What can legacy Councils and emerging shadow authorities start doing now to secure active wellbeing’s place at the heart of the new organisation?
If our experience points to one consistent message, it is this: start planning early. Early action strengthens service continuity, reduces transition risks and helps position leisure and active wellbeing as an essential contributor to wider system outcomes.
We will outline practical steps authorities can take now to prepare for transition and ensure active wellbeing is visible, valued and future ready.
These steps do not represent an exhaustive list. Each new authority will face unique pressures and the landscape will evolve quickly. However, they offer a strong foundation for a coherent, integrated and future ready active wellbeing service.
- Establish a shadow Active Wellbeing Board to anchor early governance
- Complete an honest assessment of what will be inherited
- Start to plan contract extensions, renewals and any future procurement exercises early
- Begin integration planning around core systems, processes and workforce
1. Establish a shadow Active Wellbeing Board
Put governance in place early to avoid drift.
As LGR progresses, authorities must ensure that services such as leisure, culture and active wellbeing are not just maintained, but strengthened within the new authority.
One way to achieve this is by establishing a shadow Active Wellbeing Board early in the process. This creates a clear focus for integration and ensures these services remain visible within wider transformation activity.
The board should bring together senior officers from across leisure, public health, adult social care and children’s services as a minimum. It should also include key partners such as operators, community organisations and the voluntary sector. This creates a space for informed, cross-authority dialogue and ensures different localities are represented as larger unitaries emerge.
Its role should be practical and focused. The board should:
- Provide strategic guidance and set early priorities, ensuring active wellbeing is embedded within wider LGR governance and decision making
- Champion the role of active wellbeing across the system, aligning with health, care and prevention agendas and ensuring it remains visible to senior leaders and elected members
- Shape the future service and operating model, including influencing delivery approaches and the design of back-office functions to meet the needs of complex active wellbeing services.
The board should act as a key mechanism for testing and shaping the future service model. This includes reviewing existing contracts, budgets and delivery arrangements to identify risks, overlaps and opportunities early. Taking this proactive approach helps avoid issues later, such as misaligned contracts or duplicated provision.
It should also develop a unified vision and early roadmap for active wellbeing. A unified vision helps bring together different legacy approaches and sets expectations for the future. It also gives officers a clear framework for decision making during transition.
This vision should be short, practical and outcome-focused. It should:
- Align with health, care and community priorities (positioning active wellbeing as a prevention tool)
- Reflect local need and inequalities
- Recognise the role of facilities, outreach, system leadership and community partners
Alongside the vision, develop an early roadmap. This does not need to be a detailed strategy, but it should set out:
- Immediate priorities (0–12 months)
- Medium-term integration steps (1–3 years)
- Longer-term transformation direction
The roadmap should also identify early “visible wins”. These might include:
- Aligning pricing structures
- Expanding targeted programmes
- Improving access in underserved areas
Visible improvements help build momentum and demonstrate the value of LGR to communities and members.
Figure 1 below illustrates how a vision and roadmap can be translated into delivery over time. It is a model developed by SLC which shows a structured, phased approach across systems, workforce and core services. It takes the service through integration and alignment through to optimisation and improved outcomes.
Figure 1: Getting the basics right
This ensures the vision is not just aspirational but supported by a clear and practical route to a more coherent, efficient and user-focused active wellbeing service.
If you would like a further discussion to get into the detail, feel free to contact us at info@slc.uk.com.
Alongside this, the board should begin to define how success will be measured. Agreeing a small set of shared outcomes or indicators will help maintain focus and provide continuity through transition.
Importantly, the board should not become a talking shop. It should meet regularly, maintain a clear action plan and link directly into wider LGR governance structures. This ensures active wellbeing is embedded in corporate decision-making, not treated in isolation.
Establishing this board early also provides continuity for staff, partners and communities. It signals intent, builds confidence and helps ensure that active wellbeing remains a core part of the new authority’s ambitions.
Done well, it will anchor early governance, reduce fragmentation and help shape a more coherent, integrated and future‑ready service.
2. Complete an honest assessment of what will be inherited
Build a clear and shared understanding of the starting point.
New unitaries will inherit a complex mix of services. This often includes differing contract models, facility quality, pricing structures and performance levels.
Authorities should resist the temptation to smooth over these differences. Instead, undertake a structured and honest assessment. Recommendations of what this assessment should look at include:
- Assets and infrastructure
Map all facilities, their condition, backlog maintenance and accessibility. Identify which assets are fit for long-term use. - Contracts and delivery models
Document all contracts, expiry dates, break clauses, and performance issues. Highlight any areas of risk or inflexibility. - Financial position
Understand subsidy levels, income performance and cost pressures. This should include energy and lifecycle costs. - Workforce
Review staffing structures, skills, capacity and key dependencies. Identify gaps that may affect transition. - Outcomes and impact
Assess how well current services deliver health, wellbeing and participation outcomes, not just throughput.
This process does not need to be perfect, but it must be robust enough to inform decisions.
Most importantly, agree the findings across all parties. A shared evidence base reduces debate later and supports faster decision-making.
3. Start planning contract extensions, renewals and procurement early
Take control of the contract landscape before it constrains the new authority.
As LGR approaches, authorities should take stock of their current leisure and active wellbeing contracts and partnerships. This includes extensions, upcoming renewals and any planned procurement exercises.
Early planning is essential. Without it, legacy decisions can limit the flexibility of the new authority and make future alignment more difficult.
Start by mapping all contracts across constituent Councils. This should include expiry dates, extension options, and key risks. This will quickly highlight areas where timing does not align and where action may be needed.
A key principle is to avoid locking in long-term arrangements too early. Entering into lengthy contracts without flexibility can create significant challenges if they do not align with the reorganisation timetable.
Where possible, authorities should:
- Use shorter extensions to maintain flexibility where future direction is still emerging
- Include clear break clauses
- Aim to align contract end dates over time.
Break clauses are particularly important. They allow contracts to become co-terminus over time, making it easier for the new authority to rationalise and consolidate services. This reduces the risk of managing a fragmented portfolio of arrangements.
Procurement decisions should also reflect the future direction of travel. Contracts being designed now should:
- Support a more integrated, system-wide model
- Allow for evolution as the new authority develops
- Align with wider outcomes, not just cost and efficiency.
It is important to recognise that LGR may affect the attractiveness and value of current procurements. However, building in flexibility now will create a stronger platform for the future.
The alternative is costly and disruptive. Breaking or reshaping contracts after LGR can lead to financial penalties, service disruption and strained relationships with providers.
By planning early, authorities can move gradually towards a more aligned and manageable set of contracts. This will support a smoother transition and enable the new authority to deliver a coherent, future-ready active wellbeing service.
4. Begin integration planning around core systems, processes and workforce
Do not leave integration to the end.
Systems and processes often receive less attention than strategy, but they are critical to delivery. Many new unitaries struggle because this work starts too late.
Authorities should begin by mapping key systems across legacy Councils, including:
- Booking and leisure management systems
- Customer relationship management (CRM) platforms
- Finance and performance systems
- HR and payroll processes
From this, develop a phased plan to:
- Align or integrate systems over time
- Protect and migrate data safely
- Ensure interoperability in the short term
Workforce planning is equally important. Early priorities should include:
- Identifying critical roles and retaining key staff
- Managing uncertainty through clear communication
- Beginning to align structures and responsibilities
You should also review operational processes such as procurement, reporting and contract management. Differences in these areas can create inefficiencies that affect front-line delivery.
A phased approach is essential. Trying to standardise everything at once creates risk. Instead, prioritise areas that support continuity and early improvements.
Getting these foundations right will enable the wider transformation to succeed.
Final reflections
LGR offers a rare opportunity to redesign active wellbeing around communities and outcomes.
However, without early action, there is a real risk of fragmentation, inefficiency and missed opportunity.
By focusing on governance, evidence, contracts, vision and integration, authorities can take control of the transition and set a clear direction.
The message is consistent across all four articles: start early, stay focused and plan with intent.
Supporting the sector through LGR
SLC is establishing a local authority officer peer support network.
Building on our successful inaugural Think Tank on LGR in April of this year with over 20 local authorities, this peer network will include facilitated discussion sessions on key LGR themes, alongside wider active wellbeing topics. These will take place on a quarterly basis. The aim is to share learning, test ideas and support officers through transition. More news to come on this shortly.
Feel free to contact us for an informal chat at info@slc.uk.com or call 01444 459927 www.slc.uk.com.