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Preparing for Local Government Reform

As you’ll be aware, major changes are coming to local government in Surrey. From April 2027, the current county and district/borough councils will be replaced by two new unitary authorities: East Surrey and West Surrey. For voluntary organisations operating in what will become West Surrey (covering Guildford, Runnymede, Spelthorne, Surrey Heath, Waverley, and Woking), now is the time to start preparing for this transition.

Essential Steps for Your Organisation

1. Review your governance documents

Take time to review your constitution, charitable objects, and any memorandum of understanding with local authorities. Do these documents reference specific councils by name? Do they mention geographical boundaries that may no longer exist? Consider whether amendments are needed to reflect the new unitary structure, ensuring your governing documents remain fit for purpose and accurately reflect the local government landscape you’ll be operating within.

2. Stay informed and connected

The reform timeline is moving quickly, and information is constantly being updated. Make regular checks of the official information sources:

• Surrey County Council’s LGR pages

• Surrey LGR Hub

These resources provide the latest updates, timelines, and answers to frequently asked questions. Subscribe to relevant newsletters and follow the councils on social media to ensure you don’t miss important announcements.

3. Keep your Board engaged

Local Government Reform shouldn’t be a one-off discussion. Make it a standing agenda item at your board meetings to ensure trustees remain informed about developments and can provide strategic oversight during this period of transition. Your Board needs to understand the potential implications for your organisation’s funding, partnerships, and service delivery, and be ready to make timely decisions as the situation evolves.

4. Assess and mitigate risks

Conduct a thorough risk assessment of how Local Government Reform might affect your organisation. Consider questions such as:

• How dependent is your organisation on local authority funding?

• Will changes in council structures affect your grant agreements or contracts?

• Could restructuring lead to changes in local priorities or commissioning approaches?

• Will you need to build new relationships with councillors and officers?

• Are there potential service gaps during the transition that your organisation might need to address?

Ensure these risks are properly documented in your risk register, with clear mitigation strategies and assigned responsibilities for monitoring and action.

5. Diversify your funding

If your organisation currently relies on local authority funding, now is the time to diversify your income streams. While the new unitary authority will still provide grants and contracts, there may be disruption during the transition period, and priorities may shift under new leadership. Explore alternative funding sources, including trusts and foundations, corporate partnerships, individual giving, social enterprise activities, and national grant programmes. Building a more resilient funding model will help safeguard your organisation against potential instability.

6. Strengthen your sector relationships

Build connections with other voluntary organisations working in similar fields or serving similar communities. Explore opportunities to:

• Share information and insights about the reform process

• Pool resources for common challenges

• Collaborate on joint projects that demonstrate strong local impact

• Form consortia for funding applications

• Develop collective advocacy where appropriate

If you are not sure where to start, our team at Voluntary Support can help you make connections and provide support during this period.

7. Demonstrate your impact

As new councillors are elected and new officers take up posts in the shadow authority, you’ll need to establish your organisation’s credibility and value. Ensure your impact reporting is robust, up-to-date, and clearly demonstrates the difference you make. This means:

• collecting meaningful data about your activities and outcomes

• telling compelling stories that illustrate your impact

• being able to articulate how your work aligns with local priorities

• having case studies and evidence readily available

• producing accessible reports that can be quickly understood by busy decision-makers

Strong impact reporting will be essential when building relationships with the new unitary authority and competing for funding in the new landscape.

While change can feel unsettling, Local Government Reform also presents opportunities. A streamlined governance structure could mean clearer decision-making and stronger strategic partnerships. By taking proactive steps now, your organisation can position itself to weather the transition successfully and thrive in the new West Surrey unitary authority.