Agenda item

The Chief Executive provided a detailed briefing on the current status and future plans regarding devolution and local government reorganisation in Hertfordshire.

The following questions were asked and responses provided regarding the briefing:

1. Consultation process and impact on police

While details about police reorganisation remain unclear, the government has started a formal consultation with local stakeholders, and communities expected to provide input. The example of Surrey, which has already initiated its consultation, was mentioned. It was emphasised that despite consultation, the establishment of mayoral units must go ahead with no option for local authorities to remain as they are currently. Collaboration among districts, boroughs, counties and key officials is ongoing, to manage this transition.

The Police Crime Commissioner provided a response in relation to the impact on police, explaining that currently, policing is organised around 10 district boundaries, which have effectively served the community. However, there is an expectation that these boundaries will realign to match local authority partnerships, although no immediate changes are planned. The government’s White Paper emphasises aligning mayoral authority boundaries with police and fire and rescue boundaries, granting mayors combined responsibilities in areas where these boundaries coincide. While Hertfordshire is not currently affected by boundary misalignments, the expectation is that such alignment will become standard practice. There are significant challenges ahead as nearly all local government services and structures will be reorganised over the next three years. This process will require careful management to maintain service delivery while adapting to new governance models.

2. Clarification on the proposed reorganisation of local government structures in Hertfordshire

Currently, Hertfordshire consists of 10 districts and boroughs alongside the County Council.  The proposal is to consolidate these districts and boroughs into two, three or four larger organisational units that would manage all existing services. The reorganisation aims to realign service delivery boundaries, with a focus on practicality and efficiency. As an example; it is likely that the closely linked local authorities of Watford and Three Rivers would be merged into a single unit. The County Council’s services would also be redistributed to align with these new geographical boundaries, ensuring that each new organisation covers all relevant services within its area.

3. Integrating grassroots organisations such as the VCFSE into local governance structures during the local government reorganisation

There is uncertainty around the stakeholder and community work stream’s plans but there is willingness to facilitate greater involvement and input from grassroots groups. The government aims to maintain local delivery through local area committees, despite the challenge of representing a large population of 1.5 million people.

4. Dividing a population of approximately 1.2 – 1.5 million people into unitary authorities

It is noted that two unitary authorities might be too large, while three might be slightly small currently, but could become appropriate within 5 years. Various configurations were discussed, including combing Watford and Three Rivers with neighbouring areas like Dacorum, St Albans and Hertsmere to achieve suitable population sizes. Political considerations and natural geographic and community boundaries play a significant role in these deliberations, with specific mention of joint strategic planning partnerships and new developments such as Hemel Garden Village influencing the logic of boundaries. The complexity of political representation was acknowledged, with concerns about the reduced number of Councillors in unitary authorities and the need to maintain effective representation for residents. No final decisions have been made yet, and lessons will be drawn from other counties like Surrey and Hampshire that have undergone similar reorganisations. It was suggested that regular updates can be provided to the group to gather feedback as a potential option to improve communication and project progress.

5. Ensuring Equality Impact Assessments in the local government reorganisation

The importance of conducting equality impact assessments was highlighted, emphasising the need for thorough evaluation in a large organisational project such as the local government reorganisation. Officers acknowledged the necessity of including equality impact assessments as part of business cases submitted by individual councils, with a final consolidated assessment expected in the upcoming November submission. It was noted that all council papers, regardless of the subject, routinely include equality impact assessments alongside legal and financial considerations.

6. Funding for third sector organisations and how they might be affected in the future

It was acknowledged that the exact impact has not yet been fully worked through, but grants given directly to third parties may be routed through different organisations. Discretionary grants will be subject to decisions by new organisations based on their financial positions and the services provided. This may appear bleak, but the Council will strive to maintain existing payments and costs within its budget. However, after the transition date of 1 April 2028, decisions will ultimately rest with the new authority.